Tuesday, December 7, 2010
L10: HIGH PERFORMING TEAM LEADERSHIP
In building an effective team, we should first decide if using a team is the right for situation and if so form the team correctly by having complementary skills, having accountability and commitment.
If people are pulling in different directions, the experience can be awful. Therefore, a team should the Team Charter which is a document that defines the purpose of the team, how it will work, roles and responsibilities for each team members, and what the expected outcomes are. Besides, a team’s performance will depend on the team’s being able to deliver the results of its work. Therefore, delivering a presentation, a report time after time is important.
Therefore, obtaining the best result can depend on the team’s ability to mange conflict. Conflict includes analytical conflict when team’s constructive disagreement over a project issue or problem; team conflict concerns Tasks, goal, work process, or deliverables; Interpersonal conflict involves members’ personality, diversity, and communication styles; Role conflict can occur if the teams gets off course, or individuals start intruding into one another’s task area.
Teams can prevent most team conflict by clarifying and agreeing on their project purposes and goals, defining team members’ roles and responsibilities and establishing and following team and meeting ground rules, developing a communication protocol and devoting time to improving their group emotional intelligence. Team leader needs to well plan and be prepared for the conflict. Leading a team presents some challenges, but with the right approach, a team can work through the challenges, achieve high performance, and outperform other groups and individual.
L9: MEETINGS; LEADERSHIP AND PRODUCTIVITY
Leaders need to come up with the clear communication purpose and strategy, as well as analyze the audience to determine whether a meeting is the best forum for what they want to accomplish. Meeting could often have many objectives.
However, effective meeting usually have to have only one main overall purpose. Importantly, to make the meeting more productive, leader can write out the purpose and objectives very specifically, then, to start the meeting, tell the audience the intentions of the meeting. To determine topics for the agenda, leaders need to estimate the time it will take to cover each topic and accomplish each objective as realistically as possible.
After that, it is important to invite the right attendees who can contribute to achieving the meeting objectives.
Then, leaders needs to consider the best setting for the kind of meeting, setting a time for the meeting which is appropriate for every member’s schedule and commitments.
Before beginning the meeting, information is also needed to provide to all attendees so that they can prepare further information to facilitate the discussion and accomplish the meeting objectives.
N10: MULTIPLE PARTIES AND TEAMS
There are more than two parties at the table to achieve a collective objective. Multiparty negotiations differ from two party deliberations in several important ways: Number of parties, informational and computational complexity, social complexity, procedural complexity and strategic complexity.
In Multiparty, there are three key stages of multi-lateral negotiations: pre-negotiations stage (prepares member roles, costs of no agreement, make agenda), actual negotiations (use agenda, get information, manage conflict) and agreement stage (select best option, develop action plan to implement).
There is a brief set of questions that any participant in negotiations involving coalitions, multiple parties, or teams should keep in mind;
What are the consequences of the parties failing to agree due to the increased complexities? What happens if there is no agreement? How will the parties involved actually make a decision? How can the parties use iterations-multiple rounds of discussion-to achieve their objectives? Do we need a designated chair or facilitator? Should it be a neutral outsider, or can one of the parties fill this role? What tactics can a facilitator use to manage group process in order to ensure that the best decision is reached?
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