Building Teams

1
Building Teams Group Diversity
Professional Development 451-204

• Cliff Ogleby

Department of Geomatics, The University of
Melbourne
2
Overview

• Teams
• Behavioural classification
• The contribution of members
• What is a team?
• Team Building
• Effective Teams

P r o f e s s i o n a l D e v e l o p m e n t
3
Teams
Lecture Aim

• to discuss the classification of team members
  personalities and behavioural preferences the
  interaction of team members.

P r o f e s s i o n a l D e v e l o p m e n t
4
Teams

• Belbins Research in Managing Teams - 1980s.
• One of the most important findings
• overall team effectiveness depends upon the
  knowledge team members have of each other, and
  use.
• E.G. Team effectiveness depends on balance or
  complementarity in team roles.

P r o f e s s i o n a l D e v e l o p m e n t
5
Teams

• I.E. Members of more effective teams
• have better knowledge of each others strengths,
• are aware of different team roles each member can
  play,
• use this knowledge within the team.

P r o f e s s i o n a l D e v e l o p m e n t
6
Behavioral Classification
Reviewing the Theories

• JUNGIAN Theory of 4 basic personality types
  (1930s)
• Kathryn Briggs developed idea further
• Worked with Daughter to develop Myer-Briggs Type
  Indicator (MBTI)
• Patent applied for in 1942

P r o f e s s i o n a l D e v e l o p m e n t
7
Behavioral Classification
MBTI personality attributes
Sensation
Extraversion
Perception
Intuition
preference
Feeling
Introversion
Judgement
Thinking

P r o f e s s i o n a l D e v e l o p m e n t
8
Behavioral Classification
MBTI personality attributes
Sensation
Extraversion
Perception
Intuition
preference
Feeling
Introversion
Judgement
Thinking

P r o f e s s i o n a l D e v e l o p m e n t
9
Behavioral Classification
Extraversion E Introversion I

• oriented towards the outer or inner world

P r o f e s s i o n a l D e v e l o p m e n t
10
Behavioral Classification
type creative problem-solving
Extraversion E Introversion I
Carries it out acts communicates
Dreams it up reflects in advance ideates

P r o f e s s i o n a l D e v e l o p m e n t
11
Behavioral Classification
MBTI personality attributes
Sensation
Extraversion
Perception
Intuition
preference
Feeling
Introversion
Judgement
Thinking

P r o f e s s i o n a l D e v e l o p m e n t
12
Behavioral Classification
Extraversion E Introversion I

• oriented towards the outer or inner world

Judgment J Perception P
focussing on decision or information collection

P r o f e s s i o n a l D e v e l o p m e n t
13
Behavioral Classification
type creative problem-solving
Judgment J Perception P
Is methodical A cautious planner Seeks
closure Has few Inputs
Is procedural Is a fearless adventurer Seeks more
data Has many inputs

P r o f e s s i o n a l D e v e l o p m e n t
14
Behavioral Classification
MBTI personality attributes
Sensation
Extraversion
Perception
Intuition
preference
Feeling
Introversion
Judgement
Thinking

P r o f e s s i o n a l D e v e l o p m e n t
15
Behavioral Classification
Extraversion E Introversion I

• oriented towards the outer or inner world

Judgment J Perception P
focussing on decision or information collection
left brain - right brain
Sensation S Intuition N
perceiving with the left or right brain

P r o f e s s i o n a l D e v e l o p m e n t
16
Behavioral Classification
type creative problem-solving
Sensation S Intuition N
Practices Gets things into use Forms habits,
creates order Applies experiences to problems
Develops theory Gets things designed Uses hunches
intuitions Applies ingenuity to problems

P r o f e s s i o n a l D e v e l o p m e n t
17
Behavioral Classification
MBTI personality attributes
Sensation
Extraversion
Perception
Intuition
preference
Feeling
Introversion
Judgement
Thinking

P r o f e s s i o n a l D e v e l o p m e n t
18
Behavioral Classification
Extraversion E Introversion I

• oriented towards the outer or inner world

Judgment J Perception P
focussing on decision or information collection
left brain - right brain
Sensation S Intuition N
perceiving with the left or right brain
Thinking T Feeling F
judging with the left or right brain

P r o f e s s i o n a l D e v e l o p m e n t
19
Behavioral Classification
type creative problem-solving
Thinking T Feeling F
Logical, organises knowledge Reforms what needs
reforming Is creative with impersonal data things
Stresses values, supplies meaning to
knowledge Arouses enthusiasm for reform Creative
with personal data things

