INTRODUCTION 4 th September 2018 A little about me Neil Arnott 30 - - PowerPoint PPT Presentation

INTRODUCTION

4th September 2018

A little about me…

 Neil Arnott  30 years experience in management, accounting

and education

 Written 18 text books  Co-owner of Escape Room Scarborough since

January 2018

SESSION ONE

“What’s My Role?”

Session One –

 “What’s My Role?” We all work in teams – but how do we fit in? What elements link the most successful teams? How can I understand my role (and that of

• thers) in creating a successful team?

What is a Team?

 “A group of people working together to achieve

defined objectives”

 Teams are created by management  ‘Long-term’ teams – eg normal working team  ‘Special’ teams – eg for a one off project

 Aim – the perfectly performing team

Benefits of Teamwork

 Pooling of skills and abilities  Creative thinking  Motivation  Help and support  Move to Mission

Creating New Teams

 May be a new team, or changes to an established

team

 Change causes stress Resistance to change Fear of the unknown – new job roles, new

people

Changing team dynamics need to be managed

Forming, Storming, Norming, Performing

 Bruce T

uckman

 Identified 4 ‘stages’ of team development

Four stages of a team

1.Forming – the team is created. Individuals are generally polite but

• wary. High dependence on leaders

for guidance and direction – there is uncertainty about roles and responsibilities and leaders need to direct

Four stages of a team

• 2. Storming – team members

compete for position, cliques form, power struggles and dissent. Compromises may be needed and leaders need to coach

Four stages of a team

• 3. Norming – agreement and

consensus about roles and responsibilities; big decisions made by group agreement but smaller decisions can be delegated. Growing respect for each other and the

• leader. May be fun or social
• activities. Leader needs to facilitate

and enable

Four stages of a team

• 4. Performing – team is strategically

aware, has shared vision and can

• perate on its own – there is a high

degree of autonomy and any disagreements are easily resolved. Team requires no instruction and the leader delegates and oversees

Second questionnaire

Team Members

 All people are different…they have different

skills, knowledge and personalities

 A team’s effectiveness will depend upon the

combination of team members having the right skills and personalities to work well together

 Each member should ‘know their role’

Team Members

TIGGERS are full of energy and love nothing better than to bounce around…”Cos that’s what Tiggers do best” Tiggers will take on new projects with great enthusiasm and are brilliant at motivating everybody else in the early

• stages. However, they quickly lose

enthusiasm and get bored, and want to be off trying new things before finishing off what they started Tiggers can also rub some people up the wrong way with their unending energy and enthusiasm

KANGA is a ‘mother figure’. Kanga is mother not only to Baby Roo, but to all the other characters. She is kind, thoughtful and caring. Kangas are good at lifting people’s spirits when they are low; they provide solid, sensible advice and always seem to know the right thing to say in any difficult situation. Kangas are not really ‘action-driven’ – they may seem a little slow to react to new opportunities and lacking in ‘killer instinct’

EEYORES are generally seen as somewhat dull, boring, negative, slow and lacking in energy Eeyores are generally pessimistic about change, but once involved they are loyal and hardworking. They act as a calming influence to Tiggers, slowing them down and ensuring rash decisions are not taken.

OWLS are generally know-it-alls. They love to use long words and waffle on and on. They are generally wise, but are also often full of their own self- importance. Owls genuinely want to give the best advice, and believe they are doing so. However, their advice will sometimes

• backfire. They often love to direct
• thers but are not prepared to get

their own hands dirty. Others respect them, however, because of their perceived wisdom, knowledge, experience or professionalism

RABBITS are organisers… can be thought of as ‘Captain Rabbit’. They run around issuing orders to others, keeping the team in order. They have energy, but this is often wasted running around rather than acting. Rabbits can often seem bossy and self-important; however, in a crisis a rabbit can be useful because they get people organised and into action

PIGLETS are worriers. They are frightened of change, of new things. They are happiest ‘tagging along’ with

• thers, but they are hard workers,

and tremendously loyal. Piglets are often guilty of under- estimating their own abilities; they

• ften have lots to offer a team but

are not prepared to volunteer

• themselves. Their contribution and

potential can often be ignored. It needs an effective manager – or sometimes a crisis – to see the true strength of a piglet

POOH is a happy-go-lucky, friendly

• character. Not particularly bright or

academic, not always the hardest- working or most ambitious, Pooh is the ‘glue’ that holds the team together. Pooh enjoys the simple things in life. He is gifted with an uncommon, clear- eyed wisdom – things just seem to ‘happen’ (such as his invention of Pooh Sticks). What is most important for Pooh is the well being, happiness and feelings

• f his friends, and he is often the first

character that others turn to in a crisis, or for support or help.

Capt. Mainwaring Sgt Wilson Cpl Jones Private Pike Private Fraser Private Godfrey

Pompous, self- appointed leader Diffident, self-

• effacing. Offers

sound advice Easily excitable, boyish enthusiasm Happy-go-lucky, untroubled Dour, blunt, gloomy outlook Quiet, amiable, vague, frail Capt. Mainwaring Sgt Wilson Cpl Jones Private Pike Private Fraser Private Godfrey

Pompous, self- appointed leader Diffident, self-

• effacing. Offers

sound advice Easily excitable, boyish enthusiasm Happy-go-lucky, untroubled Dour, blunt, gloomy outlook Quiet, amiable, vague, frail RABBIT / OWL KANGA TIGGER POOH EEYORE PIGLET

Personality Assessment

 Meredith Belbin  Identified Team ‘Roles’

 Said a successful team needs a balance of different skills and personalities  Everybody is made up of a mix of these personalities  Identified different (but over-lapping) role types

So which are you?

