Session 1:

UNDERSTANDING
GROUP DYNAMICS
AND TEAM
ESSENTIALS
Group Dynamics & Team Essentials
PERSONAL
- Understanding your audience:
the group member’s
personality style

- Implications of Behavioral
Patterns

GROUP
LEADERSHIP DYNAMICS
Trainer’s/
- Knowledge: Leadership
Coach’s
EFFECTIVENESS - Understanding
Styles Group:
- Skills : A leader as a Setting Up the
Coach Team Achieve Orming/Change Curb
- Abilities: A Coach Success
leading the team for - Shared Values
greater performance

BUILDING TEAM
- Understanding a Group & a
Team
- Team Essentials
- Team Biases
- Giving Feedback
Group Dynamics & Team Essentials
PERSONAL
- Understanding your audience:
the group member’s
personality style

- Implications of Behavioral
Patterns

GROUP
LEADERSHIP DYNAMICS
Trainer’s/
- Knowledge: Leadership
Coach’s
EFFECTIVENESS - Understanding
Styles Group:
- Skills : A leader as a Setting Up the
Coach Team Achieve Orming/Change Curb
- Abilities: A Coach Success
leading the team for - Shared Values
greater performance

BUILDING TEAM
- Understanding a Group & a
Team
- Team Essentials
- Team Biases
- Giving Feedback
Understanding Your Audiences’ Personality
Styles
and Behavioral Patterns
Behavioral Patterns Inventory (BPI)
• Developed by Dr. B. Heemsbergen and used by
Local Governance Leadership Institute
Understanding Your Audiences’ Personality Styles
and Behavioral Pattern
BPI Instructions 1 1
3 3
1. Word that best 2 2
describes you # 1 4 4

Word that least

describes you # 4

2. Transfer scores
to white squares
Understanding Your Audiences’ Personality Styles
and Behavioral Patterns
BPI Instructions

3. Add scores in each

column (should total
80)

A O C S

17 20 24 19
8
0
Understanding Your Audiences’ Personality
Styles
and Behavioral Patterns
BPI Instructions

4. Transfer scores to A-
O-C-S (next page)
5. Circle your number
in each column
6. Join circles A-O-C-S
*Tie breaker – If you have 2
circles with the same totals
and are LESS THAN 20,
complete the tie breaker
question
Understanding Your Audiences’ Personality Styles
and Behavioral Patterns

A ASSERTIVE & ACTION-ORIENTED

Independent Fast-Paced
Confident (Self-Assured) Direct Look, Few Smiles
Optimistic More Aware of Self Than
Competitive Others
Goal-Oriented Makes Own Decisions
Assertive Talkative
Time Perspective-Impatient Risk Taker
High Need to Achieve May Dominate
May Overstate and Exaggerate
May Be Ambitious
Control Important
Understanding Your Audiences’ Personality Styles
and Behavioral Patterns

A ASSERTIVE & ACTION-ORIENTED

The Eagle is goal-oriented,

it focuses on its prey and dives to
catch it right away. It does not
stay out of focus. It moves fast. It
is very competitive and
independent. Since their early
stages in life, they were, most of
the time, left alone to survive.
Thus, they have a high need to
achieve.
Understanding Your Audiences’ Personality Styles
and Behavioral Patterns

O OUTGOING & SOCIABLE

Dependent May Act Impulsively
Caring Emotional (Show
Supportive Feelings)
Cooperative More Aware of Others
Outgoing and Responsive Rely on Opinions of
Gets Along Well with Others
Others
Warm and Sociable Seeks Recognition From
High Need to Affiliat Other
Time Perspective-Future Yes, When Should Say No
Animated Gestures
Need to Be Needed
Understanding Your Audiences’ Personality Styles
and Behavioral Patterns

O OUTGOING & SOCIABLE

Peacock is visible. They

want to be seen upfront. They
usually flaunt their colorfully-
ornamented feathers. They wish
to belong in the crowd.
Understanding Your Audiences’ Personality Styles
and Behavioral Patterns

C CONTROLLED & DISCIPLINED

Objective Independent
Determined Withdrawn At Times
Self-Controlled Rely on Own Strengths
Self-Sufficient Need Space Don't Push
Disciplined Strong Control of Feelings
Analytical Cautious and Exacting
Accurate Industrious and Strong Willed
Strong Willed Evaluates Carefully
Reserved Socially Calm and Self-Controlled
Objective and Cool Rationale
Understanding Your Audiences’ Personality Styles
and Behavioral Patterns

