Playing your Roles, the Feedback Process, Stress management

1
Playing your Role(s), the Feedback Process,
Stress management Motivating your team

• Presented by Autumn Garrison
• for the CLEAR Program
• Chemical Engineering 4903
• Fall 2008

2
Overview

• Managing your team
• The Roles you play
• Improving your process
• The role of self monitoring perception checking
• Feedback, Stress, Motivation
• Giving constructive feedback
• The importance of rituals, rewards, and
  recognition
• Wrap up Team time

3
Discussion questionWhen you hear the word
delegation what does it make you think of ?
4
True or False? The leader of the group usually
delegates
5
Two different ways you can manage your teams

• Traditional Team
• One leader
• Sets agenda
• Directs problem solution
• Establishes rules/norms
• Controls process disruptive behaviors

• Self-directed team
• Everyone shares leadership
• Members set success guidelines
• Members own meetings process
• Members accountable to each other

6
Research study

• Study of administrators, engineers and scientists
  at Goddard Space Flight Center
• Those who had more stake in decision making about
  assigned tasks
• Experienced less time, situational, encounter,
  and anticipatory stress
• Others had higher stress

• French Caplan (1972) Organizational Stress and
  individual Strain.

7
There are lots of roles you can play should
discuss

• ? Task roles
• ? Relational Maintenance roles
• ? Selfish/anti-team roles

Adapted from Harris, T. Sherblom, J. (2005)
Small Group and Team Communication
8
You may perform task roles

• The initiator/opinion giver
• The elaborator/clarifier
• Evaluator
• Devils advocate
• Coordinator/Recorder
• Information seeker/giver
• Consensus tester

Adapted from Harris, T. Sherblom, J. (2005)
Small Group and Team Communication
9
You may perform relational maintenance roles

• Encourager
• Supporter
• Harmonizer/Tension reliever
• Gatekeeper
• Process Observer
• Standards setter

Adapted from Harris, T. Sherblom, J. (2005)
Small Group and Team Communication
10
Observe, Self-Monitor Manage Selfish/anti-team
roles

• The Blocker
• The Aggressor
• The Withdrawer
• The Dominator
• The Slacker
• Status or Recognition seeker

Adapted from Harris, T. Sherblom, J. (2005)
Small Group and Team Communication
11
Roles happen lots of different ways

• Emergent
• Determined by group
• Assigned by someone
• Can change day-to-day
• group-to-group

12
Discussion Question
Thinking back on your experience, what roles have
you had a chance to perform in your teams? Talk
about it.
13
Its all a part of the process!

• Define the problem(s)
• Generate possible solution(s)
• Evaluate solution(s)
• Create an action plan
• Assign specific tasks roles
• Set time frames for goals
• Repeat confirm
• Figure out a follow-up method system of
  accountability

14
During this process remember to

• Ask Questions
• Actively listen
• Paraphrase
• Use your nonverbals
• Say Yes when you can and No when you cant

15
These processes also improve your feedback skills
16
When youre giving feedback be sure to

• Be honest
• Take group needs into account
• Decide appropriate time
• Dont sand bag
• Use descriptive statements without judgment or
  exaggeration
• It seems to me . . .
• Provide positive and negative feedback
  

17
When youre receiving feedback be sure to

• Take a deep breath
• Be aware of how your body is feeling
• Dont interrupt
• Dont listen defensively
• Paraphrase to indicate understanding
• Acknowledge persons point of view
• Agree with what you see as true
• Take enough time to sort things out

18
Recognize Praise each other (whenever,
wherever)!

• Verbal praise in front of others
• Verbal praise one-on-one
• Praise via email, text, phone
• High fives
• Milestone celebrations
• Established rituals processes

19
Done effectively, these things will also help you
deal with stress

• Encounter Stressors
• Role conflicts
• Issue conflicts
• Action conflicts

• Time stressors
• Work overload
• Lack of control

• Anticipatory stressors
• Unpleasant expectations
• Fear

20
Adapted from Whetten, D. Cameron, K. (1998).
Developing Management Skills 4th Ed.
21
Wrap-up / To Do List

• Discuss understand
• How your team is managing itself
• Your roles expectations
• How can you improve your process?
• Talk about your system for rituals, rewards,
  recognition
• Other ways to reduce team individual stress

22
References

• French, J. Caplan, R. (1972). Organizational
  stress and individual strain. In The failure of
  Success, edited by A.J. Marrow. AMACOM.
• Harris, T. Sherblom, J. (2005) Small Group and
  Team Communication 3rd Ed. Pearson Education,
  Inc.
• Verderber, R. F. Verdeber, K.S. (2003). The
  Challenge of Effective Public Speaking 12 Ed.
  Belmont, CA Thompson Learning
• Whetten, D. Cameron, K. (1998). Developing
  Management Skills 4th Ed. Addison-Wesley
  Educational Publishers.
• Wolvin, A. Coakley, C.G. (1996). Listening 5th
  Ed. Times Mirror Higher Education Group, Inc.

23
Questions, Consultation, and Team time
24
(No Transcript)
25
Ensure Group Cohesiveness

• Clarify group goals
• Clarify member roles
• Encourage everyones involvement in decision
  making
• Recognize member contributions