 Identify two highest scoring categories – these are

likely to be your key roles

 Identify lowest scoring categories – these are

likely to be your least favourite roles

Implementers (IMP)

 Strengths

 Practical common sense  Self-controlled  Makes things happen  Disciplined  Loyal to organisation  Reliable

 Allowable Weaknesses

 Lack spontaneity  May be ‘rigid’ or

‘inflexible’

 Maybe slow to respond

to new opportunities

Co-Ordinators (CO)

 Strengths

 Mature  Confident  Delegates and organises  Good chairperson  Clarifies goals and objectives

 Allowable Weaknesses

 My be seen as

manipulating others

 Off loads own work to

• thers

Shaper (SH)

 Strengths

 Motivated  Competitive  Drives the team forward  Headstrong  Generates action  Imposes own ‘shape’ on

the group

 Allowable Weaknesses

 Push others into action  Emotional  Does not respond well to

weakness or failure

 Frustration  May lack interpersonal

skills

Plant (PL)

 Strengths

 Creative  Imaginative  Thinks outside the box  Solves difficult problems  ‘Ideas Person’

 Allowable Weaknesses

 Ignores detail  Doesn’t always

communicate ideas well

Resource Investigator (RI)

 Strengths

 Extrovert  Enthusiastic  Communicative  Explores opportunities  Develops Contacts

 Allowable Weaknesses

 Over-optimistic  May lose interest after

initial enthusiasm

Monitor Evaluator (ME)

 Strategic  Discerning  Maybe good at analysing

• ptions

 A good judge  Allowable Weaknesses  Lacks drive  Doesn’t engage or

inspire others easily

Completer Finisher (CF)

 Strengths

 Painstaking  Conscientious  Anxious  Finds errors or omissions  Hits deadlines

 Allowable Weaknesses

 Can be a worrier  Doesn’t see big picture  Won’t delegate

Team Worker (TW)

 Strengths

 Co-operative  Mild  Perceptive to people  Diplomatic  Good Listener  Averts friction  The ‘glue’

 Allowable Weaknesses

 Indecisive  Avoids conflict

Specialist

 Belbin subsequently introduced an extra role – the

Specialist – who brings expert knowledge to the team

Session Two

Things Ain’t What They Seem

So…did you see it?

 Over 50% of people do not see the gorilla  I did not the see the gorilla!  However, in tests a far higher proportion of

people said they believed they would see it

Session Two

 “Things Ain’t What They Seem” Everybody perceives the world differently How does this affect the way we think, act and

work?

How fallible are we – and what impact does this

have on us?

Some Amazing Brain Facts

The typical brain comprises about 2% of the body’s total weight Your brain is 73% water and weighs about three pounds. The latest estimate is that our brains contain roughly 86 billion brain cells. Each neuron can transmit 1,000 nerve impulses per second and makes as many as tens of thousands of synaptic contacts with

• ther neurons.

A piece of brain tissue the size of a grain of sand contains 100,000 neurons and 1 billion synapses, all communicating with each other.

But despite all that…

 The human brain is incredibly fallible  We make mistakes all the time  We forget things  We can generally only focus on one thing at a

time

Inattentional Blindness

 We believe we would be good at spotting things

• ut of the ordinary

 BUT WE ARE NOT!

The Impact of Inattentional Blindness

 We are fallible – but we don’t believe we are!  We believe we will see more than we do, react

quicker than we do and overestimate our ability to multi-task

 Normally this does not create problems but…

The Impact of Inattentional Blindness

Causes

 Overload – engaging attention on a high load has a

strong effect on the brain’s response to the rest

• f the world

 The visual cortex ceases to respond to unattended

information

 Neurons in the brain respond more weakly and

their orientation is less specific, less precise and more ‘noisy’

Contributory Factors

 The greater the demands on our attention, the

less likely we will see something unexpected

 The more like the ‘ignored’ elements of a scene

something is, the less likely we are to spot it

 The more distracted we are, the less likely we are

to see something

 The more tired we are, the less likely we are to

see something

Overload of stimuli

Probable Effects of Inattentional Blindness

 Accidents  Errors  Misjudgements  Inaccurate testimony

Do you remember earlier?

 The ‘visitor’ to the session?  Could you describe him?  What clothes was he wearing – top, trousers,

shoes, hat?

 What hairstyle and facial hair did he have?  Was he wearing glasses?  Can you describe the car?

The fallibility of eye-witnesses

 Most studies show that eye witness accuracy is

low

 Eye witnesses who claim to be confident in their

statement are only very slightly more likely to actually be accurate

 Jurors place great emphasis on eye witness

statements

Selective Attention

 Paying attention only to part of the evidence, and

disregarding the rest – consciously or sub- consciously

We miss information that could help disprove our belief

We take in only a biased selection of the evidence, leading to biased interpretations and biased memories

Applying this to the workplace

 Particular concern in healthcare

 Dealing with patients  Diagnoses  Complaints  Disputes within the team

What are the implications?

 There is little we can do to improve – but it helps to be

aware of our failings

 Understand how overload and other factors can affect

• bservation and judgement

 Recognise our intuitions may be wrong more often that

you would think

 Maximise attention by minimising distractions  Pay attention to what others might not notice – don’t

assume everybody will see everything

 Importance of contemporaneous record keeping

One last try…

THANK YOU!