C CONTROLLED & DISCIPLINED

When everyone’s is asleep, the
owls remain awake. Like owls, people
under C stay awake because they
keep on analyzing.
Owls are controlled birds, in
terms of flying. They can fly under
the radar and without being noticed
by anyone. They usually fly in quiet
mode. They don't need to flap very
much. An owl's velvety feathers also
cause its silent flying. They work in
silence.
Understanding Your Audiences’ Personality Styles
and Behavioral Patterns

S STABLE & STEADY

Soft-Spoken Good Listener
Patient and Reliable Wait for Others to Initiate
Careful and Cautious Want to Be Included
Sincere Few Hand Gestures
Loyal Warm and Smiling
Agreeable Gets All the Facts
Thoughtful Needs Reassurances
Respectful Accepting of Others
Supportive and Quiet Good Natured
Dependent
Understanding Your Audiences’ Personality Styles
and Behavioral Patterns

S STABLE & STEADY

Ducks are relatively peaceful
birds, they tend to steadily swim in
groups. They are also very quiet.
However, as peaceful as they may be
over waters, they tend to have
struggles swimming underneath.
They flap their shanks and feet
heavily under the waters. What you
see above may not be as peaceful as
what is below it. At times, you may
check people under S and see if they
are really feeling okay.
Understanding Your Audiences’ Personality Styles
and Behavioral Patterns
ACTION
Need- Recognition Need- Control/ Results
Save- Effort Save- Time
O- OUTGOING A- ASSERTIVE AND
AND SOCIABLE ACTION-ORIENTED
DEPENDENT INDEPENDENT
RELATIONAL
S- STABLE C- CONTROLLED TASK
AND STEADY AND DISCIPLINED

Need- Stability Need- Accuracy

Save- Relationship Save- Face

THINKING
Group Dynamics & Team Essentials
PERSONAL
- Understanding your audience:
the group member’s
personality style

- Implications of Behavioral
Patterns

GROUP
LEADERSHIP DYNAMICS
Trainer’s/
- Knowledge: Leadership
Coach’s
EFFECTIVENESS - Understanding
Styles Group:
- Skills : A leader as a Setting Up the
Coach Team Achieve Orming/Change Curb
- Abilities: A Coach Success
leading the team for - Shared Values
greater performance

BUILDING TEAM
- Understanding a Group & a
Team
- Team Essentials
- Team Biases
- Giving Feedback
Group Dynamics
BRAINSTORMING
All ideas are Build on other
A process welcome people's ideas
designed to obtain
the maximum
number of ideas No evaluation of
Members are
other people's
relating to a ideas
creative
specific area of
interest
More ideas, the More specific, the
It is also a better better
technique
that maximizes the
Keep going until
ability to generate Pass if you want
there are no
new and join in later
further ideas
ideas.
Group Dynamics
BRAINSTORMING- Exercise

MECHANICS
WHAT ARE THE
1. The participants will be asked to work in THINGS THAT ARE
groups (by team or by table, 8-10
members) IMPORTANT TO
2. Each group to assign a facilitator, YOU?
documenter, and timer
WHAT ARE THE
Part 1: Brainstorming
THINGS THAT YOU
3. Brainstorm on the following questions.
Encourage all members of the group to BELIEVE IN AND
write down 3-5 answers- 1 answer per LIVE BY?
metacard
4. Post all answers (metacards) on an easel
paper
Group Dynamics
BRAINSTORMING- Exercise
MECHANICS

Part 2: Shortlisting
5. Identify the responses which are similar. WHAT ARE THE
Group these together and find a response that
could capture other similar thoughts OR
THINGS THAT ARE
rewrite statement to capture all similar ideas IMPORTANT TO
6. If there are more than 5 values after the YOU?
initial processing of responses, ask members
to vote. Give 5 sticker dots to each member
and ask them to select 5 responses (values) WHAT ARE THE
7. Count the number of votes and rank the THINGS THAT YOU
responses (values). Get the top 5 values
BELIEVE IN AND
LIVE BY?
Group Dynamics
BRAINSTORMING- Exercise
MECHANICS

Part 3: Listing of Shared Values and Observable Behaviors

7. List down the top 5 values. These shall be considered as the group’s shared
values.
8. Identify observable behaviors which could demonstrate each of the shared
values.
Group Dynamics

