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In The Name Of Allah

GE 402 5-3 Project Team Building


By: Yousef Hindi Al-Ammari Nasser Ayed Al Qahtani Abdulhakeem Saleh Al Harbi Waleed Al Moshawah Submitted to: Dr. Tomas Ganiron Jr

5-3 Project Team Building


Every team must balance three variables individual autonomy, hierarchical control, and cooperation. Different teams require different blends. Robert W. Keidel

Module Overview
Definition Team stages Learning to work as a team Building trust

Definition: Team
A team is a collection of individuals working together toward a common goal.

A team has A , performance goals , common purpose who are committed to a mutually for which they hold themselves common approach and a accountable

Team Stages
Forming feeling each other out (excitement, anxiety, ambivalence)

Storming statement of individual objectives (resistance, anger) transition from as is to as be


Norming agreements made (relief) Performing high productivity (comfortable, satisfied, attached) Adjourning saying farewell (conflicted, sad, proud)

Trust
In life the extent to which I am willing to put myself into a situation where you could harm me. In business the extent to which I am willing to share information that you could use to harm me.

An Expanded Definition of Trust


A willingness to be vulnerable to the actions of another A degree of confidence that positive expectations will be met Taking action based on anothers word A belief in the goodwill of another toward you

Trust Is Not
Blind trust Total confidence Predictability Mechanical cooperation

Evidence of Trust
Lack of monitoring Unselfishness Openness Risk-taking

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Factors Affecting the Decision to Trust


Individual tendency to trust Assessment of the others ability to carry out commitments Personal similarities and differences Relative power or authority Organizational environment

Ways to Build Trust


Act with integrity Protect those who are not present Listen Be sensitive and respectful Take the leap Make realistic commitments and keep them

continued
Judge substance, not image Offer status reports and forecasts Confront tough issues Display your talents Set high expectations Rigorously evaluate people

Communicating with Your Team

Listening Skills 1- Keep a comfortable level of eye contact 2-Face the speaker 3-Respond with appropriate expressions, a nod or smile 4- Postpone your response until the speaker has definitely finished 5- Repeat a key word or phrase to show you have listened and understood

Speaking Skills
1- Develop a lower tone of voice 2- Speak slowly 3-Avoid monotone and animate your voice Speak clearly and be aware that if people are asking you to repeat constantly, you are mumbling 4- Only use words you sure you know the meaning of 5- Make eye contact

6-Use small gestures for small groups and larger gestures for larger groups .
7- Make sure your words, gestures and facial expressions all match the message you are trying to convey

Module Overview
Why communicate Barriers to communication

Fundamental Assumptions
We communicate with other team members in order to influence their behavior. What can interfere? 1. Tone 2. Assumptions 3. Style differences

1. Tone Management
How are you today? Im just fine, thank you.

2. Assumptions
What would you think if you arrived for a job interview and saw: o A clean ash tray? o A copy of Golf Digest magazine? o Pictures of sailboats? o A thick dictionary?

3. Style Differences
Myers-Briggs Type Indicator (MBTI) Fundamental Interpersonal Relations Orientation-Behavior (FIBRO-B) Direct-Influencer-Steady-Cautious (DISC)

Myers-Briggs Example
Extravert gains energy from the outer world of people and things Introvert gains energy from the inner world of concepts and idea

EEE

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II

III

Summary of Key Points


Communication skills enhance our ability to influence others
There are many, many things which can interfere with good communications

Group Decision Making


Group decision making is a type of participatory process in which multiple individuals acting collectively, analyze problems or situations, consider and evaluate alternative courses of action, and select from among the alternatives a solution or solutions.

differences between decision making groups and teams


The group has a definite leader, but the team has shared leadership roles Members of a group have individual accountability; the team has both individual and collective accountability. The group measures effectiveness indirectly, but the team measures performance directly through their collective work product. The group discusses, decides, and delegates, but the team discusses, decides, and does real work.

Module Overview
Collaboration as a process.
Consensus as the outcome.

Collaboration
Collaboration is the basis for bringing together the knowledge, experience and skills of multiple team members to contribute to the development of a new product more effectively than individual team members performing their narrow tasks in support of product development.

Collaboration
Requires agreement on how team members will behave: o Cognitive processes o Social processes

Common Norms
Cognitive: o Listen actively o Be specific o Focus on the doable o Focus on the outcomes o Look for common ground Social: o Respect others o No side conversations o Participate o Dont get stuck o No personal attacks

Consensus
A decision making rule: o I believe that you understand my point of view. o I believe that I understand your point of view. o Whether or not I prefer this decision, I will support it because it was reached openly and fairly.
Adapted from the work of William Ouchi

Summary of Key Points


Collaboration requires: o Agreement on goals o Agreement on norms Consensus requires support for the decisions of the group

Dealing With Conflict

Nobody is a real loser until they start blaming somebody else. John Wooden

Module Overview
Conflicts vs. differences Common causes of conflict Responding to conflict

Every Difference Is Not a Conflict


Issue we need more information. Problem we need to develop a solution. Conflict we need to overcome the emotions that are involved.

Emotions
Anger Disgust Enjoyment Fear Love Sadness Shame Surprise

Common Causes of Conflicts


1. Personal differences 2. Different understanding 3. Escalation of commitment

1. Personal Differences
Silence: o Agreement? o Disagreement? Regret: o Accepting responsibility is most important Sorry. I made a mistake. o Intent is most important Sorry. I didnt mean to offend you.

2. Different Understanding
Rock, paper, scissors
Give it to me

Pair up

3. Escalation of Commitment
When one approach goes wrong, we tend to assume that we failed to commit enough resources. So we commit more resources we speak louder or more slowly, using the exact same words. Instead of more resources, we should consider trying a different approach.

Generic Conflict Resolution Approaches


Withdrawing, denying, avoiding Smoothing, accommodating, suppressing (emphasize points of agreement) Forcing (pursuing your point of view at the expense of others) Compromising, negotiating Problem solving, collaborating, confronting the problem

Summary of Key Points


True conflict involves strong emotions Understanding others helps to minimize conflicts Problem solving is generally the best way to manage conflict