reflective essay
Learning outcomes
At the end of this workshop you should be able to
Demonstrate knowledge and understanding of the difference between team working and teambuilding and the effects of working together in a team
Apply the Johari window as a tool to improve team relationships.
Know the basic principles of effective BATNA negotiations
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working
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(1) Team working versus team building
Team building:
Involves giving people a sense of direction, getting to know one another, recognising skills and abilities as well as establishing a method of working.
Used to create new teams or review the performance of existing ones.
Team working:
Emphasis on team working skills, i.e. sharing ideas, co-operating, being open and supporting one another.
Encourages and helps teams succeed.
It is a process and not a goal.
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Team Development
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Stages of team development
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| Forming | Storming | Norming | Performing | Adjourning |
| Excitement | Reality sets in | Shared goals | Team work | Separation anxiety |
| Anticipation | Frustration | Team cohesion | Cohesiveness | Crisis |
| Anxiety | Dissatisfaction | Coping | Leadership | Dissatisfaction |
| Optimism | Adjustment anxiety | Acceptance | Performance | Negativity |
Tuckman, B. W. & Jensen, M.A.C. (1977) Stages of small group development revisited. Group and Organization Studies. 2(4): 419 - 427.
(2) Potential team problems: Conflict Questionnaire HANDOUT 1
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Goals
Relationships
Smoothing
Problem-solving
Withdrawing
Forcing
Compromising
High importance
High importance
Low importance
Low importance
What are some of the most common conflict resolution patterns you have come across at work? So what?
Adapted from Thomas-Killmann Conflict Mode Instrument
Win-Win
Lose-Win
Lose-Lose
Win-Win
Win-Lose
| Withdrawing/ Accommodating Lose-Win | Accepting the situation and agreeing to back down |
| Avoiding/Smoothing Lose-Lose | Not getting involved in the conflict |
| Compromising Win-Win | The art of win-win negotiations |
| Collaborating Win-Win | Taking the ideas of both parties and finding ways of developing them all |
| Competing Win-Lose | Handling conflict head on by standing firm and rejecting the ideas of others |
Conflict (‘A war of words’)
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Potential team problems: Lack of balance
A working team needs a mix of skills to create a balance.
A successful team needs someone to:
Give direction by pulling ideas together and looking for practical ways of pushing the group into making decisions. Usually the appointed leader.
Promote unity amongst the group by being aware of how people are feeling, and how they are handling stress and working under pressure.
Organise people by converting decisions and plans into practical tasks that others can get on with.
Analyse situation and information from a variety of sources. Such people stop the group committing themselves to the wrong course of action.
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What drives effective team working?
Shared values
32%
30%
22%
11%
5%
Mutual trust
Inspiring vision
Complimentary skills
Rewards
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See explanation on Notes page.
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Team vs. Group
A group consists of any number of people who, while focusing on their individual tasks, interact with one another, are psychologically aware of one another, and think of themselves as a group.
A team is a group whose members focus on collective efforts and influence one another toward the accomplishment of common goals.
Not all groups in organizations are teams, but all teams are groups. The difference between a team and a group is that a team is interdependent for overall performance. A group qualifies as a team only if its members focus on helping one another to accomplish organizational objectives. In today's quickly changing business environment, teams have emerged as a requirement for business success. Therefore you should constantly try to help groups become teams and facilitate the evolution of groups into teams.
Shared Values
Team members are looking for a "values fit" with their team. Without it, they won't give the team their best. Team members should participate in establishing shared values and values-based common goals if you wish them to live these values, be committed to these goals, and have a feeling of interdependence and ownership for their jobs and unit.
Shared values become also your team's code of behavior as they define what is and isn't acceptable.
Mutual Trust
Mutual trust is a shared belief that you can depend on each other to achieve a common purpose.
In a team, members work in a climate of trust. They are encouraged to openly express opinions, feelings, and doubts. Team members share important information and ideas. They are fair, willing to be influenced and fulfill their promises.
Inspiring Vision and Strategic Alignment
An inspiring vision has two functions: it provides direction and motivates.
In any socio-technical system the people in the system work better when they understand how they fit into the system as a whole. To meet and exceed customer satisfaction, the business team needs to be inspired by the corporate vision and to follow an overall organizational strategy.