Individual Beliefs… Attitudes, Culture &

What Personality
Common Principles… Known, Myths &
Shared
Organizational Culture… Image, Morale &
Guide Individuals on Behaviour &
Expectations
Climate

Create Understanding for How Things

Why
Work
Strategic Foundation for Organizational
Goals Value Imagery – case studies or stories
How Value Clusters – focus groups or word
association
Value Audit – survey or inventory
© 2003 LGL INSTITUTE
Group Dynamics

Group
Effectiveness
Bias

© 2003 LGL INSTITUTE

Group Dynamics

The Orming/
Change
Curve

Stages of Loss - Dr. Kubler-Ross, 1968

Rollercoaster of Change - S. Haines, 1994
Managing Change - G. McIntosh, 1996

© 2003 LGL INSTITUTE

Group Dynamics

Change
Curve
Actions

Stages of Loss - Dr. Kubler-Ross, 1968

Rollercoaster of Change - S. Haines, 1994
Managing Change - G. McIntosh, 1996

© 2003 LGL INSTITUTE

Group Dynamics

Change
Curve
Actions

Stages of Loss - Dr. Kubler-Ross, 1968

Rollercoaster of Change - S. Haines, 1994
Managing Change - G. McIntosh, 1996

© 2003 LGL INSTITUTE

Group Dynamics
Group Start Up

GENERAL TASK SPECIFIC

1. STATE PURPOSE – Organizational & 1. PLAN PROCESS –

Program Activities & Milestones
2. BECOME ACQUAINTED – Background 2. IDENTIFY ROLES –
& Interests Leading & Helping
3. GET ENERGIZED – Motivation & Fun 3. REVIEW
4. IDENTIFY MEMBER ASSETS – Abilities REQUIREMENTS–
& Skills Instructions &
5. DETERMINE COMMON AIM – Purpose Timelines
& Goals
6. DEVELOP SPECIFIC OBJECTIVES –
Results & Action
7. STATE GROUP NORMS – Values &
Behaviors
© 2003 LGL INSTITUTE
Group Dynamics & Team Essentials
PERSONAL
- Understanding your audience:
the group member’s
personality style

- Implications of Behavioral
Patterns

GROUP
LEADERSHIP DYNAMICS
Trainer’s/
- Knowledge: Leadership
Coach’s
EFFECTIVENESS - Understanding
Styles Group:
- Skills : A leader as a Setting Up the
Coach Team Achieve Orming/Change Curb
- Abilities: A Coach Success
leading the team for - Shared Values
greater performance

BUILDING TEAM
- Understanding a Group & a
Team
- Team Essentials
- Team Biases
- Giving Feedback
Building a Team

WHAT IS A TEAM?
A Group versus A Team
While many features are shared by a
group of people who get together to work
on a definite task, the difference between
a group and a team is the strength in
their commitment to working
together and being inclusive.
Building a Team
Tower Building MECHANICS

Goal: Build the tallest free standing 3D

tower with marshmallow on top using
only the materials provided
(spaghetti and marshmallows)

Part 1: Planning
- For 5 minutes, plan how to do the task.
Do not touch the materials

Part 2: Execution
- In 15 minutes, construct the tower

The group with the tallest free-standing

tower wins.
Building a Team
Tower Building

PROCESS QUESTIONS:

• For the winning group, what do you

think helped in attaining the goal?

• For the groups who were not very

successful (either tower fell down
or was short), what do you think
could have been done differently?
Building a Team
Building a Team

 Keep the focus on team performance –

doing even better
 Encourage intensity of communication
 Promote interdependence between
members
 Create pairs or small groups to solve
problems
 Ask for formal presentations on how to
tackle issues
 Provide resources and encouragement for
growth team growth
 Act as a team player
 Approach every task as an opportunity for
teamwork
 Rely on commitment, rather than control
Building a Team

o Personal grievances against each other

o Feelings of powerlessness
o Insufficient sharing of information
o Competitive behavior
o Dissatisfaction with allocation of work
o Anger at decisions
o Frustration about some past incident
o Resentment at lack of appreciation or
recognition
o Failure to receive support
o No celebration of success
Building a Team
TEAM FEEDBACK GIVING
Building a Team
TEAM FEEDBACK GIVING- Feedback Types

