Canada mastering the team approach - feb2016

Team Building
Feb 2016
2/22/2016 www.LTSemaj.com 1

Dr. Leahcim Semaj
www.LTSemaj.com
Dr. Sandra M. Palmer
www.DrSandraPalmer.guru
The Transformational Specialist
We offer two options for transformation.
Above where you presently are, or Beyond your wildest dreams
2/22/2016 3

Dr. Leahcim Semaj
Intl. Keynote & Motivational
Speaker
Above or Beyond
876-383-5627

Dr. Leahcim Semaj...
Noted among the leading Motivational
Speakers, Creative Thinkers and Problem
Solvers in the Caribbean.
This Psychologist combines ancient wisdom
with contemporary ‘livity’ to bring fresh
insight to old human problems.

Dr. Sandra Palmer
Business Guru & Resultant
Above or Beyond

Dr. Sandra Palmer...
A results oriented visionary leader
who
capitalizes on business opportunitie
s with a record of profitability.
An author, educator, coach extraord
inaire and motivational speaker.

Chinese Proverb
•What I hear, I forget
•What I see, I remember
•What I do, I understand

Performance Driven Learning
• People remember
• 20% of what they hear
• 40% of what they see and hear
• 70% of what they see, hear and do

AN ORGANIZATION IS
A PERFECT SYSTEM
SHAPED TO BE WHAT IT IS
BY THE BEHAVIOURS THAT ARE
REINFORCED
This can be by
direct or indirect actions
intended or un-intended actions
2/22/2016

Do you know yourself?
It is important to make, even at a
surface level, some
determination about yourself and
how you are likely to affect others

Ask Yourself
• Do I talk a lot, or very little?
• Am I confident about myself and my ideas?
• Do I listen to others well, or am I impatient having
to listen to others?
• Am I empathetic to others or do I care mostly
about getting the task done?

Ask Yourself
• When others speak, am I listening to what they say, or
thinking about what I am going to say?
• Am I quick to anger?
• Am I defensive or accepting when someone talks about
my behaviour?
• What makes me annoyed?
• What makes me feel good?

How Well Do You Do?
SELF-KNOWLEDGE
• Are you aware of your true feelings most of the
time?
• Do you monitor both positive and negative
emotions and use them to guide your behaviour?
• Can you express how you feel at any time?

Self Management
• Do you regain your composure quickly after being upset?
• Can you control
–Your thoughts?
–Your feelings?
–Your actions?

Ralph Waldo Emerson
• Thought is the blossom;
• Language the bud;
• Action the fruit behind it

Motivation
• Can you motivate yourself during
setbacks or when you’re bored?
• Do you thrive on pressure?
• Do you become completely
absorbed in what you’re doing?

Recognition
• Are you sensitive to the emotional
needs of others?
• Can you read people’s feelings by
their facial expressions?
• Are you a good listener?

You & Your Team
• Can you improve other people’s moods?
• Are you effective in motivating others to achieve
their goals?
• Your impact on your team - Do you:
–Add? Subtract?
–Multiply Divide?

When You Come To Work
• Do you build vibes?
–or kill vibes?

Would You Hire You?
Knowing What
You Know
About You?

THEY MUST
WANT
SOMETHING
NOTICE
SOMETHING
DO
SOMETHING
GET
SOMETHING
For Someone To Learn, Grow, Or Change

Mission, Vision, Values
and Work:
Aligning The Company for Higher Levels of Personal
Satisfaction and Productivity
Leahcim Semaj www.LTSemaj.com 23

The Mission Statement
• A clearly written,
–easy-to-remember
statement of the company’s
purpose
• Will help demonstrate
what company is about

The Elements
of a Ideal Mission Statement
(1) A mission statement should be no longer than
a single sentence
(2) It should be easily understood by a 12 year- old
(3) It can be recited by memory even under stress
(4) It should be memorable and measurable

2/22/2016 www.jobbank-ja.com 26
The Vision Statement
• This is what members of
the community imagine
that the company could
be
–under the best of
circumstances

The Core Values
• Should shape the Organizational Culture;
–this includes a shared vision of who we are and
where we are headed.
–It encompasses everything from the way we treat
our customers,
–to how we deal with our staff and our suppliers -
all our stakeholders
2/22/2016 27KCT Values Alignment 2013

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Mission, Vision, Values and Work:
Aligning The Organization for Higher Levels of
Personal Satisfaction and Productivity
Workforce ALIGNMENT Company
Mission SHARED Mission
Vision SHARED Vision
Values SHARED Values
Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

CANADA: Values & Expected Behaviours
• Public servants, whatever their levels or the positions they
occupy, and including CBS and LES,
• shall conduct themselves in accordance with the following
values and expected behaviours in their everyday work,
• inside the Department and when they deal with
stakeholders (OGDs, other governments, clients from the
private sector, etc.), contractors, and members of the
public, in Canada and abroad.