(3) Belbin team roles
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HANDOUT 2:
Fill your Belbin Team Profile Questionnaire and record the results.
Dr Meredith Belbin
“We are all different and we have different values and work in different ways. Those differences in teams are the critical turning point of being a successful team benefitting from the synergy of differences.”
http://www.teambuildingsolutions.co.uk
The Belbin Team Inventory is a behavioural test, also called the Belbin Self-Perception Inventory, Belbin Team Role Inventory, BSPI or BTRI.
Belbin team roles
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| Role title and contribution | Allowable weaknesses |
| PLANT: Creative, solves difficult problems, wacky, unorthodox, and imaginative | Ignore details, does not like criticism, too pre-occupied to communicate effectively |
| RESOURCE INVESTIGATOR: Extrovert, enthusiastic, develops contacts and communicative | Overoptimistic and once the initial enthusiasm has passed will lose interest |
| CO-ORDINATOR: Mature, good at delegating, relaxed, confident, and clarifies goals | Can be seen as manipulative, delegates personal work |
| SHAPER: Challenging, dynamic, thrives on pressure, has drive and determination, and overcomes obstacles | Can provoke others and hurts people’s feelings, intolerant, and easily frustrated |
Belbin team roles
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| Role title and contribution | Allowable weaknesses |
| MONITOR EVALUATOR: Sober, strategic and discerning, analytical, sees all options. Judges, accurately | Lacks drive and ability to inspire others, overly critical, cool and dispassionate |
| TEAMWORKER: Co-operative, mild, perceptive ,and diplomatic. Listens, averts friction, and calm the waters | Indecisive in crunch situations, easily influenced |
| IMPLEMENTER: Disciplined, stable, reliable, conservative, and efficient. Turns ideas into practical solutions | Somewhat inflexible, slow to respond to new possibilities, does not like change |
| COMPLETER: Painstaking, anxious, conscientious, looks for errors, ordered and deliver on time | Inclined to worry, impatient, intolerant, reluctant to delegate, can be nit-picking |
Belbin team roles
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| Role title and contribution | Allowable weaknesses |
| SPECIALIST: Single-minded, dedicated expert knowledge and skill | Contribute on a narrow front, dwells on technicalities and ignores impact |
Belbin team roles
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What would life be without BOTH of us?
(4) Self-disclosure: Johari window
Johari window-theory, is named after its creators Joseph Luft and Harrington Ingham.
The Johari window can be applied to a variety of interpersonal interactions in order to clarify what parts of ourselves are open, hidden, blind, and unknown.
How could self-disclosure contribute to better team working?
How could self-disclosure jeopardise team working?
What could cause cultural constraints?
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Luft, J. (1969) Of Human Interaction. National Press Books: Palo Alto, CA.
Johari window: HANDOUT 3
Open/free area:
Things we know about ourselves and other know about it.
Blind area:
Things others know about us that we do not know
Hidden area:
Things we know about ourselves that other do not know
Unknown area:
Things neither we nor others know about us
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Negotiation skills
Watch video after class
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Trouble … or not?
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Sit at the table and try by force to wrestle each other's hand by holding on at the wrist.
Do you see any connection between the pictures with the donkeys who are struggling to reach the pile of hay - and your arm wrestling?
If someone is the winner, does that mean that someone has to be defeated?
Is it possible to have a way out of the conflict so that both sides are satisfied, both are winners?
‘Twelve angry men’
Watch the 1997 version of the movie Twelve angry men, the classic film about 12 jurors deliberating a seemingly open and shut murder case.
https://www.youtube.com/watch?v=ngbEpZ0tTjI
Duration: 1 hour 44.35 minutes
Read the discussion in HANDOUT 4.
Discuss the movie and the key learning points from it.
How would you use the learning from this movie in your management and development of employees, and in helping employees to refrain from unchecked assumptions?
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What are the core skills for successful negotiation?
Choose good questions to ask:
Good negotiators (such as HR?) ask a lot of questions. Make sure they understand what it is you are trying to achieve.
Example:
In buying a house, both parties might start off arguing and disagreeing over the price.