P r o f e s s i o n a l D e v e l o p m e n t
20
Behavioral Classification
Deriving the attributes in a Decision-making
model
Problem solving Decision-making
Judgement
Perception
Thinking
Feeling
Intuition
Sensation
right brain
left brain
eF
iF
eN
iN
eT
iT
eS
iS

P r o f e s s i o n a l D e v e l o p m e n t
21
Behavioral Classification
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
P r o f e s s i o n a l D e v e l o p m e n t
22
Behavioral Classification
I
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
E
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
P r o f e s s i o n a l D e v e l o p m e n t
23
Behavioral Classification
ISTJ
ISFJ
INFJ
INTJ
J
P
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
P
J
ESTJ
ESFJ
ENFJ
ENTJ
P r o f e s s i o n a l D e v e l o p m e n t
24
Behavioral Classification
ISTJ
ISFJ
INFJ
INTJ
N
S
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
P r o f e s s i o n a l D e v e l o p m e n t
25
Behavioral Classification
Sensing types need Intuitives

• To bring up new possibilities
• to supply ingenuity on problems
• to read signs of coming change
• to see how to prepare for the future
• to have enthusiasm
• to watch for new essentials
• to tackle difficulties with zest
• to show the joys of the future are worth looking
  for

P r o f e s s i o n a l D e v e l o p m e n t
26
The Contribution of Members
Intuitives need Sensing types

• To bring up pertinent facts
• to apply experience to problems
• to read the fine print in a contract
• to notice what needs attention now
• to have patience
• to keep track of essential details
• to face difficulties with realism
• to remind that the joys of the present are
  important

P r o f e s s i o n a l D e v e l o p m e n t
27
Behavioral Classification
ISTJ
ISFJ
INFJ
INTJ
T
F
T
F
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
P r o f e s s i o n a l D e v e l o p m e n t
28
Behavioral Classification
Thinkers need Feeling types

• To persuade
• to conciliate
• to forecast how others will feel
• to arouse enthusiasm
• to teach
• to sell
• to advertise
• to appreciate the thinker

P r o f e s s i o n a l D e v e l o p m e n t
29
Behavioral Classification
Feeling types need Thinkers

• To analyse
• to organise
• to find flaws in advance
• to reform
• to hold consistently to a policy
• to weight the law evidence
• to fire people when necessary
• to stand firm against opposition

P r o f e s s i o n a l D e v e l o p m e n t
30
Behavioral Classification
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
The ultimate realists
ESTJ
ESFJ
ENFJ
ENTJ
P r o f e s s i o n a l D e v e l o p m e n t
31
Behavioral Classification
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
P r o f e s s i o n a l D e v e l o p m e n t
32
The Contribution of Members
Exploring Role
ENTP
ENFP
ENTJ
INTP
ENFJ
INTJ
INFP
ESTP
Organising Role
Advisory Role
ISTP
ESTJ
INFJ
ESFP
ESFJ
ISFP
ISTJ
ISFJ
Controlling Role
P r o f e s s i o n a l D e v e l o p m e n t
33
The Contribution of Members
Effects of combinations of Perception Judgement

• Work Groups Team implications
• Summarised example
• Additional examples in handouts

P r o f e s s i o n a l D e v e l o p m e n t
34
The Contribution of Members
ST
SF
NF
NT
Prefer
Focus on
Impersonal analysis
Personal warmth
Impersonal analysis
Personal warmth
Logical ingenious
Sympathetic friendly
Enthusiastic insightful
Practical matter-of-fact
Tend to be
Talents
Understand communicate with people
Theoretical technical development
Technical skills with facts objects
Practical help service for people
Business, Construction, App.Science
Service, Care, Sales, teaching
Research, Literature, arts,teaching
Theoretical technical development, Forecasts.
E.G.s
P r o f e s s i o n a l D e v e l o p m e n t
35
The Contribution of Members
ST
SF
NF
NT
Prefer
Big Picture, Logical possibilities
Facts, Effective, useable applications
Big Picture, Possible Meaning for people
Facts, Humanly pleasing applications
Group Focus on
Direction
Practical reasons, step-step instructions, space
to complete
Precise process details, human objectives, joint
achievement
General, Value orientation, personal guidance
General, project focus, political perspective,
autonomy
Smooth functioning, effective processes
Having neat or elegant ideas
Prize
Helping others in direct or personal way
Impact on human growth/ being
P r o f e s s i o n a l D e v e l o p m e n t
36
What is a Team?