CANADA: Values & Expected Behaviours
• These values and behaviours are consistent with the
Values and Ethics Code for the Public Sector.
• They cannot be considered in isolation, as they often
overlap.

Respect for democracy
• The system of Canadian parliamentary democracy and
its institutions are fundamental to serving the public
interest.
• Public servants recognize that elected officials are
accountable to Parliament, and ultimately to the
Canadian people, and that a nonpartisan public sector is
essential to our democratic system.

Respect for democracy
• For public servants, respecting democracy means:
• respecting the rule of law and carrying out their duties in
accordance with legislation, policies, and directives in a
nonpartisan and objective manner;
• loyally carrying out the lawful decisions of their leaders and
supporting ministers in their accountability to Parliament and
Canadians;
• and providing decision-makers with all the information, analysis,
and advice they need – be open, candid and impartial.

Respect for people
• Treating all people with respect, dignity, and fairness is
fundamental to our relationship with the Canadian public
and contributes to a secure, safe and healthy work
environment that promotes engagement, openness, and
transparency.
• The diversity of people and the ideas they generate are the
wellspring of our spirit of innovation.

Respect for people
• For public servants, respecting people means:
• treating every person with respect and fairness;
• valuing diversity and the benefit of combining the unique
qualities and strengths inherent in a diverse work force;
• understanding and appreciating cultural differences;

Respect for people
• helping to create and maintain safe and healthy
workplaces that are free from harassment and
discrimination;
• and working together in a spirit of openness, honesty,
and transparency that encourages engagement,
collaboration, and respectful communication.

Integrity
• Integrity is the cornerstone of good governance and
democracy.
• By upholding the highest ethical standards, public servants
conserve and enhance public confidence in the honesty,
fairness, and impartiality of the federal public sector.
• How ends are achieved is as important as the
achievements themselves.

Integrity
• For public servants, acting with integrity means:
• acting at all times in a manner that will bear the closest
public scrutiny, an obligation that may not be fully satisfied
by simply acting within the law;
• never using their official roles to inappropriately obtain
advantages for themselves or to advantage or
disadvantage others;

Integrity
• taking all possible steps to prevent and resolve any
real, apparent, or potential conflicts of interest
between their official responsibilities and their
private affairs, in favour of the public interest;
• acting in such a way as to maintain their employer’s
trust;

Integrity
• respecting confidential and protected information at all
times, as well as using good judgement when sharing
information and opinions (including through social media),
so as not to affect the reputation of the Government of
Canada, the Department, or colleagues;
• and displaying appropriate behaviour at all times, in
Canada and abroad, to maintain and enhance the public’s
confidence and trust in the integrity of the Public Service
of Canada.

Stewardship
• Federal public servants are entrusted to use and
care for public resources responsibly, for both the
short and long terms.
• For public servants, responsible stewardship means:
– effectively and efficiently using the public money,
property, and resources they manage;

Stewardship
• considering the present and long-term effects of
their actions on people and the environment;
• acting at all times in a way that contributes to
maintaining security and safety in the workplace;
• and acquiring, preserving, and sharing knowledge
and information as appropriate.

Excellence
• Excellence in the design and delivery of public-
sector policy, programs, and services is beneficial
to every aspect of Canadian life.
• Engagement, collaboration, effective teamwork,
and professional development are all essential to
a high-performing organization.