They begin with the position that the price is the most important thing and that is all that has to be negotiated.
The skilled negotiator, however, will realize that price is only one part of the package.
By using good negotiation skills, the negotiator will help both parties to see that the terms of the sale are also important, as are the furniture and fixtures that might be included in the transaction.
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What are the core skills for successful negotiation?
Patience:
Good negotiators are patient.
They concentrate first on getting agreement on all the parts of the contract that the two parties have in common before they go on seeking for amicable ways to settle the other issues.
They also take the time to prepare good questions to ask to get clarity and understanding on each point as they go along, so that there is no confusion later.
Preparation Is Key
Preparation accounts for 90% of negotiating success.
Preparation requires you do two things:
Get all the information that you can about the upcoming negotiation.
Think the negotiation through from beginning to end, and be fully prepared for any eventuality.
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‘Going to the balcony’ with William Ury
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Professor William Ury suggests the technique of “going to the balcony” when you find yourself facing a difficult negotiation. Step back, collect your wits, and see the situation objectively. Imagine yourself negotiating on a stage and then imagine yourself climbing onto a balcony overlooking the stage. The “balcony” is a mental metaphor for a mental attitude of detachment or reflection. From the balcony you can calmly evaluate the conflict almost as if you were a third party - and gain self-control and perspective. You can think constructively and look for a way to resolve the problem.
Fisher, R., Ury, W. and Patton, B. (1992) Getting to YES. Negotiating agreement without giving in. Penguin Books: New York.
Sir Isaac Newton’s third law of physics states that for every action there is an equal and opposite reaction. If you push on anything, it pushes back on you. The bigger the push, the bigger the push back. This principle also applies to negotiations. If one party is made to feel threatened, disrespected, or generally pushed around, the natural tendency is to impulsively react. Part of your opponent’s power derives from the ability to make you react on emotion and lose sight of your interests.
Instead of falling into the nonproductive cycle of action and reaction, you can regain your power by not reacting.
Professor William Ury suggests the technique of “going to the balcony.” When you find yourself facing a difficult negotiation, you need to step back, collect your wits, and see the situation objectively. Imagine yourself negotiating on a stage and then imagine yourself climbing onto a balcony overlooking the stage. The “balcony” is a mental metaphor for a mental attitude of detachment. From the balcony you can calmly evaluate the conflict almost as if you were a third party. You can think constructively and look for a way to resolve the problem.
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BATNA Model
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Seller’s range
Buyer’s range
Zone of possible agreement
Seller’s desired price
Buyer’s desired price
Buyer’s worst case
Seller’s worst case
Best Alternative to a Negotiated Agreement
How could you apply your negotiation skills to project management or to salary negotiations for example?
Best Alternative to a Negotiated Agreement
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Summary: Twelve angry men
The only juror (Henry Fonda) to vote not guilty makes the question of guilt or innocence not about what he believes but reframes the question to ask “are we sure there’s no more to talk about here?” As they continue to talk, doubts about the defendant’s guilt are raised and the jurors slowly start to change their votes. In the chaos of the deliberations, he doesn’t attempt to sway those vehemently opposed to his vote, but rather uses their prejudices and misconceptions to change the votes of the other jurors. His actions are processed, focused, showing that he has the capacity to navigate waters and build alliances.
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HRM4411
Principles of People Management and Development (PMD)
Session 8: Future of an HR Professional/Assignments
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What have we learned?
From the 7 sessions so far, what have we learned about the future of an HR Professional?
Discuss in your groups how the HR role has changed and what our future role will involve?
Go back to the CIPD Profession Map- what knowledge, skills and behaviours will we require for our future role?
Feedback in groups
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HBR- future roles
Strategic HR Business Continuity Director
Chatbot and Human Facilitator
Human network analyst
Workplace environment architect
Head of business behaviour
Chief purpose planner
Director of well-being
https://hbr.org/2020/08/21-hr-jobs-of-the-future
“We believe this is HR’s moment to lead organizations in navigating the future.”
60 new roles identified
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HBR- 5 core themes
Individual and organisational resilience
Organisational trust and safety
Human-machine partnerships
Creativity and innovation
Data literacy
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CIPD Profession Map
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