• • •

Housekeeping & Last week Q’s OD News Team building • • • • Team experiences Background on TB Teams design TB program Discuss team building

Next week: Innovation diffusion & transition management

Develop your argument and provide support (citations) for your key assertions Other questions? • • • . and familiarity with the application of OD practices– be sure you demonstrate these. vocabulary. not just your familiarity with the situation which you had before the course Assume the reader is a manager but not necessarily expert in OD.Considerations for the final paper • • The focus of the paper should be at the team or organizational level. not the individual The purpose of the paper is to demonstrate your use of the terms and concepts. Explain your terms and reasoning.

You think all you need to do is to put people together in groups and something will happen.Team Building in OD ―You Americans have caught on to our secret of productivity in Japan– teams! But we will still win.President of Matsushita .‖ -. We know that’s only the beginning.


When it just doesn’t work our the way you planned— The failure of teams… • 6 out of 10 work teams fail • It may take a year or more for new teams to reach pre-team performance levels • SDWT’s work least well during downsizing (when most needed) • 58% of executives express frustration in developing and sustaining team motivation • >50% of teams fail due to unclear or changing objectives. lack of accountability or management support • Managers report limiting effort on 56% of their teams .

When Team Members Give Up In a study of 569 managers. they reported that they limited their efforts or input in over 56% of the teams in which they participated. • Unimportant or meaningless decision (52%)--why waste my time? • Pressures to conform to team decision (46%) --groupthink at its best! • Dysfunctional decision making climate (39%)--you want me to risk what?! . The major causes for giving up were cited as: • Presence of someone with expertise (73%)--I wasn't needed • Presentation of compelling argument (62%)--I didn't have other information for an argument • Lack of confidence in ability to contribute (61%)--I wasn't prepared or there were other "high power" people.

What’s the difference between successful & unsuccessful teams? 2.1. When should team-building be done? .

How does self-disclosure fit into team building? Risk-Taking .

What are the assumptions of a ―developmental model‖? Low High Social High Task Low Adjourning Joining .

A-V.g. authorization. short and long term indications that TB was successful? (e.. facilities. Kirkpatrick Model) . support • Materials (handouts. preparation • Legitimacy. protected time (retreat) • Homework. surveys. culture • Context of current request • Why now (not 6 months earlier/later?) • What happens if TB is not done? • What do you want to be different? • What’s prevented this from happening until now? Design • Sufficient time (2-3 hours).What should you consider in designing team building? Background • History. norms. etc.) • Structured exercises & processing Evaluation • What are the immediate.

What outcome measures might be considered regarding outcomes? Outcomes: Did it contribute to an observable & material difference? Transfer to work: Did you take the new learning to work & apply it? Learning outcomes: did you get what you expected? Meet objectives? Participants immediate reaction: Did you enjoy it? Kirkpatrick Evaluation Model .

Weir’s model of experiential learning T-group (Training Group) X X X X Key incidents Positive experiences X X X Negative experiences X X 16 weeks Microlab # # # # # # # # # Sequence of structured exercises 3 hours .

The Dimensions of Style (Jungian Model) Introversion/Extraversion— What energizes you? Sensing/Intuiting— What is the focus of your attention? Thinking/Feeling— How do you make decisions? Judging/Perceiving— How do you structure your behavior? .

uncomplicated procedures • • not remember names and faces work one project for long periods • • • good at greeting people impatient with long slow tasks results oriented • • • • interest in idea behind task think before acting work well alone less communicative • • • • don’t mind interruptions act first.What energizes you? Introversion-Extraversion Introversion • • quiet concentration like details & dislike generalizations • • Extraversion variety & action like fast. think later like people around communicate freely .

What is the focus of your attention? Sensing-Intuiting Sensing • • • Dislike new problems Use established methods Like using old skills more Intuiting • • • • • • • • • • Like new problems Dislike repetition Enjoy learning new skills Bursts of energy Reach conclusions quickly Impatient with routine details Patient with complexity Follow inspirations Errors of fact Dislike time for precision • • • • • • Work steady and paced Step by step conclusion Patient with routine details Don’t trust inspiration Rare errors of fact Good at precise work .

dislike conflict • • • Decisions influence by likes & wishes Need occasional praise Dislike discipline and control • • • • Fairness & justice important • Can reprimand & discipline • Responds to ideas Firm-minded Respond to values & feelings Sympathetic .How do you make decisions? Thinking-Feeling Thinking • • • • • Not show or uncomfortable with emotions Hurt feelings without knowing Analysis & logical order Conflict is OK Decide impersonally Feeling • • • Aware of people & feelings Pleasing people Like harmony.

How do you structure your behavior? Judging (structure)-Perceiving (change) Judging • Make plans and follow them Perceiving • Adapt to changing situations • • • • • • Things settled and finished Decide too quickly Dislike changing priorities Not notice new things Just the essentials Satisfied with decision • • • • Leave things open Open-ended decisions Too many unfinished projects Postpone unpleasant jobs • • Want to know everything Curious and open to ideas .

backgrounds. or style do we prefer for our meetings? 4. How can we ensure a team culture in which we can freely question and update restrictive norms? 11. What roles do each of us prefer on a team? What are our strong and weak roles? Which do we over/underuse? 5. conflict. What norms do we bring from other team experiences? What norms would we like to explicitly include or avoid? 10. What are our preferred styles of working and relating? How can these differences be used to complement each other. influence. What special skills. Stage 2: Storming Positioning.Stage 1: Forming Assessing resources & setting direction 1. What can we do to enhance the identity and cohesiveness of this team? How can we create our own team culture? 9. How can we best monitor and discuss our team processes so we can continue to develop and improve? . and be sequenced for more effective problem solving? 6. What structure. complementarity Stage 3: Norming Identity. cohesion. and expertise do each of us bring to this team? 3. format. information. About what are we most likely to disagree? What are our preferred modes of conflict and conflict resolution? How can we disagree constructively? 8. What stresses each of us? How might our styles change under pressure? What can we look for as signs of stress? How can we give useful and acceptable feedback and support at these times? 7. monitor norms Stage 4: Performing Maintain high performance What is our understanding of the goals and objectives which this team was organized to achieve? How can we ensure we are all going in the same direction? 2.

activities & rationale) Reflect on and discuss your own team processes in constructing this design: • • • What did we observe about our own team processes? What should we stop.3 hour team-building experience for a specific group and setting prepare a brief class presentation of your design (include outline of objectives. start.Your task is to: • • design a 1. or continue? .5 .