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see the fiies and write about it both work group presentation for this reason write about team work I need 3 pages in word

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HBR Guide to Leading Teams Build Your Team’s Infrastructure Section 1 Chapter 3: Establish Your Team’s Goals ● Before diving into work, teams need to establish both task and process goals. ● Establishing both goals makes group decisions easier and sets the framework for accountability. Task Goals Process Goals Outcomes WHAT gets done Involves actions, deadlines, and metrics Approach to working together HOW things get done Defines culture and values of team Chapter 3: Establish Your Team’s Goals ● Task Roles: oriented towards task accomplishment ● Maintenance Roles: oriented towards maintaining good relations within the team Chapter 6: Set the Stage for Accountability ● It’s important to monitor and track goals/roles/code of conduct ● Defining how to celebrate successes and scheduling periodic and final debrief meeting upfront helps accountability. ● To build a feedback culture, make sure everyone agrees on when/how to give and receive feedback. Chapter 6: Set the Stage for Accountability Setting the Stage for Accountability: Defining how to celebrate success upfront Manage Your Team Section 2 Ch 8: Make Optimal Team Decisions ● KEEP THINGS OPEN ○ TO CONSIDER ALL individual, group, task, environmental FACTORS ○ THINK GOOD, NOT RIGHT ● ENCOURAGE DISSENT - overcomes group problems, like apathy ● PRACTICE DEBATE/ADVOCACY ○ Generate arguments in open debate (& on paper) ○ Consider +’s and -’s of all options: ■ Have “pro” advocates argue the “con”-side “BE THE GATEKEEPER” - encourage, facilitate, drive, moderate Ch 8: Make Optimal Team Decisions Holding the Group Accountable ● Discuss after each meeting ○ What should we stop? ○ What should we start? ○ What should we continue? ● Have members rate the group publicly and/or privately (Templates available) Individual Accountability - Positive Peer Pressure Share open, constructive feedback for individuals • Start/Stop/Continue questions - What should he/she start doing? • Find areas (1 or 2 areas ideally) to improve performance Ch 8: Make Optimal Team Decisions Individual Accountability - Positive Peer Pressure (Cont’d) ● Seek accountability while seeking greater understanding of issues ○ Resource check -Make sure they have resources to resolve issues ○ Uncover motivations ○ Adjust expectations when necessary ● Find solutions with problem-childs ○ Try “soft” approach to motivating ○ Try “hard” approach if necessary Making Optimal Team Decisions & Hold People Accountable…. @ Jurassic Park Ch 10: Give People Recognition Top 4 human motivators: Recognition, achievement, control and a sense of belonging ● Connect one-to-one: ○ ○ Privately provide extra feedback beyond appraisals (helping people grow through challenging tasks, coaching) Written acknowledgments (with a helpful “CC”) Ch 10: Give People Recognition ● Make sure to include positive feedback: ○ ○ ○ Don’t limit to recognition acknowledgement to behaviors that should be added, dropped or changed What behaviors should continue? Specific contributions? Meetings with only positive feedback (on occasion) ● Share Credit Publicly (examples): ○ ○ Have every member sign proposals Have every member participate in final presentations Ch 11: Resolve Conflicts Constructively ● Why conflicts arise: ○ ○ ○ Different work styles Opposing ideas, perspectives and opinions Anger or hurt feelings Ch 11: Resolve Conflicts Constructively ● How to handle conflicts? ○ ○ ○ ○ ○ ○ Identify the cause Revisit the teams rules ■ Gaps we may not have noticed when articulating our rules ■ Whether our existing rules are explicit and effective ■ Whether individuals have “drifted” from the rules Point out strengths Foster empathy Reframe the conflict Envision the future Ch 11: Resolve Conflicts Constructively Close Out Your Team Section 3 Section 3 Ch 14 Deliver the Goods Ch 15 Learn from your Team’s experiences Keep everyone focused and working productively until the end . like Manage Emotions Reflect on what worked and what didn’t .like Evaluate Individuals . Ch 14: Deliver the Goods ● Team’s work starts and one can find himself starting to emotionally as well as mentally shift on. ● Such project which once again screams for their attention. ● One can be tempted to cut an angle or to conclude things. ● Your team members feel the same way : How do you keep everyone ,including yourself ,focused and working productively on time and up to quality standards ? Ch14 :Manage Emotions Ch 15: Learn from the Team's Experiences ■One should reflect on the work of others ■ This will carry forward course of action that would be served well and transform people ■ HBR Guide provides templates that are used in evaluating the work plus the results. ■HBR Guide determine how appropriate the team met the targets Ch15: Evaluate Individuals ■This is mostly done when individual contributions as well as behaviors are looked upon. ■ All members of the team need to understand what behaviors should keep on 1. How did such individual contribute? 