team and leadership quiz

OrganizationalBehavior_Session12-IntroducingTeamSupportAssessment_Spring2021v1.pptx

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- Organizational Behavior - Assessing structure, culture, leadership and team dynamics to improve organizational effectiveness

Session 12 – Introducing Team Support

Spring 2021

Version 1

Agenda:

Discuss course calendar and the next two weeks of assignments

Review HW Assignments and Quiz

Discuss Challenges of Team Development and Support

break

Discuss theories of Human Resource Development

Discuss core concepts in identifying resources and building teams

Introduce Challenges in Maintaining Team Cohesion without Suppressing Divergent Points of View

Session - Introducing Team Support

Objectives:

Discuss the course calendar and expectations for next two weeks

Discuss the challenges of developing and supporting teams

Integrate supplemental readings to discuss challenges of virtual teams

Reintroduce personality as a way of developing a deeper understanding of team selection, development and support

6:00 - 6:15 pm

6:15 – 6:45 pm

6:45 - 7:15 pm

Tomorrow:

Deeper dive on prep for HW presentations, explore more fully how we apply the methodology to the companies we are studying

Next week

Quiz 2 Opens

Two Weeks

Final HW 4 Presentations

Peer Assessment

7:30 - 8:30 pm

7:15 - 7:30 pm

Today

Tomorrow

introduction

course calendar

organizational behavior

structural assessment

symbolic (cultural) assessment

political (leadership) assessment

resource (team) assessment

Overview of Sessions and Assignments

This is an organizational assessment ‘consulting methodology’, to help you better ‘see’, design and manage teams and organizations

Each session builds on the other to lead to a comprehensive executive presentation presenting findings, conclusions and recommendations

We are learning a methodology for understanding, defining, improving, innovating and managing teams and organizations

Group presentations will be limited to 15 minutes

Organizational Behavior - Course Structure

The Advantage; Building a Cohesive Leadership Team

The Advantage;

Create Clarity

Stewardship: Choosing Service over Self-Interest

The Icarus Deception

Reframing Organizations: The Structural Frame

Reframing Organizations: The Human Resource (Team) Frame

Reframing Organizations: The Symbolic (Culture) Frame

Reframing Organizations: The Political (Leadership) Frame

The Purpose of Organizations - Service

The Purpose of Organizations - Creativity

Organizational Focus and Purpose

Assess the Purpose

Course Structure - Methodology

Assess the Formal Structure

Assess the Leadership

Build the Team

Philosophically we approach the discipline like a consultant. How do we describe an organization in a way that we can understand enablers and disablers of performance? How do we develop a point of view on what works and what can be improved?

Philosophically - the HW Assignments assume that you are not necessarily trying to change a large organization but to help the team you are managing to be better performers - better at fulfilling their purpose

HBS on Teams: Building Your Team’s Infrastructure

HBS on Teams: Building Close out Your Team

HBS on Teams: Building Manage Team Process

HBS on Teams: Building Manage Team Conflict

Organizational Assessment and Development

Teamwork Assessment and Development

Philosophically - the discussion forums help us to understand the focus and purpose of organizations

The Knowledge Creating Organization

The Focus of Organizations - Knowledge Creation

The Advantage- Organization Health

The Focus of Organizations - Health and Alignment

Assessing Structure

Assessing Capability

team-based

individual-based

Individual Self-Awareness and Personal Mastery

Please Understand Me II

Foundational Element to Better Understand and Assess Organizational Effectiveness

Philosophically - this book helps us to understand how to develop better self awareness and leverage it for better ‘other awareness’ to develop more proactive strategies for developing leaders and managing teams

Advanced applications to leadership, team development and management

The Advantage;

Over-Communicate Clarity

The Advantage; Reinforce Clarity

Strategy

Structure Alignment

Structure

Culture Alignment

Culture

Leadership

Alignment

Leadership

Team

Alignment

Organizational

Behavior

Alignment Drives Effectiveness

Re-alignment ensures sustainable success

Structure

Leadership

Team

Culture

Effective Organizations are Aligned with the Needs of their Environment

and create and manage tension

Overview of course

Organizations as interconnected teams which operate most effectively when there is close alignment between strategy, structure, culture, and leadership

Ongoing and evolving External and Internal (P.E.S.T. and S.W.O.T.) changes require continual adjustment and realignment

Organizational Behavior Alignment Model

How are we designed

How do we act

Create tension

Manage tension

‘Sisyphus’

Establish your team

Manage your Team

Integrate new Team Members and Manage Conflict

Deliver Results and Reflect on Opportunities to Improve

Read:

Section 1: Build your Team’s Infrastructure: Ch.'s 1-7

Deliverables

Team Assessment

Team Charter

Do we understand our strengths, blind spots and potential points of conflict?