REINFORCE CRITICIZE
To further increase To stop poor performance.
performance. Catch people doing something
Acknowledge doing the right wrong.
things. Decrease confidence and
Increase confidence and relationships.
motivation.
ADVISE IGNORE
To change behaviors to meet Maintain status quo or Avoid
expectations. situations
Suggest how to improve. No feedback is given
Improves learning and Creates insecurity and
performance. surprises
Building a Team
TEAM FEEDBACK GIVING- Giving Feedback

SPECIFIC THOUGHTFUL PERSONAL TIMELY

Describe the Consider the needs Use “I” not “you” Think about the
observable of the person whenever possible. impact; give at the
behavior. earliest
opportunity
possible.
REALISTIC BALANCED UNDERSTANDABLE
Ensure potential Include positive Check to ensure
follow-up and negative accuracy and clarity.
feedback
Simple Formula:

When you did _____________ (state observable behavior),

I felt or thought ________________ (state personal impact or
reaction).
Building a Team
TEAM FEEDBACK GIVING- Receiving Feedback

BREATHE LISTEN CLARIFY ASK

Prepare to listen. Hear and Ask questions of Request more
understand what is clarification. feedback if you
being said. want it.

REFRAIN REFLECT ACKNOWLEDGE

Refrain from It is important, but It is a risk to give
responding if you it is only one feedback; encourage
feel defensive person’s the person to do it
perspective. again.
Group Dynamics & Team Essentials
PERSONAL
- Understanding your audience:
the group member’s
personality style

- Implications of Behavioral
Patterns

GROUP
LEADERSHIP DYNAMICS
Trainer’s/
- Knowledge: Leadership
Coach’s
EFFECTIVENESS - Understanding
Styles Group:
- Skills : A leader as a Setting Up the
Coach Team Achieve Orming/Change Curb
- Abilities: A Coach Success
leading the team for - Shared Values
greater performance

BUILDING TEAM
- Understanding a Group & a
Team
- Team Essentials
- Team Biases
- Giving Feedback
Transformational Leadership
Transformational Leadership

USE POSITIVE INFLUENCE – Not Power

MODEL PERSONAL VALUES – Not Just Talk

SERVE OTHERS – Not Yourself

SEEK COOPERATION – Not Dominance

FOCUS ON PERFORMANCE – Not People

Transformational Leadership
TRANSFORMATIONAL ACTIONS

Exercise a positive influence– not power or position – based

authority
Determine personal values – reflect these in your walk & talK
Be driven by service not ego – practice selflessness, not
selfishness
Seek to cooperate with others – not to dominate or intimidate
Concentrate on what you model– not on what is on your
mantle
Be known for your integrity – not your position
Transformational Leadership

TRANSACTIONA TRANSFORMATIONAL
L STRATEGIC
ADMINISTRATIVE
LONGER RANGE
SHORT TERM
WHY & WHAT
HOW & WHEN
INNOVATIVE (redesign perceptions and
values)
TRADITIONAL
INFLUENCE (moral exemplar)
POWER
CONSULT
TELL
COOPERATE
DOMINATE
CHANGE (organization culture)
STATUS QUO
Transformational Leadership
LEADERSHIP IS MANAGEMENT
MANAGEMENT OF
MANAGEMENT OF
MEANING
ATTENTION
The need to
The need for goals
communicate the
& objectives
vision

MANAGEMENT OF MANAGEMENT OF
TRUST SELF
The need for The need to know
constancy one’s self
Transformational Leadership
ELEMENTS OF TRANSFORMATIONAL LEADERSHIP

Intellectual Individualized
stimulation consideration
creativity among Foster supportive
followers relationships

Transformational Leadership
Inspirational Idealized
motivation influence leader
help followers experience serves as a role
the same passion and model for
motivation to fulfill these
followers.
goals.
Transformational Leadership
SEVEN DEADLY SINS OF LEADERSHIP

1. Not “walking the talk”- Do what I say, not as I do.

2. Taking yourself too seriously – taking yourself as the be- all
and the end-all of everything
3. Ceasing to listen to “the troops”- assuming to have the
monopoly of the truth and the exclusive ownership of what
works
4. Assuming all people respond to the same motivation in the
same way.
5. Not articulating the vision effectively
6. Not sharing ownership of the vision
7. Leading without compassion – treating people as robots
Transformational Leadership