Orgl-450
deefer
2 years ago
20
files (2)Orglweek6.docx
ORGL430Week5and6CombinedSlideDeck20240525.pptx
Orglweek6.docx
Part A
Develop your own agenda/outline (in order) for how you would hold a successful meeting. Briefly (1-2 sentences) describe the intent of each item you identify. Post your agenda. (For this assignment there is no requirement to cite sources).
Resources
https://www.youtube.com/watch?v=Smro12PXsW8
Part B
EXAMINE PAGES 19-22 IN “The Miniature Guide to Critical Thinking” (Paul & Elder, 2014). In what ways can using the nine Universal Standards aid in your personal growth as a leader?
Resources
https://www.criticalthinking.org/files/Concepts_Tools.pdf
https://www.youtube.com/watch?v=kIv3m2gMgUU&list=RDkIv3m2gMgUU
https://www.youtube.com/watch?v=f_ttbfTGs48
ORGL430Week5and6CombinedSlideDeck20240525.pptx
ORGL 430 Developing Teams
Combined Weeks 5 & 6 Class Discussion
Dr. William A. Denny
606-401-3564
Agenda
Discussion of Week 5 Course Material
Review of Week 6 Course Material
Week 5 Assignments
Week 6 Preview
Looking Ahead to Week 7
“Are You Underestimating your Team Members?” (Bain, 2001)
Bain, V. (2001) Are you underestimating your team members? Journal for Quality & Participation (Winter), 39–41.
“The danger inherent in underestimating people is equal to the danger in overestimating them” (p. 41).
“Employees are underutilized when their attitude masks capability or when behaviors are misinterpreted. A teammate who does not like a colleague’s mannerisms or style often infers an underlying attitude and then writes the person off as hopeless. A highly motivated employee who exhibits frustration at being underutilized is easily mistaken for an unmotivated loser” (p. 40).
Steps toward full utilization (p. 39)
Explore individual capacities in knowledge, attitudes, and behavior
Identify needs and where team member “has a particular flair”
Identify each arena where a member can contribute (individual, team, organization)
Obstacles to full utilization (p. 41)
Members who don’t think of themselves as part of the team
Wasteful, pointless meetings
Dashed expectations of empowerment
Ineffective training
Expectation of overnight results
Have you been in situations in which you believed you were being “underutilized?”
How did you attempt to remedy the situation?
How did your team’s leadership respond?
Managing Difficult Employees (HR360, Inc., 2015)
Respond to complaints.
Document with specific details.
Maintain confidentiality.
Address employee. Be specific, and confine comments to behavior
Follow established protocol: counseling, verbal warning, written warning.
Performance Improvement Plan.
HR360, Inc. (2015). Managing difficult employees [Video]. https://www.youtube.com/watch?v=DuC-r64fVZA
SITUATION:
Good at job
Behavior falls short of harassment or discrimination but taking a toll on morale and productivity.
End goal: Environment of consideration, politeness, and civility.
What are some of the challenges and pitfalls you’ve seen in your organization’s formal process?
Formal
How to Manage Difficult Employees Without Resentment (Godefroy, 2019)
Praise – Be an elevator at the start of the meeting. Praise for something specific that was noteworthy (a shot of dopamine).
Share the real reason of your meeting. Key phrase – “You can do better.”
Praise – let them know you appreciate them on the team. Leave them on a high note.
“Never make the person the behavior.”
Godefroy, R. (2019). How to manage difficult employees without resentment [Video]. You Tube. https://www.youtube.com/watch?v=l9IGP3X7Q1E
informal
Have you witnessed this process being played out? What are some of the challenges and pitfalls you’ve seen carrying out this process?
How do we prevent making the person the behavior?
Week 5 Assignments
Read: Are You Underestimating your Team Members? (Bain, 2001)
Watch:
“How to Manage Difficult Employees Without Resentment” (Godefroy, 2019) (https://www.youtube.com/watch?v=l9IGP3X7Q1E)
“Managing Difficult Employees” (HR360, Inc., 2015) (https://www.youtube.com/watch?v=DuC-r64fVZA)
Assignments:
Discussion Question: How can a leader help to create a level field of full utilization in teams and organizations using the Utilization Cube approach of knowledge, attitudes, and behavior? (Refer to Bain (2001)).
Learning in Action Journal: Reflect on the assigned readings/video and other activities completed in connection with this course as they might relate to your organization or your own personal development as a team leader and/or member.
Review of Week 6 Course Material
My Initial Thoughts . . .
There are meetings and there are meetings.
“Normal” meetings that are part of our organization’s operational rhythm (daily, weekly, monthly, quarterly, etc.)
“Special” meetings, Conferences, Workshops, etc., for a one-time specific purpose
Announce or introduce change
Get feedback from the organization
Present information to a senior leader for a decision
Train or educate the attendees.
Many others
Our literature mainly applies to “special” meetings, but we can use many of the concepts to improve our “normal” meetings.
How to Organize an Effective Meeting (Van de Steene, 2017)
“Is a meeting really necessary?”
Meetings for
Feedback
Decision
Information
Each decision has an action and is assigned to someone.
