CHRM 302 Exam 2

TEAM

• Trust

• Empowerment

• Accountability

• Mission

Team building pointers

• Foster open communication,

• clarify roles,

• set clear goals,

• and celebrate successes.

• Address conflicts early

Pareto principle

• The 80/20 rule: 80% of results come from 20% of efforts.

• Focus on high-impact tasks or team members to maximize efficiency.

Strengths Based Leadership

• Focus on leveraging individual strengths (rather than fixing weaknesses) to enhance leadership and team performance.

• Assign roles based on team members’ strengths (e.g., a “Communicator” leads presentations).

• Foster collaboration by pairing complementary strengths.

• Encourage team members to develop their strengths through training or practice.

I am a:

• Belief

  • I have high convictions and high drive on those convictions

• Arranger

  • Good at solving complex problems

  • High adaptability

• Relator

  • Have a set of friends

  • Takes a minute to get used to having people in

  • Once in, theyre in

Conflict in teams

Where Conflict is Born:

• Miscommunication, unclear roles, differing values/goals, or personality clashes.

• External stressors (e.g., deadlines) can exacerbate tensions.

How to Lead in Conflict:

• Stay calm and neutral; listen actively to all parties.

• Identify the root cause and facilitate open dialogue.

• Use mediation techniques (e.g., restating positions, finding common ground).

• Implement solutions that align with team goals.

Why Conflict is Needed:

• Healthy conflict drives innovation, challenges assumptions, and fosters growth.

• Avoiding conflict can lead to stagnation or unresolved issues.

Ladder of Inference

• Concept: A mental model describing how people make decisions based on assumptions.

• Steps:

  1. Observe Data: Notice raw information (e.g., a team member misses a deadline).

  2. Select Data: Focus on specific details (e.g., they seemed distracted).

  3. Add Meaning: Interpret based on personal beliefs (e.g., they’re uncommitted).

  4. Make Assumptions: Generalize (e.g., they don’t care about the team).

  5. Draw Conclusions: Form beliefs (e.g., they’re unreliable).

  6. Take Action: Act based on conclusions (e.g., confront or exclude them).

• Leadership Application: Avoid jumping up the ladder too quickly; verify assumptions with evidence and dialogue.

Five Dysfunctions of a Team (Patrick Lencioni)

• Dysfunctions:

  1. Absence of Trust: Team members fear vulnerability, hide weaknesses.

  2. Fear of Conflict: Avoidance of healthy debate stifles ideas.

  3. Lack of Commitment: Unclear goals or buy-in leads to disengagement.

  4. Avoidance of Accountability: Failure to hold peers accountable lowers standards.

  5. Inattention to Results: Focus on personal goals over team outcomes.

• Symptoms:

  1. Trust: Defensiveness, lack of openness.

  2. Conflict: Artificial harmony, suppressed opinions.

  3. Commitment: Ambiguity, missed deadlines.

  4. Accountability: Low performance, blame-shifting.

  5. Results: Ego-driven decisions, poor outcomes.

• Solutions:

  1. Trust: Build vulnerability through team exercises (e.g., sharing personal stories).

  2. Conflict: Encourage constructive debate and model healthy conflict.

  3. Commitment: Clarify goals and ensure buy-in through discussion.

  4. Accountability: Set clear expectations and provide regular feedback.

  5. Results: Align team with shared objectives and celebrate collective wins.

Life Cycle of a Team (Tuckman’s Model)

• Stages and Order:

  1. Forming: Team forms, members are polite but cautious.

  2. Storming: Conflicts arise as roles and goals are clarified.

  3. Norming: Team establishes norms, cohesion grows.

  4. Performing: Team works effectively toward goals.

  5. Adjourning: Team disbands or transitions (sometimes called Mourning).

• Key Words:

  1. Forming: Uncertainty, orientation, dependence.

  2. Storming: Conflict, competition, frustration.

  3. Norming: Cooperation, trust, structure.

  4. Performing: Productivity, interdependence, success.

  5. Adjourning: Closure, reflection, transition.

• Tasks:

  1. Forming: Set goals, define roles.

  2. Storming: Resolve conflicts, clarify expectations.

  3. Norming: Build relationships, establish processes.

  4. Performing: Focus on task execution.

  5. Adjourning: Celebrate achievements, plan next steps.

• Leadership Responsibilities:

  1. Forming: Provide direction and structure.

  2. Storming: Mediate conflicts, encourage communication.

  3. Norming: Reinforce norms, foster collaboration.

  4. Performing: Delegate, support high performance.

  5. Adjourning: Facilitate closure, recognize contributions.

Follower Styles for DISC Personalities

• DISC Overview:

  • Dominance (D): Results-driven, decisive, direct.

  • Influence (I): Enthusiastic, social, persuasive.

  • Steadiness (S): Cooperative, loyal, steady.

  • Conscientiousness (C): Analytical, detail-oriented, cautious.

• Follower Styles:

  • D: Prefer clear goals, autonomy; may challenge authority.

  • I: Thrive on recognition, collaboration; may need focus.

  • S: Value stability, clear instructions; resist rapid change.

  • C: Seek structure, data; may overanalyze.

• Leadership Adaptation:

  • Tailor communication and tasks to each style (e.g., give D-types leadership roles, provide C-types detailed plans).

Leadership Styles

• Key Styles:

  • Transformational: Inspires change through vision and motivation.

  • Servant: Prioritizes team needs, fosters growth.

  • Situational: Adapts style based on team needs and context.

  • Authoritative: Provides clear direction, useful in crises.

• Christian Leadership Context: Emphasize humility, service, and alignment with biblical principles.

Bolsinger’s Concepts (Canoeing the Mountains)

• What Does NOT Produce Change:

  • Relying solely on technical fixes, ignoring adaptive needs.

  • Avoiding conflict or hard conversations.

  • Sticking to outdated methods in new contexts.

• Adaptive vs. Technical Challenges:

  • Technical: Problems with known solutions (e.g., fixing a schedule).

  • Adaptive: Complex issues requiring new learning and behavior change (e.g., shifting team culture).

• Relational Congruence:

  • Aligning actions with stated values to build trust (e.g., modeling integrity).

• Trust On and Off the Map:

  • On the Map: Trust in familiar settings through consistency.

  • Off the Map: Trust in uncertainty through vulnerability and shared vision.

Active Listening Principles

• Key Principles:

  • Full Attention: Eliminate distractions, maintain eye contact.

  • Paraphrasing: Restate what’s said to confirm understanding.

  • Clarifying Questions: Ask open-ended questions to deepen insight.

  • Empathy: Acknowledge emotions (e.g., “I hear your frustration”).

• Leadership Role: Builds trust, resolves conflicts, and fosters collaboration.

Extra Grace Required Team Members

• Monopolizing mike

  • Talks the whole time about the same stuff and is super passionate

• Shy sherry

  • Never shares anything

  • Doesnt look in the eyes

• Expert ed

  • Always correcting people

  • Is never wrong

• Annie the advice giver

  • Always knows what to do

  • Always makes a suggestion

• Put down patty

  • Criticizes everyone

  • Passive aggressive

• Crisis Chris

  • Always in crisis

  • Feels like no one can help him the right way

  • No one does enough