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Changing Group to High Performing Teams with SOBATWAY (Intro)
The document discusses the transformation of groups into high-performing teams, emphasizing the importance of teamwork, especially under time-sensitive projects. It outlines team dynamics, characteristics of high-performing teams, and the stages of group development, highlighting leadership roles needed at each stage. Additionally, it addresses the reasons individuals join teams and the essential practices for fostering collaboration and effective communication within teams.
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Changing Group to High Performing Teams with SOBATWAY (Intro)
- 1. Changing Group toHigh Performing Teams with SOBATWAY: Participating, Leading, Coaching Seta. A. Wicaksana Founder andCEOwww.humanikaconsulting.com
- 2. Seta A. Wicaksana 081119 53 43 [email protected] • Business Psychologist • Pendiri dan Direktur Humanika Consulting dan hipotest.com • Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila • Pembina Yayasan Humanika Edukasi Indonesia • Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum (2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021). • Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI, Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA • Certified of Assessor Talent Management • Certified of Human Resources Management (Reward Management) • Certified of Human Resources as a Business Partner • Certified of Risk Professional • Certified of HR Audit • Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila • Fakultas Psikologi S1 dan S2 Universitas Indonesia • Sekolah ikatan dinas Akademi Sandi Negara
- 3. Why is TeamworkImportant for an Organization? • Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles. • Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences. • Teamwork can improve efficiency and productivity. • Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations. 3
- 4. Objectives • Understand whata team is and what it is not • Understand why team dynamics are important • Understand the characteristics of high-performing teams, team members and team leaders • Understand the purpose, value, and nature of coaching in team situations 4
- 5. High Performing Teams: Whatare They?
- 6. Outline INTRODUCTION GROUP AND TEAM PARTICIPATINGLEADING COACHING
- 7. Introduction • Why learnabout teaming / coaching, etc.? • You are proficient in your technical duties • New teams = new situations / new ways of doing business • Team’s success will require much more than technical ability • This training provides skills for that success 7
- 8. Group vs Team Teams area form of work group… Not all work groups are teams ✓ Work groups have a strong individual focus ✓ Teams have a strong collective focus 8
- 9. Groups vs Teams Groups ✓Are concernedwith individual accountability ✓Come together to share information and perspectives ✓Focus on individual goals ✓Produce individual work products Teams ✓Are concerned with individual and mutual accountability ✓Frequently come together for discussion, decision-making, problem- solving, and planning ✓Focus on team goals ✓Produce collective work products 9
- 10. Groups vs Teams (continued) Work Groups ✓Defineindividual roles, responsibilities, and tasks ✓Concerned with each individual’s outcome and challenges ✓Are shaped by the manager, who guides purpose, goals, and approach Teams ✓Define individual responsibilities, roles, and tasks to help team do its work; often share and rotate them ✓Concerned with outcomes of everyone and with challenges facing team ✓Are shaped by team leader and team members, who help to guide purpose, goals, and approach 10
- 11. Why People JoinGroups • Security • Status • Self-esteem • Affiliation • Power • Goal Achievement
- 12. Why People JoinGroups • Security – by joining a group, individuals can reduce the insecurity of “standing alone”. • Status – inclusion in a group that is viewed as important provides recognition & status for its members. • Self-esteem – groups can provide people with feelings of self-worth. • Affiliation – groups can fulfill social needs. • Power – what cannot be achieved individually often becomes possible through group action. There is power in numbers. • Goal Achievement – when it takes more than one person to accomplish a particular task – there is a need to pool talents, knowledge, or power in order to complete a job. In such cases, management will rely on formal groups. And
- 13. Why People formGroups Slide 1 of 2 Need Satisfaction Proximity & Attraction Social Needs Security Needs Esteem Needs Proximity is the physical distance between employees. Attraction is typically engendered by similarities in attitudes, performance or motivations.
- 14. Why People formGroups Slide 2 of 2 Achievement of Group Goals Economic Benefits Group goals, if clearly understood, can be a reasons why people are drawn to a group. In many cases, groups form because people believe they can derive greater economic benefits from their jobs if they organize.