Van de Steene (2017). How to organize an effective meeting [Video]. You Tube. https://www.youtube.com/watch?v=Smro12PXsW8&t=22s
No Decision Made
Poor Preparation
Individuals
Dominating
Conversation
No
Published
Results
Disorganized
Introduction to Planning and Facilitating Effective Meetings: The Role of a Facilitator (p. 2)
Facilitator Functions:
Helps meeting purpose and desired objectives
Designs processes for group
Guides group discussions
Ensures that group assumptions are stated and tested, and that all participants’ voices are heard
Acts as a “neutral party”
Takes notes to record key points of conversation and decisions
Helps group plan to carry out decisions
Facilitator Beliefs:
A group of informed individuals, working together, can accomplish more than one person working alone.
Everyone’s opinion is of equal value, regardless of rank or position.
People are more committed to ideas and plans that they have helped to create.
Participants will act responsibly in assuming accountability for their decisions.
The process—if designed well and sincerely applied— can be trusted to achieve results.
Key Facilitator Characteristics:
Neutrality on the issue being discussed
No decision-making authority
Acceptable to all members of the group
Some knowledge of the issues being discussed so facilitator can follow the conversation and keep it on track
Trust in the group to make the right decisions
Ability to synthesize and organize ideas quickly
Have you participated in meetings run by neutral facilitators?
What benefits did the facilitator bring to the process?
Where did the facilitation process fall short? Why?
How might you apply some of these principles to meetings in which the facilitator is not a neutral outsider?
NOAA Office for Coastal Management (2010). Introduction to planning and facilitating effective meetings.
Introduction to Planning and Facilitating Effective Meetings: Executing a Productive Meeting (pp. 10-11)
Setting Expectations (before and during the meeting)
If the agenda is overly ambitious, participants may feel let down if all the objectives are not met
Conversely, participants may be caught off guard if more input is needed from them than originally anticipated.
Explain how the input gathered at the meeting will be used and what the next steps in the process will be
Participants should know if the decisions they reach will be final or if their input will be viewed as a recommendation for someone else to use.
Meeting leaders should give participants clear expectations about what is being covered (and what is not going to be covered).
Managing Time
Map out time limitations for each activity on the agenda.
Appoint a timekeeper and give them authority to stop people when their time is up.
Have a visible clock in the room.
Establishing Ground Rules.
After presenting the ground rules, the facilitator may ask, “Does anyone disagree with sticking to these ground rules during our meeting?” If no one has any objections, the ground rules can be referred to if there are problematic interactions during the workshop.
NOAA Office for Coastal Management (2010). Introduction to planning and facilitating effective meetings.
What are some of your positive and not-so-positive experiences with meeting expectations?
What are some of the most common hindrances to managing meeting timelines?
How can ground rules help?
Introduction to Planning and Facilitating Effective Meetings
Position: an opinion about how a problem should be solved or how a group should go about accomplishing an objective.
Interest: an underlying value or area of importance for an individual or group.
“When a group is having trouble agreeing on a solution to a problem, it is often because participants are focused on their positions instead of their interests or values.”
“Focusing on interests instead of positions increases the chance of forming consensus within a group.”
NOAA Office for Coastal Management (2010). Introduction to planning and facilitating effective meetings.
Why do you think the authors emphasize understanding the difference between positions and interests?
How might understanding this help leaders in everyday situations, both in and out of meetings?
“Meetings – Bloody Meetings” (Alexander Street, 2014)
Alexander Street (2014). Meetings – bloody meetings [Video]. You Tube. https://www.youtube.com/watch?v=vE7jfQt2ic4
Week 6 Assignments
Read: “Introduction to Planning and Facilitating Effective Meetings” (NOAA, 2010)
Watch:
“How to Organize an Effective Meeting” (Van de Steene, 2017) (https://www.youtube.com/watch?v=Smro12PXsW8&t=22s)
“Meetings – Bloody Meetings” (Alexander Street, 2014) (https://www.youtube.com/watch?v=vE7jfQt2ic4)
Assignments:
Discussion Question: Develop your own agenda/outline (in order) for how you would hold a successful meeting (this can be a “normal” or a “special” meeting. Briefly describe the intent of each item you identify (this is the part I will pay the most attention to while grading). Post your agenda and reply to two other posts (note: citations/references are optional for this assignment). Suggestion: Use an actual meeting from your workplace (a normal meeting or upcoming special meeting) and imagine how you might improve it based on this week’s readings.
Learning in Action Journal: What are some things covered in this course material that you can do now that you could not do or did not fully understand at the beginning of the term?
Reminder: No Class Meeting Next Week (11 June)
If you attended the live session on Week 5, you’ve earned participation credit for both Week 5 and Week 6 (two for one!)
If you are listening to the recording and doing the participation makeup assignment, only one submission is required to cover both weeks (please cover both sets of material in your submission).
We will meet again live on Tuesday, 11 June.
Week 7 Preview
Watch:
“The Causes of Conflict in the Virtual Workplace” (NetSpeedLearning, 2017) (https://www.youtube.com/watch?v=X1_zsqZiv-I)
Assignments:
Submit Key Assignment Reflective Paper in Turnitin (due no later than Sunday, 23 June).
All late/makeup work must be turned in no later than Sunday, 25 June to receive a grade
