Teamwork��Lori Conlan, PhD�Director , Office of Postdoc Services & Career Services Center��Join us on Twitter @NIH_OITE�

What Is A Team?

• A small number of people working together toward a joint goal for which they are mutually accountable

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• How does a team differ from a group?

Team vs. workgroup

• Dependent level
• boss driven
• Independent level
• own assignments/minimal supervision
• Interdependent level
• Coordinated work responsibilities

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Source: http://www.dummies.com/how-to/content/differences-between-work-groups-and-teams.navId-380730.html?print=true

Common team conflicts

1. Identity
2. Authority
3. Goals
4. Uncertainty & Change
5. Knowledge & Decision Making
6. Time
7. Interact With Our Environment

Source: Adapted from Managing Conflict with Direct Reports, Ideas into Action Guidebooks, the Center for Creative Leadership (B Popejoy & B. McManigle)

& Hofstede Center: http://geert-hofstede.com

COLLECTIVE……………………………………………..INDIVIDUAL

• Define themselves more in terms of a group or extended family/clan to which the belong
• Expect strong loyalty and support from a group
• Show strong loyalty to the group

• Define themselves more though their own achievements
• Need less support from the group
• Are self-reliant and expect to chart their own course

How we relate to others & find our identity

EQUAL……………………………………………………. .UNEQUAL

• Prefers that differences in power among members of a group be minimized
• Wants superiors to be accessible & to consult with them
• Those with & without power see themselves as essentially equal

• Expects & accepts large differences in power & status
• Wants superiors to be benevolent autocrats who make decisions & take care of their needs
• Those with power & those without do not see themselves as equals

How we view & relate to authority

DYNAMIC……………………………………………….……..STABLE

• Accepts uncertainty & ambiguity at work & in life
• Comfortable with conflict, dissent & competition
• Values flexibility & adaptability
• Open to changing the rules as the situation dictates

• Shuns unfamiliar risks or unpredictable situations
• Gets nervous when encountering change, conflict, & competition
• Uncertainty causes stress
• Feels compelled to avoid mistakes & failure

How we respond to uncertainty & change

SCARCE………………………………………….………..PLENTIFUL

• Treats time as a limited resource & worries about wasting it
• Wants meetings to start on time, likes to stay busy & wants to see results quickly
• Treats deadlines as firm commitments

• Treats time as infinitely available & has no concerns about wasting it
• Has less concerns about schedules & deadlines
• Treats deadlines as expressions of intents & not firm deadlines

How we view time

Stages of Team Development

Bruce Wayne Tuckman

FORMING

• Group unfolds
• People work to define rules, roles, responsibilities
• people move from individual to group

Stages of Team Development

Bruce Wayne Tuckman

FORMING

STORMING

• Turbulent transition phase
• People jockey for position
• Disagreements are common
• Can escalate to conflict

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Stages of Team Development

Bruce Wayne Tuckman

FORMING

STORMING

NORMING

• Calm after the storm
• Team members find ways to work together
• Rules, roles, and responsibilities are clear
• Explicit and implicit rules are established

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Stages of Team Development

Bruce Wayne Tuckman

FORMING

STORMING

NORMING

PERFORMING

• Team working efficiently
• Functions as a unit
• People have pride in the team

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Stages of Team Development

Bruce Wayne Tuckman

FORMING

STORMING

NORMING

PERFORMING

ADJOURNING

Stages of Team Development

Bruce Wayne Tuckman

FORMING

STORMING

NORMING

PERFORMING

ADJOURNING

Making It Work At Each Stage

Can you lead a team w/out power?

• Teams and Leadership go together
• Leadership does not equal power

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• All teams and leadership have two things in common
• Getting things done
• Building relationships

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2 Things Every Team Needs

• Get things done
• Initiate- get things going
• Summarize- combining ideas into one thought
• Coordinate- organizing people and things
• Understand the people
• Encourage- welcome ideas and perspectives
• Harmonize- reduce tension by finding agreement
• Ensure everyone knows the rules- how do we all interact

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Are you hurting the team?

• Clowning
• Mentally Check-out
• Need all the recognition

Team Behaviors

Add to the conversation

• What is your best team behavior?

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• What team behavior should you work on?

Good teams have:

• Trust
• Accountability
• All projects lead together
• Safe
• Expectations
• Roles and responsibilities
• Respectful Communication
• Like/Concerns/Suggestions

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Team Tools

• Leadership
• Initiate
• Influence
• Facilitate
• Task
• Decide
• Coordinate
• Complete
• Relationship
• Include
• Connect
• Harmonize

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A Challenge For You

• Journal about the workshop today – what you learned, what poked you, what you want to learn more about or do differently moving forward, what team behavior would you like to improve on…whatever about teams!
• Share with me via email (SUBJECT – TEAM CHALLENGE) by 5 pm March 23.

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• I will donate $2 to Manna Food Bank for every completed challenge

Use resources

• Books: Crucial Confrontations, Becoming a Conflict Competent Leader, HBR Manager’s toolkit
• https://www.mindtools.com/pages/article/improving-group-dynamics.htm
• See the OITE
• See the Ombudsperson

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More resources

• Join our Listserv to get info while you are not at the NIH
• Go to www.training.nih.gov to sign up.
• Connect with me on Linked-In
• Watch previous OITE career workshops, including many on CVs, resumes and cover letters
• Read the OITE Careers blog https://oitecareersblog.od.nih.gov/
• Twitter @NIH_OITE
• Join the OITE NIH Training Alumni database if you are/were a student or fellow here
• Email me at conlanlo@mail.nih.gov