Orientation University Teams

A team is a small number of people with complementary skills who are committed to a common purpose, performance, goals, and approach, which they hold themselves mutually accountable.
"The Wisdom of Teams" - Katzenback & Smith

A Leader

  • Innovates
  • Develops
  • Focuses on people
  • Inspires trust
  • Challenges status quo
  • Asks what and why
  • Is his/her own person
  • Does the right thing
  • Has his/her eye on the horizon
Warren Bennis, Becoming A Leader, 1991

TQ401 Team Topics

Why Use Teams? | Types of Teams | Common Elements of a Team Charter | 9-Step Process Improvement-Problem Solving Model | Principles of Effective Meetings | SPACER | Roles | Champion's Role | Team Leader's Role | Facilitator's Role | Meeting Metrics | States of Team Formation | Definition of Successful Team | Behaviors That Help The Team | Behaviors That Hinder The Team | Building Teamwork | TQ401 Team Realities | Successful Living

Why Use Teams? (Topics | Top)

  • To solve complex problems

  • To improve processes

  • To combine multiple skills, knowledge, and experiences to get better RESULTS!

Types of Teams: (Topics | Top)

Common Elements of a Team Charter: (Topics | Top)

  • Process
  • Goal
  • Team Members / Roles
  • Process Input / Output
  • Customer
  • Budget / Resources
  • Champion / Chartering Manager
  • Principal Owner of Process
  • Review Council
  • Time Frame / Milestones

TQ401's 9-Step Process Improvement-Problem Solving Model: (Topics | Top)

  1. Identify opportunities

  2. Form team and scope problem

  3. Analyze current process

  4. Define desired outcomes for improved process

  5. Identify root causes and proposed solutions

  6. Prioritize, plan, and test proposed solutions

  7. Refine and implement solutions

  8. Measure progress and hold gains

  9. Acknowledge team and communicate results

Principles of Effective Meetings: (Topics | Top)

  • Help set the purpose and code of conduct

  • State the desired outcomes (deliverables)

  • Capitalize on brain power

  • Establish roles

  • Use meeting metrics

  • Always have an agenda

  • Assign action items!

SPACER: (Topics | Top)

  • S aftey

  • P urpose

  • A genda

  • C ode of Conduct

  • E xpectations

  • R oles and Responsibilities

Roles: (Topics | Top)
All members are active participants

  • Team leader      Sets Guidelines, goals

  • Timekeeper       Ensures deadlines are met

  • Scribe              Makes ideas visible

  • Facilitator        Keeps team focused

  • Spokesperson    Reports to other groups

  • Recorder          Takes notes and captures action items

Champion's Role: (Topics | Top)

  • Help the team focus on resolving an issue that is strategically important to the business.

  • Clarify the team's Charter.

  • Assure that the team gets the needed resources to succeed.

  • Attend a number of team meetings and be the team's advocate and mentor.

  • Remove process and cultural barriers impacting the team

Team Leader's Role: (Topics | Top)

  • Conduct team meetings in an effective and efficient manner.

  • Plan Team meetings and assignments to enable the team to meet objectives and deliverables.

  • Consult with the Champion and the Facilitator to assure the team's effectiveness.

  • Identify process and cultural barriers. If unable to resolve, request assistance from Facilitator or Champion.

  • Drive team to successful completion of team charter.

Facilitator's Role: (Topics | Top)

  • Help the team leader conduct the meeting following the TQ Process.

  • Assure that the team follows TQ401's 9-Step Model

  • help the team use appropriate TQ tools needed to solve the problem

  • Help the individuals grow as a team

  • Utilize teambuilding skills to help the team be more efficient and effective in achieving goals.

Meeting Metrics: (Topics | Top)

  • Participation assessment

  • Meeting evaluation

  • Team effectiveness

Stages of Team Formation: (Topics | Top)

Stage Task Outcome Relationship Outcome
Form Commitment Acceptance
Storm Clarification Belonging
Norm Involvement Support
Perform Achievement Pride

TQ401's Definition Of Successful Team Characteristics: (Topics | Top)

Grand Island Driven Teamwork
Process Excellence Technology
Individual Commitment Talent
Shared Goals Trust
Communications - 2 Way Respect

Capable, Confident, Committed

Behaviors That Help The Team: (Topics | Top)

  • Gate Keeping: Encouraging balanced participation among all team members.

  • Clarifying: Listening and probing for understanding.

  • Harmonizing: Bringing together different points of view and helping people work though differences.

  • Initiating: Offering new ideas and suggesting different approaches.

  • Summarizing: Reviewing the discussion and decisions made and planning next steps.

Behaviors That Hinder The Team: (Topics | Top)

  • Attacking: Criticisms focused on the person, not the problem.

  • Blocking: Refusing to consider other team member's ideas or opinions.

  • Non-Participating: Withdrawing from team discussions.

  • Rambling: Unnecessary repetition of ideas or topics.

  • Dominating: Monopolizing team discussions.

Building Teamwork: (Topics | Top)

  • Communicate goals.

  • Ask for ideas.

  • Involve everyone.

  • Reinforce participation and teamwork.

  • Provide active support.

TQ401 Team Realities: (Topics | Top)

Team Realities

(fact, thing)
(idea, meaning)
(relation, value)
Religious Consciousness  Science Philosophy Truth
Philosophic View Reason
(physical reality)
(intellectual reality)
(spiritual reality)

"There are just three elements in universal reality: fact, idea, and relation. The religious consciousness identifies these realities as science, philosophy, and truth. Philosophy would be inclined to view these activities as reason, wisdom, and faith--physical reality, intellectual reality, and spiritual reality. We are in the habit of designating these realities as thing, meaning, and value." (UB 196:3)

Successful Living: (Topics | Top)

  • Locate the difficulty.

  • Isolate the Problem.

  • Recognize its nature and gravity.

"The great mistake is that, when life problems excite our profound fears, we refuse to recognize them. Likewise, when the acknowledgment of our difficulties entails the reduction of our long-cherished conceit, the admission of envy, or the abandonment of deep-seated prejudices, the average person prefers to cling to the old illusions of safety and to the long-cherished false feelings of security. Only a brave person is willing honestly to admit, and fearlessly to face, what a sincere and logical mind discovers." (UB 160:1)

Portions above @1995 All rights reserved AlliedSignal Inc.

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