Excellence
• For public servants, excellence at work means:
• providing fair, timely, efficient, and effective services that respect Canada’s
official languages;
• continually improving the quality of policies, programs, and services they
provide to Canadians and other parts of the public sector;
• fostering a work environment that promotes teamwork, learning, and
innovation;
• and pursuing excellence in all aspects of our work, applying the full benefit of
learning opportunities, and striving for continuous improvement in the
delivery of our mandate.
– Source: Values and Ethics Code, Government of Canada 2014

Marcus Buckingham
• There is no such thing as a corporate culture
• Companies are made up of many cultures
• The strengths and weaknesses of which are a
result of local conditions
• Each manager is responsible for the culture s/he
creates

Mission, Vision, Values and Work:
Aligning The Organization for Higher Levels of
Personal Satisfaction and Productivity
Workforce ALIGNMENT Company
Mission SHARED Mission
Vision SHARED Vision
Values SHARED Values
Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

The Secrets of Effective Team Building
• Rule # 1: The “TEAM” is Spiritually Significant
• Rule # 2: Understand The Definition of Team
• Rule # 3: Communication is The Life Blood of The Team
• Rule # 4: There Must be A Business Purpose
• Rule # 5: Emotionally Intelligent Teams Work Best
• Rule # 6: A Team Requires 10 Functions Covered
• Rule # 7: You Must Work Through The 5 Stages Of Team
Development
• Rule # 8: Work With The 7 Team-Building Functions
• Rule # 9: Avoid The Principal Destructive Functions
• Rule # 10: Teams Have Less Need For Managers and More For
Coaches and Leaders

Apollo 13 Teamwork

Rule # 1: The “TEAM” is
Spiritually Significant
• Jesus formed a team
–Even Jesus knew he could
not change the world by
himself
–You need to coordinate the
energies of a range of
complementary people
working towards the same
goal

Jesus on Team Building
• He had a plan
–He had a clear picture of the big picture and
always gave his team clear instructions
• He trained his replacement
–He constantly reminded his team that
• “Greater things than I have done shall you do”

Jesus: Lead by Example
• He set an example
–The team was shocked when he
took off his garment and washed
their feet
–His answer was simple,
• “I am doing this to set an example
for you”

Jesus: Teams Should Have Fun
• He was constantly is a state of celebration
–His first “miracle” was turning water into wine (not
grape juice)
–He was always invited to parties and dinners
–The night before his arrest he gathers his staff to sing
and dine
–The constant message was
• “Why worry? Look at the flowers”

Rule # 2: Understand The
Definition of Team
• A group of interdependent
people
• They master effective
communication
• They are able to play a variety of
complementary roles

Definition of Team
•They agree on a goal
•They accept that the
best way to achieve
this goal is to work
together

Definition of Team
• They foresee each other’s needs
• They make useful suggestions to
each other
• They enhance each other’s strengths
• They compensate for each other’s
weaknesses

Definition of Team
• The result of this
process is usually a
synergistic level of
increased efficiency and
productivity

Rule #3 Communication
is The Life Blood of The Team
• Timely and Accurate
• People who have learned to
support and trust one another
share what they know freely
• Pass on the information that
members need to operate more
effectively

Communication is
• a huge umbrella that covers and affects all than goes on
between human beings

Communication is
• the single most significant factor that
determines the kind of relationships
we have and what happens to us

Communication & Conflict

This talk/listen cycle helps
to keep BP evenly regulated
• When we speak our blood
pressure goes up
• When we are listening attentively
in a relaxed manner, blood
pressure usually falls
• Heart rate slows - below resting
level

In periods of great stress
• communicating with others that pull us through
• renewing inner strength
• lifting our vision
• reaffirming the meaning of life

For the message to get through people must believe that
you are
• trustworthy
• likeable
• represent
warmth
• represent
comfort
• represent safety

This happens without words
• We plug into
thousands of
preconscious
cues

The First Brain:
The Non-reasoning
Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate instinctual
response
• Limbic system
–- The emotional centre

The New Brain:
The cerebral cortex
• Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making

To Get To The New Brain
•The message
must first pass
through the
first brain

COMMUNICATION and
The formation of beliefs
• MEDIAted CONTACT - 90%
• imMEDIAte CONTACT- 10%
– Your beliefs

EFFECTIVE COMMUNICATION…
• is based on emotional impact
• we must be believed to have impact
• ALL FIRST BRAIN
• LIKABILITY IS THE SHORTEST PATH
–TO BELIEVABILITY AND TRUST

Good communications means
• expressing yourself clearly
through verbal and non-verbal
language;
• listening so that you understand
what others are saying