Have we established clear objectives and understand our roles and responsibilities?

Have we established a strong process to manage the work, stay on track and identify and resolve issues?

Do we understand how to reconcile differences about goals and process?

Have we established strong processes that facilitates the onboarding of new team members

Do we understand how to identify and collaboratively resolve risks?

Do we understand how to work with our key stakeholders to ensure we deliver what they want when they want it?

Have we debriefed and assessed what went well and where there are opportunities for improvement?

Read:

Section 2: Manage your Team Ch.'s 8-10

Deliverables

Team Process Assessment - 1/3

Read:

Section 2: Manage your Team: Ch.'s 11-13

Deliverables

Team Process Assessment - 2/3

Read:

Section 3: Close out Your Team: Ch.’s 14-15

Deliverables

Team Post-close Assessment

Do we have a strong team and process for managing team accountabilities?

Do we understand how to anticipate and manage conflict to ensure we can complete our objectives on-time?

Change

team

Building and managing effective teams is the heart of organizational effectiveness

Team Development and Management Assessment Framework

Are we able to effectively on-board new team members

refer

We will use our group assignments to learn how to develop a strong, resilient team

We are changing team assignments for HW 3 and 4

We want to understand how to onboard and integrate new team members

next peer assessments based on new groupings

Team Homework

Assignment 4

Organizational Resource (team) Assessment and

Reflection on Team Close Out

organizational behavior

structural assessment

symbolic (cultural) assessment

political (leadership) assessment

resource (team) assessment

Organizational Assessment and Development

Teamwork Assessment and Development

Organizational Team Support Assessment

The Advantage;

Reinforce Clarity

Reframing Organizations: The Human Resource (Team) Frame

HBS on Teams: Building Close out Your Team

Slide 1 - Re-establish Context

Establish context

Company, industry, age, size

Slide 2 – Culture Capability and Conflict Management

Describe how teams progress to high performance

Discuss Chris Argyris’ model of Advocacy and Inquiry

Discuss how this model combined with and understanding of Keirsey temperament types can be used to anticipate and manage conflict

Slide 3 - Assessment

Research the company you have selected and identify their approach to team development and management

Slide 4 - Recommendation

Develop a point of view on their approach to team development and management

Assess strengths and weaknesses

Identify opportunities for improvement

Slide 8

Slide 5

Slide 7

Team Process Application and Reflection

Reflections on Readings

Complete a process assessment

Slide 9

Reflections on Experience

(use the Keep/Start/Stop method)

Revise the team charter

Refer next slide

Presentation expectations - everyone presents - approximately 1-2 minutes per slide - 10-15 min/team

Slide 6

Complete a Team Culture and Capability Assessment

Staying focused, delivering what was promised, managing differences to stay on track

How do we use our understanding of team differences to develop and strengthen cohesion without suppressing difference that could lead to useful insights

How do we continue use our understanding of team differences to anticipate and resolve conflicts?

What did we learn after you finished?

The Keep/Start/Stop Method (here)

What do we want to keep doing?

What do we want to start doing?

What do we want to stop doing?

Complete a team process assessment

Revise the team charter

Do we (I) have a strong core culture?

A strong understanding of what is important,

A strong sense of self (personal awareness) to know how to adapt to what is important

(this enables us to adapt, tells us what is important to see)

Do we (I) have the right Capability Alignment?

(this tells us what to adapt to, tells us what skills to develop)

People

Purpose

Process

Product

culture:

tacit rules on what is seen and how what is seen is acted on as it is applied to focus, execution and development

Purpose

People

Process

Product

no focus/

planning paralysis

shared vision/

clear strategy and road map

no decisions/

consensus paralysis

co-creation/

strong engagement

no cooperation/

sub-process compliance

process rigor /

consistency and quality of output

no outcomes/ learning/fire fighting/

everything is crisis mgmt.

product/outcome rigor/

strong design

The four dimensions of culture

Culture Assessment

Weak culture

Strong Culture

Culture is Built and Maintained Collectively – through balance and mastery

Each person has a unique temperament – that can contribute to the whole or detract – do we have organizational balance – do we have organizational mastery

What is the gap?

The gap is closed collectively by leveraging individual preferences and strengths

where should we focus attention and expectations – build shared mindset on what’s important – use industry phase to refine focus – ensure balance

Do we (I) have strong core culture?

(this enables us to adapt, tells us what is important to see)

Do we (I) have the right Capability Alignment?