- 15. SOBAT - Group DevelopmentStage Theory • Teams go through various stages as they work together • Participants are usually unaware of stages • Different leadership styles are needed at each stage Start • Getting oriented and getting acquainted Organize • Individual personalities and roles emerge Breakthrough • Conflicts resolved, relationship, develop, unity emerges Accelerate • Solving Problems and completing the assigned task Transform • Preparing for next journey
- 16. START Behavior and Characteristics Purpose and goals are unclear Uncertain, tentative but eager Communication is low A few members dominate Leadership (may be) required to: Build a common purpose Clarify roles and responsibilities Provide direction Provide opportunities to socialize Start Breakthrough Accelerate Transform Organize
- 17. ORGANIZE Behavior and Characteristics Resistance Conflict and competition Search for communication methods Struggle over approach and direction Leadership (may be) required to: Define areas of agreement Encourage participation Flush out hidden agendas Develop team ‘norms’ (processes) for meetings and work Start Breakthrough Accelerate Transform Organize
- 18. BREKTHROUGH Behavior and Characteristics Most conflicts resolved Confident, sense of momentum Members relate interdependently Lower anxiety, members support others Leadership (may be) required to: Celebrate successes Review goals and progress Act as facilitator and enabler Focus on improving processes Start Breakthrough Accelerate Transform Organize
- 19. ACCELERATE Behavior and Characteristics Trust is a norm High morale, high output Self-facilitating Work proactively for the good of the team Leadership (may be) required to: Share leadership Seek performance improvements Test for consensus Assess results with continuous feedback Start Breakthrough Accelerate Transform Organize
- 20. TRANSFORM Behavior and Characteristics Completion of roles Reduction of interdependency Sadness, mourning Sense of accomplishment Leadership (may be) required to: Watch for productivity drop Focus on closing tasks and documentation Record lessons learned for future projects Provide opportunity for acknowledgment Start Breakthrough Accelerate Transform Organize
- 21. Characteristics of theTeam • Have a clear mission and purpose • Have well-defined goals • Leverage diversity of skills and perspectives • Establish roles, responsibilities, and group norms • Obtain balanced participation 21
- 22. Characteristics of the Team(continued) • Maintain open and collaborative communication • Foster trusting and cooperative relationships • Utilize effective decision-making process • Use functional conflict resolution process • Exercise shared (participative) leadership 22
- 23. Mission and Purpose • Team’sinternal compass • Defines why team is formed • Describes what problem is to be addressed • Perhaps a charter given by management 23
- 24. Defined Goals • Beginwith a vision of end state • Provides priority • Sets direction for actions and decisions • Make goals measurable • Define benchmarks and schedule • Do this early in the life of the team 24
- 25. Leverage Diversity • Technicalcapability • Subject matter expertise • Work styles • Logical and data-oriented • Organized and detail-oriented • Supportive and emotionally-oriented • Strategic and idea-oriented 25
- 26. Roles, Responsibilities, Norms Rolesand responsibilities May be known May needed to negotiated Team norms may be less defined 26 ✓ Meetings ✓ Communication ✓ Accountability ✓ Decision making ✓ Conflict resolution ✓ Consensus
- 27. Balanced Participation • Teammembers contribute when appropriate • Subject matter expertise is employed • Member opinions are valued and sought • Tasks and activities are completed on time • Step up to provide leadership role, as needed… • Then, step back down 27
- 28. Communication • Open andhonest – no hidden agendas • Depersonalize discussions • Emphasize collaboration • Seek consensus • Develop team (internal) communication plan 28
- 29. Trust • Foster trustingand cooperative relationships • Delegate responsibility to the lowest possible level • Members should personally know each other • No cliques • No blaming • Keep commitments 29
- 30. Decision Making • Teamdepends on an effective decision- making process • Multiple processes exist • Pick one that matches the nature of the work 30 Recognize the problem 1 Define the problem 2 Gather Information 3 Develop Alternative Solutions 4 Select the Best Alternative 5 Implement the Best Alternative 6 Evaluate the Outcome 7
- 31. Conflict Resolution • Teamsuse a functional conflict resolution process 31 8. Agree on a mutually acceptable solution 1. Agree that there is a problem 2. Define & agree to a description 3. Define “must haves” for each party 4. Define “constraints” for each party 5. Generate possible solutions 6. Evaluate the possible solutions 7. Refine the acceptable solutions Like this one
- 32. Shared Leadership • Decentralizedinteraction • Greater task completion • Reciprocal support • Mutual accountability • Ownership 32
- 33.