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47 You Know You’re Stagnating When...

Glenn Parker HRD Press, Inc. PDF

47

You Know You’re

Stagnating When...

Objectives

1. To identify the early warning signs that your team is in trouble.

2. To develop a plan to get the team back on track.

Participants

Unlimited; works best with a maximum of 15 people. It may be done with a larger team by dividing into small subgroups.

Time Limit

1 hour.

Physical Setting

Chairs around a conference table or tables in a U-shape. For larger groups, sets of tables and chairs spread out around the room.

Materials and Resources

1. Copy of Exercise 47.1 for each participant.

2. Flipchart and markers; tape or push pins.

Process

1. This activity is appropriate for a mature team that has recently completed a major project and where there appears to be some loss of interest. At this point a team is particularly vulnerable to stagnation.

2. Begin by asking team members for their definition of “stagnation.” Post the responses on the flipchart. Explain that team members love a challenge such as climbing a mountain, but once they reach the summit and have taken in the view, they’re ready for the next mountain. If there is no immediate challenge for the team, trouble, in the form of stagnation, often begins.

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35 Team Development: A Grid Perspective

Glenn Parker HRD Press, Inc. PDF

35

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Team Development:

A Grid Perspective

1.

To diagnose and evaluate the stage of development of an intact work team.

2.

To compare team development with performance independence.

3.

To compare team members’ perceptions of team development at a given time.

A team of 7 to 12 is best, but larger teams can be organized into subgroups and final grids compared.

60 minutes

Tables and chairs arranged in a conference or U-shape.

1.

Pencils/marking pens.

2.

Copies of Team Development Grid.

3.

Easel and flipchart.

1.

The team leader gives a briefing on team development, stressing the notion of interdependence and the need to become selfdirected. The team leader also discusses the process of selfrenewal.

2.

The team leader asks each member to review the Team

Development Grid, explaining the Self-Direction Axis and the SelfRenewal Axis. The team leader explains that in order to complete the team development grid, each team member plots his or her perception of the team’s self-directedness and self-renewal and locates the intersection of the scores they have assigned. For example, if they believe that the team is 75% self-directed, and

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4 Roadblocks

Glenn Parker HRD Press, Inc. PDF

Exercise 4.1

?

Exercise 4.1: Barriers to Effectively Implementing and Maintaining Self-Directed Teams

Directions: For each of the items listed below, indicate the extent to which you believe that the statement is true. Circle 1 if you believe the statement is completely true, 2 if you believe the statement is somewhat true, 3 if you are not sure, 4 if you believe the statement is somewhat untrue or 5 if you believe that the statement is completely untrue.

Statement

Employees mistrust management’s motives.

Circle One Number

1

2

3

4

5

2.

Team members are unclear what is expected of them.

1

2

3

4

5

3.

Managers resist any change of this type.

1

2

3

4

5

4.

First-line supervisors resist any change of this type.

1

2

3

4

5

5.

First-line supervisors are unclear about what is expected of them.

1

2

3

4

5

6.

Certain people feel that they will lose status and power.

1

2

3

4

5

7.

Managers do not demonstrate participative skills.

1

2

3

4

5

8.

Employees resist any change of this type.

1

2

3

4

5

9.

Managers are unclear about what is expected of them.

1

2

3

4

5

1

2

3

4

5

1.

10. There is a lack of top management commitment.

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43 Team Conflict Mode

Glenn Parker HRD Press, Inc. PDF

43

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Team

Conflict Mode

1.

To learn the five modes of dealing with conflict.

2.

To identify your team’s dominant conflict mode.

3.

To improve your team’s ability to use the collaborative mode.

Works best with an intact team of 4 to 8 people. Can be adapted for use in a team training workshop with a larger group.

2 hours

With an intact team, a conference table and chairs.

1.

Copies of Conflict Management Mode chart and Conflict

Management Mode definitions for each person.

2.

Easel, flipchart, and markers.

1.

Explain the purpose of the activity. Distribute a copy of the Conflict

Management Mode. Review and explain each method of dealing with conflict. Ask the team for examples of each method.

2.

Working individually, each team member plots his or her perception of the team’s dominant mode on the grid.

3.

The leader draws a large copy of the grid on the flipchart. Each person places a dot on the grid indicating his or her perception of the team’s conflict mode. The team discusses the various perceptions.

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33 I Think I Make a Contribution

Glenn Parker HRD Press, Inc. PDF

33

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

I Think I Make a Contribution

1.

To expand team members’ awareness of their contribution to the team.

2.

To experience feedback on personal contribution.

8 to 12 team members

Up to 2 hours

A room large enough to post ranking cards on the walls. Arrange the ranking cards from 1 to 10 horizontally along a wall.

1.

Paper, pencils, tape or push pins for each team member.

2.

Ranking cards made from 8½ x 11-inch sheets. Each card should have a separate number on it so that each number from 1 to 7 has its own card.

3.

Flipchart paper and markers.

1.

The facilitator asks each team member to reflect for a few minutes about his or her own contribution to the team’s ability to achieve its purpose. Each member should arrive at a rank level for the contribution. A ranking of 1 indicates little contribution to the team, and a ranking of 7 indicates high contribution to the team’s ability to achieve its purpose.

2.

The facilitator asks the team leader to reflect on each team member’s contributions to the team’s ability to achieve its purpose.

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