HOW MUCH TIME DO YOU SPEND
COMMUNICATING?
•We spend between
50% and 80% of our
waking hours
communicating

COMMUNICATION IN A TEAM
• There can’t be collaboration
and support without
communication among the
people in a group

COMMUNICATING IN A TEAM
• The way people communicate with
one another-in both words and
nonverbal clues-
• Reflects how they feel about
working with one another
• Builds (or detracts from) the
team's effectiveness

Good Communication
• Gives clear messages
• conducive to people working productively
and harmoniously
• without misunderstanding and
misinterpretation

Good Communication
• As people on the team learn to take other
members at face value
–they build trust and credibility

The Twin Messages Are:
• 1. What you see
is what is there
• 2. What you
hear is what is
meant

The Spectrum of Communication
• Aggressiveness
• Assertiveness
• Responsiveness
• Non-assertiveness

Team: Relationships
• Effective Teams
• Trusting
• Respectful
• Collaborative
• Supportive
• Ineffective Teams
• Suspicious and
partisan
• Pragmatic, based on
need or liking
• Competitive
• Withholding

Team: Information
• Effective Teams
• Flows freely up,
down, sideways
• Full sharing
• Open and honest
• Flows mainly down a weak
horizontally
• Hoarded, withheld
• Used to build power
• Incomplete, mixed messages

Team: Conflict
• Effective Teams
• Regarded as
natural
–even helpful
• On issues
–not persons
• Frowned on
–avoided
• Destructive
• Involves personal
traits and motives

Team: Atmosphere
• Effective Teams
• Open
• Non-threatening
• Non-competitive
• Participative
• Compartmentalised
• Intimidating
• Guarded
• Fragmented
• Closed groups

Generations X,Y, Z
and the Others
Can You Gen-Flex?
2/22/2016 www.SlideShare.net 82

The Generations in 2015
• Traditionalists: 1922 – 1943 (over 70)
• Baby Boomers: 1944 – 1964 (51– 70)
• Generation X: 1965 – 1980 (35 – 50)
• Generation Y: 1981 – 1994 (21 – 34)
• Generation Z: 1995 - ? (Under 20)
2/22/2016 83www.SlideShare.net

Early Gen-Flexing
Jack Welch – Reverse Mentoring

Post-War Cohort/Traditionalists
• Born: 1928-1945
• Coming of Age: 1946-1963
• Age in 2012: 67 to 84
• Jamaica 65 & over Population 2011: 217,606
• This generation had significant opportunities in jobs and education as the
War ended and a post-war economic boom struck America.
• However, the growth in Cold War tensions, the potential for nuclear war
and other never before seen threats led to levels of discomfort and
uncertainty throughout the generation.
• Members of this group value security, comfort, and familiar, known
activities and environments.

Gen X

Generation X
• Born: 1965-1980
• Age in 2012: 36 to 46
• Jamaican Population 1970: 1.8 million
• Jamaica 30–64 Population 2011: 1.03 million
• Sometimes referred to as the “lost” generation, this was the first
generation of “latchkey” kids, exposed to lots of daycare and divorce.
• Known as the generation with the lowest voting participation rate of any
generation,
• Gen Xers were quoted by Newsweek as
– “the generation that dropped out without ever turning on the news or tuning
in to the social issues around them.”

Gen Y

Generation Y,
Echo Boomers or Millenniums
• Born: 1977-1994
• Age in 2012: 18 to 35
• Population 1982: 2.2 million
• Jamaica 15-29 population 2011: 751,489
• The largest cohort since the Baby Boomers, their high numbers
reflect their births as that of their parent generation..
– the last of the Boomer Is and most of the Boomer II s.

Rule # 4: There Must be A
Business Purpose
• Don’t assemble a
team unless it has a
real business
purpose that
requires diverse
skills and talents

Teams With Purpose
• Usually prove successful
• If the team were given the authority to
–Reassign persons
–Realign channels of authority
–Redesign work spaces
–Choose new suppliers
• It might transform an organisation

A Real Business Purpose
• Avoid the situation where teams are
assembled with the intent of being
fashionable
• Teams need specific problems to
solve or they flounder

Remember:
A Committee is Not a Team
•What is a committee?
• A group of the unwilling
–picked from the unfit
–to do the unnecessary
• Richard Harkness

Rule # 5: Emotionally Intelligent Teams Work Best
• Our specie has
probably gone as
far as we can
based on
cognitive
Intelligence alone
• The rest of the
journey will
require greater
development of
Emotional
Intelligence

Emotional Intelligence (EQ)
• The ability to sense,
understand, and
effectively apply the
power and acumen of
emotions
– as a source of human
energy, information,
trust, creativity and
influence

What is EQ?

