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43 Cards in this Set
- Front
- Back
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Lack of Commitment:
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Refusing to trust one another and failing to openly communicate will have negative consequences on efforts to reach a mutual agreement or consensus among team members. Team members must have clarity on the strategy, buy-in by all involved, and a commitment for the long term mission.
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Avoidance of Accountability:
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This person’s lack of dedication will likely surface in their duty performance. Substandard performance or behaviors is oftentimes counterproductive and detrimental to the team’s success and merits correction.
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Absence of Trust:
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Absence of trust among team members impacts the willingness for members to open up and share knowledge, feelings, and concerns with one another. This deprives the team of valuable information that would allow others to acknowledge the individual strengths, experience, and abilities that exist. A team’s potential is never fully realized when members are unable to trust each other.
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Fear of Conflict:
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A lack of trust often increases the potential for conflict. Though positive conflict and debate produces greater ideas and better solutions; negative conflict threatens trust, healthy communication, morale, welfare, and mission accomplishment.
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Inattention to Results: .
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This dysfunction occurs when members place their individual needs and goals ahead of the team and the organization. When this attention shifts to personal agendas, team leaders will find members working individually on activities that benefit their careers, boost their egos, or enhance their reputations
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The five stages of the team development's
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are known as the Forming, Storming, Norming, Performing, and Adjourning stages
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Forming: Conflict usually does not occur at this time as members attempt to keep ideas simple, avoid serious topics, and communicate respectfully in order to avoid any controversy. If feelings are shared, feedback is kept to a minimum. Productivity is usually little to none during the Forming stage.
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members will cautiously explore the boundaries of acceptable group behavior.Team leaders incorporate introductions and socials (“ice breakers”) and introduce the team’s objective which should accelerate the team’s forming process
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Storming is considered the most difficult stage for a team. Here is where members acknowledge what the intent of the team is and what the eventual goal is.
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It is in this stage where members realize the difficulty of the task which leads to increased stress and anxiety levels. Dissatisfied with the team’s progress and its ambiguous expectations, members begin to argue and debate about what the team should do next.
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During the_______, some team members may attempt to rationalize their position and spend considerable time trying to convince others to “side” with them.
Cliques begin to form, reducing the confusion and conflict. Team leads are encouraged to clearly define the team’s goals and objectives. |
storming stage
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Norming Stage
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members reconcile disputes, “agree to disagree,” and abandon negative and unproductive energy, redirecting all efforts to achieve the team’s objective. They accept the team, its ground rules, their responsibilities, and respect the individuality of each member.
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Productivity is high in the_____. The team dynamics at this stage involve processes of communication, decision-making, leadership and sharing of power, and include the development of norms and expectations.
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norming stage
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Performing stage:
Creativity is high as members are willing to share ideas without fear of negative criticism and reprisal |
there is heightened morale and loyalty to the team and its success. Members work together to diagnose problems by collectively brainstorming and collaboratively selecting solutions.
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Adjourning occurs as teams ...
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disassemble and members separate from the team. Under favorable circumstances, adjournment is planned as a result of the team accomplishing its goal.
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One example of adjourning teams....
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process improvement teams. These temporary endeavors eventually reach a resolution and no longer have a reason to exist.
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hih
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hihi
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transforming teams ....
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continue to exist, moving from one objective to the next. After achieving one goal, the team immediately focuses on its next mission.
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A team proceeds through these stages only as far, and as fast, as
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its members are willing to grow.
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Regression of a Team's Development
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New member
New goal Team schedule Unresolved conflict |
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An easy way to remember all the elements when creating a complete team performance assessment is the “TEAM concept”:
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-Talents (skills and abilities)
- Expertise (knowledge and experience) - Assessments (Customer surveys, inspections, performance evaluations) - Means: (Resources to include: equipment, facilities, financial, time, information) |
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Why is it important to understand the P.E.P. cycle?
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- Knowing the cycle exists allows team leaders to monitor idea generation and then, at the peak of elation, hand ideas off to the Advancer. This gives Creators (and others) the confidence to put forth additional ideas.
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- Without continuous monitoring of the PEP cycle...
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ideas die soon after creation because no one recognizes their importance or promotes them. In the meantime, the Refiner and Executor wait impatiently idle.
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How would you summarize the P.E.P. cycle?
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It begins with a call for ideas and when team members come up with an idea, they move from Panic to Elation, then without encouragement they slide back to Panic.
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Why is it important to understand the “Z” Process?
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- Knowing the Process allows team leaders to monitor the team’s progress and manage conflict generated from passing ideas back and forth.
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- In the case of teams without a Creator (or Advancer or Refiner or Flexer) the ________can step in and fill the gap to ensure the “Z” Process continues to work effectively.
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team leader
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The “Z” Process helps to
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identify where the team is in the development of ideas and who to engage at the appropriate time
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The P.E.P. Cycle helps to
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verify when to get involved with the team to pursue ideas
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There are two very important components of followership...
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the ability to provide feedback and give advice to leaders
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Contrary to the negative concept regarding what it means to be a follower, followership requires
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several important skills; such as, the ability to perform independent critical thinking, to give and receive constructive criticism, and if necessary, to be innovative and creative thinkers.
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5 Essential Qualities of Effective Followership
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self management
committed competent integrity initiative |
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Effective feedback is consistent, objective, and sensitive to the stated purpose.
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Feedback can be positive or negative. Good feedback should be specific rather than general and constructive. Good followers speak up even when they disagree with their leaders.
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Advice, on the other hand,
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is an opinion or recommendation offered as a guide to action or conduct.
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As an effective leader’s tool, you can use the skills: _____, _____, ______ to ensure mission accomplishment and to develop and inspire others within the unit.
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diagnose, adapt and communicate (DAC)
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Authoritarian Leader needed most
High task, low relationship |
In an emergency situation
When needing to accomplish a very critical and time sensitive task |
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Country Cluib Leader style needed most
Low task, high relationship |
In A highly efficient and disciplined work center that isn’t rewarded properly or are motivated by rewards.
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Impoversihed Leader is needed most in ...
Low task, low relationship Relies upon a “delegate and disappear” management style. Not committed to task accomplishment |
A self-sufficient work center where the people are very independent and don’t require a lot of supervision.
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Team leader is needed most ...
High task, high relationship Leads by positive example |
On a work center where there is a mixture of the examples provided above.
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three key skills necessary for being effective leaders:
Recognize and diagnose the capabilities of each Airman in your unit or organization using the same |
diagnosing to determine what the situation is and what it may become;
adapting by changing your style and approach to meet the needs of the situation; communicating effectively to get our thoughts across to others |
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Coercive power deals with the leader’s perceived ability to provide sanctions, punishment, or consequences for not performing
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if you are too nice you erode your coercive power
if you are too intimidating you decrease ur effectiveness |
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Connection power comes from the perception of your association with people of influence inside or outside of the organization.
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"who you know” category and can quickly erode if you use it as a primary source of influence.
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two other sources of power
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Reward and legitimate power
Reward eventually decreases in motivation Because legitimate power comes from a leader’s title, role, or position within the organization, it does not increase or decrease based on use. |
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Personal Power is the extent to which followers respect, feel good about, are committed to their leader; and see their own goals being satisfied by the goals of their leader.
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Refrent power
information power expert power |
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ABC's on behavior
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Skinner’s theory, in simple terms, states that a person will tend to change their behavior based on consequences, resulting from prior behavior.
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X & Y Theory
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The Theory X manager assumes that most people prefer to be directed, and are not interested in assuming responsibility—all they desire is safety. Theory X managers tend to direct, control, and closely supervise—the term “micro-manage” could be used to describe them
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