(this tells us what to adapt to, tells us what skills to develop)

People

Purpose

Process

Product

The four dimensions of capability

Capability Assessment

capabilities:

explicit technical requirements required to

perform assigned work tasks

where should we focus training and development and support – build strengths – use industry phase to refine focus – ensure balance

strengths when env stable

weaknesses when env ambiguous

purpose

people

process

product

today oriented/tactical

task management

future oriented/strategic

business model/mind alignment

arms-length/

invest in contract/

specific job

co-creation/

invest in relationship/

connections

unit focus/

focus on dept tech/support/

knowledge - fluency

company focus/

focus on enterprise systems/support/

knowledge - fluency

specific task oriented/

high switching costs/

deep company specific know.

general function (eg mkt) oriented/

low switching cost/

deep ind. functional specific know.

assessment

continuum

weaknesses when env stable

strengths when env ambiguous

the degree of change is low

the degree of change is high

Quiz 2

Reflection on Leadership and Team Management

organizational behavior

structural assessment

symbolic (cultural) assessment

political (leadership) assessment

resource (team) assessment

Areas of Coverage:

Introduction – based on Chapters 1-6:

What is your temperament?

What are the temperaments other people (at least one other person) who is/are important to you?

How could this knowledge (yours vs, theirs) help to drive consensus and mitigate conflict?

Team building – building a team– based on Chapter 7

How does an understanding of how strong relationships are built help you to identify strong fit and potentially conflicting personalities? How does it apply to building and managing a team.

Who are you most likely to connect with? Who are you most likely to have conflict with?

How does this knowledge help you to anticipate conflict? How does it help you to anticipate blind spots? With this knowledge what can you do to preemptively mitigate the risk?

Team development – developing a team– based on Chapter 8

How does an understanding how parents can best support the development of their children help you understand how to develop your team?

What is your learning style and how do you like to grow and develop? How do other learning styles differ from your own?

How could this knowledge help you to develop more effective change management programs?

What are some of the challenges in developing team and organizational capability when there are different learning styles?

Leadership and Intelligence – developing leadership capability– based on Chapter 9

How does an understanding of different leadership styles and intelligence traits lead to a better understanding of you identify develop and support leaders of change initiatives?

How would you develop and support a leader that looks like you? What kind of leadership roles would you put them in?

How would you develop and support a leader that looks different from you? What kind of leadership roles would you put them in?

Summary

What are your initial thoughts on who needs to be on your team, who your leaders will be and what is the organization or individual you would like to help change?

How would your knowledge of the subject areas covered in this book help you to be successful at helping them to understand the need to change then helping them to stay on the change journey?

Process:

read assigned chapters

address questions

be prepared to present answers in class

there is no need to prepare a report

there is no requirement to submit to NYU classes

Please Understand Me II – Temperament, Character and Intelligence

To understand organizations, we need to understand ourselves - organizations have personalities - studying our own personality is the best way to understand an organizations’ personality

Session 2

Session 8

Session 11

Session 12

Team building – building a team– based on Chapter 7 Mating

How does an understanding of how strong relationships are built help you to identify strong fit and potentially conflicting personalities? How does it apply to building and managing a team.

Who are you most likely to connect with? Who are you most likely to have conflict with?

How does this knowledge help you to anticipate conflict? How does it help you to anticipate blind spots? With this knowledge what can you do to preemptively mitigate the risk?

Team development – developing a team– based on Chapter 8 Parenting

How does an understanding how parents can best support the development of their children help you understand how to develop your team?

What is your learning style and how do you like to grow and develop? How do other learning styles differ from your own?

How could this knowledge help you to develop more effective change management programs?

What are some of the challenges in developing team and organizational capability when there are different learning styles?

It is not our purpose to become each other; it is to recognize the other, to learn to see the other and honor him for what he is.

—Hermann Hesse

And yet another factor involved in our choice of mate, at least as powerful if not more, is temperament. — we will select our mate according to temperament.

romantic attractions are not random and indiscriminate but show clear patterns and frequencies.

how does this relate to team building and team effectiveness

who are the team members most likely to get along and why

who are the team members most likely to have conflicts and why

SJ-SP

NT-NF

Let us beware and beware and beware...of having an ideal for our children. So doing, we damn them.

—D.H. Lawrence

How do we tend to want to develop and support team members? The way we would want to? Why is this potentially very bad?

The truth is that kids of different temperament will develop in entirely different directions, no matter what the parents do to discourage one direction in favor of another.

Quiz 2 - Reflection of Leadership and Team Management

Open book

Take - home

Timed 1 1/5 hours

Three short answers - 4-5 paragraphs each (1½ pages)

Reflections on Keirsey and McKinsey

Questions:

33 pts.

34 pts.