EQ in Business

It Begins in The Brain
• Brain theory research
explains why some
people are more
inclined to naturally
utilize EQ

We Live In A
Left Brain Dominated World
• The dominant elements are
words, measurements and logic
• The subordinate functions tend
to be creativity, intuition and
artistry
• More pronounced in women

The New Work Order
• The Old Order was the work
of "half-brained" executives
• The New Order required the
strategic use of logic and
emotions
• so the need to develop the
subordinate side of the brain

Survival
• Nature developed our emotions over millions
of years of evolution
• Result
• Our emotions have the potential to serve us
today as a delicate and sophisticated internal
guidance system

The First Brain:
The Non-reasoning
Non-rational Part
• Seat of human emotion
• The brain stem
– Provide immediate
instinctual response
• Limbic system
– - The emotional centre

The New Brain:
The cerebral cortex
• Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making

A Few Principles
• All humans have basic
emotional needs
• Each of us has similar
–But different
emotional needs

Our Emotions
• Alert us when
natural human
need is not
being met

For Example
• When we feel lonely,
–Our need for connection
with other people is
unmet

For Example
• When we feel afraid,
–Our need for safety is
unmet

For Example
• When we feel rejected,
–Our need for acceptance
is unmet

Decision Making
• Our emotions
–Valuable source of
information
–Help us make
decisions

Studies Show
• When a person's emotional
connections are severed in the brain,
he can not make even simple decisions
• Why?
–Because he doesn't know how he
will feel about his choices

Boundary Setting
• When we feel
uncomfortable with
a person's behavior,
our emotions alert
us

If We Learn
to Trust Our Emotions
• And feel confident
expressing ourselves
• We can let the person know
we feel uncomfortable as
soon as we are aware of our
feeling

Result
• This will help us set
our boundaries
• Necessary to protect
our physical and
mental health

Communication
• Our emotions help us
communicate with others
• For example,
–Our facial expressions can
convey a wide range of
emotions

If We Look Sad or Hurt
• We are signalling
to others that we
need their help

If We Are Verbally Skilled
• We will be able to
express more of our
emotional needs and
thereby have a better
chance of filling them

If We Are
Effective at Listening
• To the emotional troubles of others,
• We are in a better position to reach others,
• We are in a better position to bridge the gaps

Unity
• Our emotions are perhaps the greatest
potential source of uniting all members
of the human species
• Our various religious, cultural and politial
beliefs have not united us

Far Too Often
• They have tragically
and even fatally
divided us
• Emotions are
universal

Charles Darwin
• Wrote about this years
ago in one of his lesser-
known books
–"The Expression of
Emotion In Man and
Animal”

The Emotions of
• Empathy, Compassion,
Cooperation, and
Forgiveness
• All have the potential
to unite us as a
species

Generally Speaking:
• Emotions unite us
• Beliefs divide us

Emotions
• Help us establish our boundaries
• Have the potential to unite and
connect us
• Can serve as our inner moral and
ethical compass
• Are essential for good decision
making

Emotions: Conventional vs.
High Performance Meaning
• CONVENTIONAL HIGH PERFORMANCE
• Signs of weakness - Sign of strength
• No place in business - Essential in business
• Avoid emotions - Emotions trigger learning
• Confuse - Explicate (clarify)
• Table them - Integrate them
• Avoid emotional people - Seek them out

• Pay attention only to thoughts of
- Listen for the emotions in
• Use of non emotional words
- Use of emotional words
• Interfere with good judgement
- Essential to good judgement
• Distract us - Motivate us

• Sign of vulnerability
- Make us real and alive
• Obstruct, or slows down reasoning -
- Enhance, or speeds up reasoning
• Form a barrier to control
- Build trust and connection
• Weaken fixed attitudes
- Activates ethical values

• Inhibit the flow of objective data
- Provide vital information and feedback
• Complicate management planning
- Spark creativity and innovation
• Undermine authority
- Generate influence without authority

If You Want to Raise the EQ in Your Organization
• Start asking people how they feel
• Insist on getting feelings as the response
• Not thoughts disguised as feelings
• Examples of thoughts in disguise:
– I feel like... I feel that..., I feel as if...