2. What could such persons do differently in order to become more valuable to other team member? Ch15: Rules of Inventory ■Rule of inventory offers the structure for a team conversation concerning desired behaviors as well rules of proper conduct. ■Additionally, in every category, there are open questions in helping in identify rules of the team that may be followed by prompts consideration of the new people in the team. ■Therefore, when one is leading individual that might revise an open question that is being posed to the teams. Ch15:Cultural Audit ■People will be required to quickly answer key following questions, without over thinking on their reactions. ● How do people share information? ● What are major customaries for written documents? ● How do group run meetings? ● Why do people hold regular meetings? HBR GUIDE TO LEADING TEAMS 1 HBR Guide to leading Teams Deliver the Goods i. Team’s work starts to wrap up; one can find himself starting to emotionally as well as mentally shift on. ii. One can be imaging about all thing put on hold at the time of such project which once again screams for their attention. iii. Perhaps the wits are beginning to wander a slight in meetings and the quicker losing patience plus a team member that grates on the nerves. iv. One can be tempted to cut an angle or to conclude things. Manage Emotions i. As the project draws close, members can feel being fulfilled by doing well an obligation relieved which the pressure regret might be letting up, despondent to discontinue Working in concert could be concerning conflicts which erupted on the way. ii. Talk honestly, as a group, about how every feeling to hint that such emotions are very reasonable however still demand to be managed. iii. Emotions to be agreed on how such team that safeguard against letting emotions that entail the Work which remains. iv. There are graduation and diplomas ceremonies that mark the landmark end of school, and the retirement parties that memorialize career trophies that acquainted with the achievements of the sport. Harvard Business Review Guide to Leading Teams Section 1: Build Your Team’s Infrastructure ● Chapter 3. Establish Your Team’s Goals Establish Task & Process Goals ○ Task Goals: specify outcomes, WHAT needs to be done ○ Process Goals: specifies relationships, HOW needs to be done Chapter 6. Set the Stage for Accountability “Start with a more structured approach to accountability then ease up. It’s easier to cancel unneeded meetings than to add meetings when conflict reaches crisis level. Early on you’ll want to regularly remind people what the team’s goals, roles, and rules are; signal the importance of compliance; and provide some basic training on giving and receiving feedback” (p. 65). ○ Create culture of feedback ■ Correct behavior before it gets out of hand ■ Everyone is responsible for feedback + accountability ■ Give positive & negative feedback ■ Give feedback regularly ■ ALWAYS right time for positive feedback (as long as specific + genuine) ■ For constructive feedback…provide it in a one-on-one conversation as soon as member’s behavior prevents team from meeting goals ■ When giving feedback… ● Ask for permission (if colleague) ● Be specific, invite discussion ● Describe behavior (not personality) & behavior impact, suggest more appropriate behavior ● Do not assign value judgements (good/bad) ● Don’t make assumptions about motives ■ When receiving feedback… ● Do not react emotionally ● Keep perspective it represents only one person’s opinion ● Listen ● Assume person has good intentions ● Ask to rephrase, ask if they’d like to hear your perspective ○ Accountability Processes ■ Decide how to celebrate success ■ Upfront, schedule periodic improvement meetings & final debrief ■ Assign goalkeeper ■ Agree on evaluation rules Section 2: Managing Your Team ○ ○ ○ ○ ○ Chapter 8. Make Optimal Team Decisions Be Open-minded & Facilitate collaboration ■ Don’t force closure when it is time to generate ideas ■ Consider all factors, new ideas, and context (“Think Good, Not Right.”) ● Time available ○ to be creative & slow process vs. speed up/make decision ● Group Factors - How much buy-in do I need? ○ Use of experts - find a balance in using their input ○ forum for debate Encourage challenging of ideas (Dissent) ■ Create a healthier environment for speaking up. It will expedite solving issues and overcomes lingering internal problems, like apathy. ■ Practice Advocacy of ideas ● Generate arguments in open debate (& on paper) ● Consider +’s and -’s of all options ● I.e. Have “pro” advocates present “con”-side arguments & v.versa Role of the Gatekeeper - Encourage, Facilitate, Drive, Moderate Chapter 9. Hold People Accountable Take Time to gage perspectives on the team ■ Discuss after each meeting 1. What should we stop? 2. What should we start? 3. What should we continue? ■ Gage member ratings of group dynamics/progress privately (Templates available) Individual Accountability - Positive Peer Pressure ■ Share open, constructive feedback for individuals ● Start/Stop/Continue questions - What should he/she start doing? ● Find areas (1 or 2 areas ideally) to improve performance ■ Seek accountability while seeking greater understanding of issues ● Resource check -Make sure they have resources to resolve issues ● Uncover motivations ● Adjust expectations when necessary ■ Find solutions with problem-childs ● Try soft approach to motivating - encourage involvement. ● Find Alternatives: understand when you need to cut losses or when energy is wasted. Ch 10. Give People Recognition ● ● ● Connect one-to-one ○ Privately provide feedback, get to know co-workers personally ○ Pass along relevant articles, blogs, posts that are related to their dreams and career aspirations ○ Write a letter or email giving thanks (CC senior management of HR to shed light on team members) ○ Share networks Include positive feedback ○ Talk about behaviors that should continue ○ Occasionally hold meetings that only consist of positive feedback Share credit publicly ○ Have every member sign proposals ○ Include every member in final presentations Ch 11. Resolve Conflicts Constructively ● ● Why conflicts arise ○ Different work styles: in order to have a team contract, members must compromise- although everyone may have their own preferences ○ Opposing ideas, perspectives and opinions: if the team is operating correctly, members will bring different perspectives for a constructive debate/conversation ○ Anger or hurt feelings: when this occurs, take a moment to revisit the teams rules and control emotional responses How to handle conflict ○ Identify the cause: view this as a red flag and try to figure out why the conflict has arisen ■ What’s working? ■ What’s not working? ■ When did it stop working? What in the environment changed? (members, tasks, events) ■ What driving forces are exacerbating the problem? ■ What’s preventing the situation from getting better? ○ Revisit the team’s rules ■ Gaps we may not have noticed when articulating our rules ■ Whether our existing rules are explicit and effective ■ Whether individuals have “drifted” from the rules ○ Point out strengths ■ While it may be easy to point out others flaws, try pointing out your team members strengths before addressing the conflict ○ Foster empathy ■ Promote empathetic behavior and thinking before addressing the problem ○ Reframe the conflict ■ Rephrase the conflict by using constructive language ■ Instead of pointing out what someone does not do, try to come up with ideas that might assist that person where they are lacking ○ Envision the future ■ As a team, keep your eyes on the future (this will help with productivity) ■ Have members talk about what type of work they would like to produce and how they would like the team to operate Section 3: Close Out Your Team ● ● ● ● Deliver the Goods ○ Team's work starts to wrap up; one can find himself starting to emotionally as well as mentally shift on. One can be imaging about all thing put on hold at the time of such project which once again screams for their attention. Perhaps the wits are beginning to wander a slight in meetings and the quicker losing patience plus a team member that grates on the nerves. One can be tempted to cut an angle or to conclude things. Manage Emotions ○ As the project draws close, members can feel being fulfilled by doing well an obligation relieved which the pressure regret might be letting up, despondent to discontinue Working in concert could be concerning conflicts which erupted on the way. ○ Talk honestly, as a group, about how every feeling to hint that such emotions are very reasonable however still demand to be managed. Emotions to be agreed on how such team that safeguard against letting emotions that entail the Work which remains. ○ Also, to manage emotions, the team leader should become very adept when anticipating, dealing as well as when recognizing feelings of members. The team leader should run training program with new hires Provide Closure ○ There are graduation and diplomas ceremonies that mark the landmark end of school, and the retirement parties that memorialize career trophies that acquainted with the achievements of the sport. ○ Acknowledging the failures is crucial. Admitting the failures is more important than celebrating successes. In many cases to recognize the failures is one way to see the degree in of which the team is ready to improve many aspects of the program and will activate effects not only of the management but efforts of individuals who will work towards fulfillment of set goals and objectives. Finally, acknowledging failures lies a stepping stone under which administration will use it to outline strategies that will see total improvement of the working environment. Evaluate Individuals ○ This is mostly done when individual contributions as well as behaviors are looked upon. All members of the team need to understand what behaviors should keep on and which they have to adjust future teams; members should be asked to provide answers to the following questions to their colleagues. ■ 1. How did such individual contribute? ■ 2. What could such persons do differently in order to become more valuable to other team member? ○ ● ● However, during the final feedback session of the team, and by so doing, members will share their comments regarding one another. Rules Inventory ○ Inventory rules of inventory offers the structure for a team conversation concerning desired behaviors as well rules of proper conduct. Additionally, in every category, there are open questions in helping in identify rules of the team that may be followed by prompts consideration of the new people in the team. Therefore, when one is leading individual that might revise an open question that is being posed to the teams. Cultural Audit ○ Team members are to be asked to describe group's means to operate, and by so doing it will be bringing somebody on the new onboard. People will be required to quickly answer key following questions, without over thinking on their reactions. ■ How do people share information? ■ Who can't or can communicate with? ■ What are key customaries to presentations? ■ What are major customaries for written documents? ■ How do group run meetings? ■ Why do people hold regular meetings?
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Explanation & Answer

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Running head: LEADING TEAMS

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Leading Teams
Name
Institution

LEADING TEAMS

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In the today’s business environment, the role that is played by teams cannot be
understated. Notably, when different professionals work in teams, they are able to achieve
more as compared to the individual efforts. Nonetheless, with the effectiveness that is
associated with working as a team, comes to some challenges. For instance, the teams are
composed of different individuals who have varying personalities and way of doing things.
This means that they may not always agree on all the issues. Such disagreements can derail
the effectiveness of the team. For this reason, the teams will need to have firm leadership
which will assist them in not only solving the squabbles that may emerge but also in
achieving the goals and objectives of the company. Given that, the “HBR guide to leading
teams” provides a framework which can be followed to lead teams in the workplace situation
(Shapiro, 2015). This book offers different strategies that can be employed to govern teams
and achieve success by unlocking...


Anonymous
This is great! Exactly what I wanted.

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