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46 What Would You Do If...?

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18 Self-Directed Structures

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18

Self-Directed Structures

Objectives

1. To provide the team with an opportunity to practice working as a selfdirected team.

2.

To improve the team’s ability to work independently.

Participants

10 to 12; with a larger group, several subgroups may be formed.

Time Limit

2 hours.

Physical Setting

Chairs around a large conference table or several tables put together to form a large flat surface.

Materials and Resources

1. Flipchart and markers; tape or push pins.

2. “Construction” materials, such as a roll of toilet paper; rubber bands; paper clips; markers; masking tape; sheets of flipchart paper; a ruler and self-stick notes

(such as Post-It™).

3. Copy of Exercise 18.1-18.3 for each participant.

Process

1. Introduce the activity as a team-building exercise that will give the team an opportunity to both design and construct a project.

2. Give the team a copy of Exercise 18.1. Remind them that they will have 30 minutes to plan the project. Show them the construction materials. Ask two people to serve as judges of the final product. Give them Exercise 18.2 and ask them to develop the criteria during the next 30 minutes. Ask two people to be observers. Give them Exercise 18.3.

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17 Communicating About Conflict

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PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

VARIATIONS:

Communicating

About Conflict

1.

To share approaches to dealing with conflict in a team setting.

2.

To learn alternative approaches to dealing with conflict.

Four to 12 people is preferred. This exercise is most appropriate for team building, but it may be adapted for use in team training workshops. In a workshop, a larger group may be divided into several small teams for the purpose of this activity.

1 to 2 hours

For team building, arrange chairs in a circle; for training, arrange several groups of chairs in a circle or use round tables and chairs.

Copies of Communicating About Conflict.

1.

Explain the purpose of the exercise. Distribute the handout,

Communicating About Conflict.

2.

Ask for a volunteer to begin with the first question. Follow the directions on the handout.

3.

The facilitator should probe for clarification, elaboration, and for appropriate interventions.

4.

Summarize key learning about conflict and what changes in the team are necessary in order to facilitate effective conflict resolution.

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19 Resolving Differences

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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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