Here Are Some Steps to Follow:
• Step 1:
– Start with these feelings
• Ask them specifically, on a scale
of 0-10 how much they feel:
– Respected
– Appreciated
– Supported

Then Wherever the Number Is Less Than 10
• Ask what it would
take to raise the
numbers
• Then do it

Next, Ask About
How Much They Feel
• Criticized
• Controlled
• Ask what it would
take to lower the
numbers
• Then take action

Step 2
• Start expressing your own feelings
• Begin sentences with:
– I am afraid...
– I feel confused about...
– I appreciate...
– I feel concerned about…

Step 3
• After expressing your
feelings
• Let your employees figure
out what to do
• Don't tell them
• Don't underestimate their
intelligence and rob them
of a chance to feel good
about themselves

Step 4
• Start thinking about the impact your
words have on their feelings
• Remember
–We all do our best work when we feel good
about ourselves

Ronald Reagan

Rule # 6: A Team Requires
10 Functions to be Covered
•A variety of functions
are required for a
operate optimally
• Visionary
• Pragmatist
• Explorer
• Challenger
• Referee
• Peacemaker
• Beaver
• Coach
• Librarian
• Confessor

Visionary
• Should be one or more in the
team able to see beyond the
team's own requirements

Pragmatists
• Acts as foil to
the visionary
and his or her
supporters

Explorer
• Seeks information,
material and
support from
outside the team
environment

Challengers
•There will always
be somebody who
challenges the
accepted position

Referee
•Takes as near an
independent view of
team progress and
decisions as is
possible

Peacemaker
• The team will have friction
between its individual members
from time to time

Beaver
• Does all the work!
• The worker bee
• The soldier ant
• The company worker
• The Mr./Ms fix it

Coach
• Morale is not always going to be the
high in a team, even in the best-led
groups
• There will be times when the team
loses its direction or loses its own
focus of its mission

Librarians
• The librarian is the
repository to which
team members can
go for historical
information about
what the team has
been doing

The Confessor
• There is a need for someone
to whom members can tell all
their troubles
• A shoulder to cry on
• A priest to whom to confess

Rule # 6: A Team Requires
10 Functions to be Covered
• A variety of
functions are
required for a
operate
optimally
• Visionary
• Pragmatist
• Explorer
• Challenger
• Referee
• Peacemaker
• Beaver
• Coach
• Librarian
• Confessor

Rule # 7: You Must Work Through The 5
Stages Of Team Development
Forming
Storming
TransformingNorming
Performing

FORMING
• The start-up stage
• Purpose and expectation
unclear

Members
Test the Waters to Determine
–Acceptable behavior
–The nature of their task
–How the group will get its work done
–They want to be told what to do
–Interactions are superficial
–Tend to be directed to the formal leader

STORMING
• This stage is characterized by
conflict and resistance to the
group’s task and structure
• Team members express concerns
and frustrations
• Freely exchange ideas and
opinions

STORMING
• Team is learning to
deal with differences
in order to work
together to meet its
goals
• A team that doesn’t
get through this
stage successfully is
usually more
divided and less
creative

HOW DO YOU COPE WITH
CONFLICTS?

Managing Conflict

BASED ON PAST EXPERIENCES
WE ALL ADOPT A STYLE FOR HANDLING CONFLICT
• For some it facilitates smooth
interpersonal relations
• for others it borders on destructive
behaviour

WHAT IS YOUR CONFLICT STYLE?
1. Win/Lose - Competing
2 Yield/Lose - Accommodating
3. Compromise
4 Lose/Leave - Avoiding
5. Win/Win - Collaborating

THE CONTEXTUAL STYLE
• All five of the positions outlined above
presuppose that the participants in a conflict
have a well-established, consistent conflict
style.
• But what about individuals who vacillate
during the course of conflict resolution?
• They may use all five techniques at various
times or in various conflicts.

THE CONTEXTUAL STYLE
• In most organizations,
– this chameleon-like, contextual style is the most common
style of conflict resolution.
• Understanding the variations of conflict resolution,
–individuals should adopt whatever seems best for a
particular situation or whatever has been reinforced by past
experience.