• Together Everyone Achieves More
• A number of people that have something in common
  identify with that community,
• Gathered to work together
• They exist for a reason -purpose definite goals
• Members have a sense of ownership because of
  their roles responsibilities

P r o f e s s i o n a l D e v e l o p m e n t
37
What is a Team?

• Members are part of teams success because of
  their contribution,
• Personal team goals are best accomplished with
  mutual support,
• People may perform different tasks, but they work
  cooperatively together

P r o f e s s i o n a l D e v e l o p m e n t
38
What is a Team?

• A team can promote greater flexibility and
  responsiveness
• A team is greater than the sum of its parts.

P r o f e s s i o n a l D e v e l o p m e n t
39
Team Building

• Begins with matching people to people and people
  to jobs
• Questionnaire-type commercial packages available
  to assess such compatabilities
• Various authors suggest numbers and names of
  roles played by people.

P r o f e s s i o n a l D e v e l o p m e n t
40
Belbins model for teams
Leadership roles

• Coordinator
• keeps goals clear
• leadership, coordinator style
• Shaper
• overcomes hurdles
• leadership, directive style

P r o f e s s i o n a l D e v e l o p m e n t
41
Belbins model for teams
Other team roles

• Plant
• problem solver
• new ideas, creative thinking
• innovative
• Resource/Investigator
• explores opportunities develops contacts
• explores ideas resources beyond the team

P r o f e s s i o n a l D e v e l o p m e n t
42
Belbins model for teams
Other team roles

• Team Worker
• moderator worker
• promotes team spirit
• Monitor/Evaluator
• critically analyses gives accurate judgments
• Implementer
• moves into the tangible
• practical, works within rules

P r o f e s s i o n a l D e v e l o p m e n t
43
Belbins model for teams
Other team roles

• Completer/Finisher
• reviews work, gets job done
• keeps work on schedule maintains standards
• Specialist
• focuses on details, strong technical knowledge

P r o f e s s i o n a l D e v e l o p m e n t
44
Effective Teams

• Individuals may migrate within/between roles
• Have more than one at a time
• There may also be more than one person in a role
  at any one time
• An effective team needs a mix of roles.

But

P r o f e s s i o n a l D e v e l o p m e n t
45
Effective Teams
A mix of roles

• Depends on the knowledge team members have of
  each other use
• Depends on balance of complementarity in team
  roles

P r o f e s s i o n a l D e v e l o p m e n t
46
Effective Teams
A mix of roles

• Each of a number of distinct roles is filled by
  at least one team member
• It is better for people to fill the roles for
  which their strengths preferences suit
• For a short time people can occupy roles outside
  their comfort zone, provided the importance of
  the role to team effectiveness is understood.

P r o f e s s i o n a l D e v e l o p m e n t
47
Effective Teams
A mix of roles

• Expected role
• the behaviours others think is appropriate for
  the position, may be prescribed formally
• Sent role
• the expected role as transmitted to the members
  by other group members

P r o f e s s i o n a l D e v e l o p m e n t
48
Effective Teams
A mix of roles

• Perceived role
• the way the person holding the position thinks
  they should act
• Enacted role
• the way the person in the position actually acts

P r o f e s s i o n a l D e v e l o p m e n t
49
Effective Teams
Cooperation in Groups

• Each member must understand the overall task to
  be accomplished
• Shared cooperative goal of achieving task
• Individually recognised contribution to the
  accomplishment of the task
• Awareness of potential contributions of others to
  fulfilling task

P r o f e s s i o n a l D e v e l o p m e n t
50
Effective Teams
Cooperation in Groups

• Group members must interact, give receive help,
  share ideas information, encourage each other
  to accomplish their task
• Awareness that division of labour is possible -
  different people may make different contributions
  to accomplishing the task.

P r o f e s s i o n a l D e v e l o p m e n t
51
Effective Teams
Successful Cohesion

• Group members like each other
• members are satisfied with the group experience
• group members agree on group goals
• the group is homogenous in terms of common values
  backgrounds
• the group is small

P r o f e s s i o n a l D e v e l o p m e n t
52
Effective Teams
Successful Cohesion

• The group is isolated from others (in terms of
  definition function)
• the leadership is effective
• the tasks require the physical proximity of
  members
• the group experiences successful completion of
  tasks
• the group exists well in a facilitating
  environment

P r o f e s s i o n a l D e v e l o p m e n t
53
Effective Teams
Time Wasters

• Attempting too much
• Poor communication
• Confused authority responsibility
• ineffective delegation
• inability to say no
• management by crisis
• personal disorganisation
• procrastination
• drop-in visitors

P r o f e s s i o n a l D e v e l o p m e n t