NORMING STAGE
• A sense of group cohesion
develops in this stage

NORMING
• Members accept the team and develop norms for
resolving conflict, making decisions, and completing
assignments
• Members enjoy meetings and freely exchange
information
• Shared leadership emerges
• Risk of stagnating into groupthink

PERFORMING STAGE
• Now team work really begin
•This is the payoff stage

Performing
• Team has structure and purpose
• Ready to tackle task
• Members take initiative
• Problem-solving and decision-making procedures
emphasize results

As the Team GELLS
• It receives recognition from
other parts of the organization
• Complacency is a risk
• May show up in missed
deadlines or a lack of creative
spark
• The bad habits of earlier stages
may reappear

Jamaica’s Greatest Team Achievement

Rule # 8: Work With The 7
Team-Building Functions
• SUPPORTING
• GATEKEEPING
• HARMONIZING
• PROCESS
OBSERVING
• CONFRONTING
• MEDIATING
• SUMMARIZING

SUPPORTING
• Support and encouragement of
another member result in more
and better contributions
• member realizes contribution
will be accepted and considered
• not put down or discounted.

CONFRONTING
• There are times
when a person’s
behaviour is
detrimental to the
success of the team
as it works towards
its goals

EXAMPLES OF CONFRONTING
• The “offender” may try to keep others
from offering their ideas
• May publicly make fun of the
contributions
• May say unkind words about another
person that has nothing to do with the
inherent value of his or her contribution

CONFRONTING
• Confronting is a constructive role when it is
confined to people’s behaviour
• When one member confronts another’s
personality, or presumed attitudes or motives,
the result is usually disruption of the group’s
work and resentment in the person who is
being confronted

GATEKEEPING
• When the gate seems closed to some
contributors, a team member performs as
gatekeeper:
• Some members of a team are less assertive and
others are far more so
• Some opinions from the somewhat retiring
people get ignored
• They may not even be expressed

MEDIATING
• Groups can get quite
stuck during a debate
• Mediating can break
the stall and push the
discussion forward

HARMONIZING
• During a heavy debate-style disagreement, the
disputants can become so involved in scoring points
for themselves that they fail to realize their
agreement on certain points
• Summarizing the various views can show how close
they actually are

During The Summary
• Other members of the
team are invited to
help the debaters build
on the areas of
agreement that they
have not listened to
during the intense
discussion

Summarizing
• Summarizing gives
the group time to
breathe
• A good summary
clarifies some of the
confusion
1 1 3 

PROCESS OBSERVING
This aspect of the team process is often neglected
• The dynamics of
the group
• What goes on
between the
members of the
team.?
• Are there power
or control issues
among the
members?

PROCESS OBSERVING
• Forces the group to look at
how it is functioning -
• Something that the group
might not have done
otherwise
• If only because it was so
involved in the details that
it couldn’t see the whole
picture

Rule # 9: Avoid The Principal
Destructive Functions
• Shutting off
• Analysing or
Labelling
• Dominating
• Yes-butting
• Naysaying

SHUTTING OFF
• Dayn is talking
• Suddenly, Sandra says, "Hey, that reminds me of
something. Do you remember when? . .
• Dayn is probably sitting there with his mouth open,
a quizzical look on his face.
• Sandra has shut him off - has silenced him

ANALYSING OR LABELLING
• When you put labels on a person's behaviour
• Or you try to describe his or her attitudes or
motives,
• You're threatening a discussion.

DOMINATING
• The dominator likes to take over the discussion
• He may rationalise,
– "I'm a person who likes to get things done, so let's cut through all
this nonsense and get our act together,“
– or "We're really wasting time. I say we should vote on this and
move on"

YES-BUTTING
• One of the most common behaviours in a group
discussion
• For example,
–"Yes, I understand what you're saying, but I think you're
missing the point"
• Translated:
–"I hear you, but you're wrong."

Naysaying
• In many groups someone declares them self the "devil's
advocate,"
• The function it is to make sure that whatever is bad about
another person's idea gets expressed.
• So relentless can such Naysayers be in emphasising what is
wrong, that what is right can get buried.
• The discussion becomes lopsided.

Unfortunately
• No has a power
that is
disproportionate
in many
deliberations

Rule # 10:
Teams Have Less Need For Managers and
More For Coaches and Leaders
• Coaches help teams solve problems
• Old Order bosses design and allocate
work, supervise, check, monitor and
control
• Teams do these things for
themselves

LET'S GET RID OF MANAGEMENT
People don't want to be managed,
They want to be led.
Whoever heard of a world manager?
World leader, yes
Educational leader Political leader
Religious leader Scout leader
Community leader Labour leader
Business leader Gang Leader
They lead They don't manage

Moses
•Did he
manage
•Or lead?

THE CARROT ALWAYS WINS OVER THE STICK
• Ask your horse
–You can lead your
horse to water,
• But you can't manage
him to drink

www.LTSemaj.com 194
IF YOU WANT TO MANAGE SOMEBODY,
•Manage yourself
• Do that well and you'll be
ready to stop managing
•And start leading
2/22/2016

Teams
•No one is
smarter
than a
team

Activities
END
• What’s Your Position?
2/22/2016 www.LTSemaj.com 197www.jobbank-ja.com 197

What’s Your Position?
• Up until recently, John Brown worked with Big Timers
International.
– He had worked there for over 20 years
• He used to have a very good income and many benefits
including medical insurance that allowed for treatments
overseas
• His post was made redundant
• Now his family is in crisis
• They are living very marginally as he has not been able to secure
another job and his wife has not been able to work

• She is very ill and needs to have treatments and medication that
is very costly
• Her monthly bill for medicine alone is over J$40,000.00
• They have no health insurance
• She has run out of medication
• John breaks into a pharmacy and steals the medication for his
wife
• He is arrested and charged as he was caught on the security
cameras
• If found guilty, he will be sentenced to 6 years hard labour.

• Do you agree with this?
• Be prepared to argue your point
–Strongly Agree
–Somewhat Agree
–Disagree
–Strongly Disagree
• The participants are allowed to choose
their side and to discuss why they have
taken that posture

• Phase Two:
• You are now the members of the jury
and must arrive at a unanimous
decision, the verdict on this case
–Guilty or Not Guilty
• You must also decide the punishment

The Secrets of Effective Team Building
• Rule # 1: The “TEAM” is Spiritually Significant
• Rule # 2: Understand The Definition of Team
• Rule # 3: Communication is The Life Blood of The Team
• Rule # 4: There Must be A Business Purpose
• Rule # 5: Emotionally Intelligent Teams Work Best
• Rule # 6: A Team Requires 10 Functions Covered
• Rule # 7: You Must Work Through The 5 Stages Of Team
Development
• Rule # 8: Work With The 7 Team-Building Functions
• Rule # 9: Avoid The Principal Destructive Functions
• Rule # 10: Teams Have Less Need For Managers and More For
Coaches and Leaders

A manifesto for small teams doing important work
• We are always under tight deadlines, because time is our most valuable asset.
• If you make a promise, set a date. No date, no promise.
• If you set a date, meet it.
• If you can't make a date, tell us early and often. Plan B well prepared is a better strategy than hope.
• Clean up your own mess.
• Clean up other people's messes.
• Overcommunicate.
• Question premises and strategy.
• Don't question goodwill, effort or intent.
• "I'll know it when I see it," is not a professional thing to say. Describing and discussing in the abstract
is what we do.
• Big projects are not nearly as important as scary commitments.
– Seth Godin, Feb 18, 2016

A manifesto for small teams doing important work
2/22/2016 www.LTSemaj.com
204
• If what you're working on right now doesn't matter to the mission, help someone else with their work.
• Make mistakes, own them, fix them, share the learning.
• Cheap, reliable, public software might be boring, but it's usually better. Because it's cheap and reliable.
• Yesterday's hierarchy is not nearly as important as today's project structure.
• Lock in the things that must be locked in, leave the implementation loose until you figure out how it can
get done.
• Mostly, we do things that haven't been done before, so don't be surprised when you're surprised.
• Care more.
• If an outsider can do it faster and cheaper than we can, don't hesitate.
• Always be seeking outside resources. A better rolodex is better, even if we don't have rolodexes any more.
• Talk to everyone as if they were your boss, your customer, the founder, your employee. It's all the same.
• It works because it's personal.

Your Action Plan:
Time
Frame YOU
Your
Team
Immediately
Next 4 Weeks
Next 4 Months

Canada mastering the team approach - feb2016

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