Collaboration by Lemond Irvin

Collaboration & Teamwork

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ACKNOWLEDGEMENTS All media developed and printed through a cooperative effort by: Research and Curriculum Unit for Workforce Development Vocational and Technical Education Mississippi State University Mississippi Department of Education Office of Vocational Education and Workforce Development State Board for Community and Junior Colleges Contributing Writers: Dr. Cathy Davis (cathy.davis@rcu.msstate.edu) Dr. Lemond Irvin (lemond.irvin@rcu.msstate.edu) Dr. Suzanne Tribble (suzanne.tribble@rcu.msstate.edu) Ms. Vickie Mitchell Hampton (vickie.hampton@rcu.msstate.edu) Research and Curriculum Unit for Workforce Development Published By: Research and Curriculum Unit for Workforce Development Vocational and Technical Education Mississippi State University, Mississippi State, Mississippi Direct Inquiries to: Research and Curriculum Unit for Workforce Development Vocational and Technical Education P.O. Drawer DX, Mississippi State, MS 39762, (662) 325-2510 http://msworkforceuniversity.com 2009 Mississippi State University complies with all applicable laws regarding affirmative action and equal opportunity in all its activities and programs and does not discriminate against anyone protected by law because of age, color, disability, national origin, race, religion, sex, handicap, or status as a veteran or disabled veteran.

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Collaboration/Teamwork Objectives: After completing this module the learner will be able to: 9 9 9 9 9

Acknowledge team membership and role Establish productive relationships Identify with the team and its goals Resolve conflicts Demonstrate ability to work effectively and respectfully with diverse teams 9 Exercise flexibility and willingness to be helpful in making necessary compromises to accomplish a common goal 9 Assume shared responsibility for collaborative work, and value the individual contributions made by each team member

Session Time: 90 minutes Methods: The intent for the course is to be used in an “action-learning” format. This means that the facilitator will assign pre-work, help the participant identify a location-based issue, then through the time spent on either this module or subsequent modules, will be able to develop working solutions to that issue. It is imperative that the participant’s supervisor be involved in all phases of the process. Without this commitment, the module is just another title on teamwork. These modules are designed to help you learn about or assume a role in leadership. Rather than reading numerous books on the subject, which you are highly encouraged to do so, these modules have condensed multiple resources on the topic to give new learners core information to better understand their role in a much quicker fashion. Also included are tips for the team manager in the development process. As more people use these materials the desire is that they also become contributors to the module(s) to increase their relevance and impact. By using modules with real-world examples and best practices new supervisors/managers/students can get to speed faster, with more effectiveness.

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Collaboration and Teamwork Collaboration and teamwork is crucial to the success of today’s workforce. The need is identified in 21st Century Skills documents as well as U.S. Department of Labor competency models. High school students learn these skills by working in teams and team-building projects to better understand the “collaboration requires principles and challenges of doing so. Workers use effective team work.” teams for solving production issues or increasing Crow (2002) efficiency. As a teacher who worked in industry, Deming (1995) believes that while classroom collaboration is different in some ways to industry collaboration, it is still real collaboration. Furthermore, the struggles that students experience implementing teamwork can be very similar to workplace collaboration.

http://www.globalschoolnet. org/gsh/teach/articles/collab oration.html

The intent is to increase the chances of success of both the student and worker when introduced into teams. Working in teams is important as an approach to solving business problems in a more effective and efficient way. However, implementing and being successful on any collaborative effort is difficult even for the seasoned individual. You can find teamwork projects using the “To Do” link in the left-hand column.

What is collaboration and teamwork? Objective: Team Membership and Role

Collaboration and teamwork denotes that you have either been selected to be part of a team or that you are learning the principles surrounding your role as a team member. In either case it is important to understand the use of teams and the important role of team development as a business strategy. Understanding the concept and principles of collaboration/teamwork requires that you know your role in the function and success of its mission.

FG Teamwork A group of people working together toward specific objectives within a defined operational sphere Holpp (1999)

Okay, I am on a team, what do I do? It is important to be a "team player" who works well with others. You will be seen as a valuable employee when you can establish productive

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relationships and still get the job done. You must be able to compromise, solve problems, show loyalty, work towards team goals, and be flexible. Each team has its own criteria for membership. Holpp (1999) lists certain behaviors, skills, and characteristics that are most common. • • • •

Crossword Puzzle: Responsibility, cooperation, collaboration, communication, etc.

• • • • • • • • • • • • • • • • •

Assumes responsibility Likes to help others Cooperates and collaborates Communicates well—listening and reading as well as speaking and writing Communicates appropriately—recognizes the need to maintain connections with others Grasps and keeps in mind the big picture Feels and shows team spirit Exudes a positive attitude Is interested in improving Appreciates differences among people Is reliable Trusts teammates and manager Shows respect for others Handles conflicts appropriately Has a healthy sense of self-esteem—neither arrogant nor servile Commits to work and to teammates and manager Exercises critical ability, reasons, analyzes Is loyal Is empathetic Can offer criticism constructively and sensitively Can appreciate criticism—not just tolerate or accept, but benefit from it

Establish Productive Relationships Collaboration and teamwork roles can be identified as a function of team development, i.e. relationship building.

Objective: Relationships

DOE (1997) reveals that “Teamwork should be established through training on roles, relationships, and procedures and by using realistic scenarios when conducting role-plays and exercises that require the team to define each member’s role in any situation and to identify the individual responsibilities towards the team.” The more you understand the workings of a team the more valuable you become as a team member. It is pointless to be on a team without knowing its purpose and goal. To this end it is important to know the many

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stages of development that is vital to the success of a team. The four stages that your team will go through is forming, storming, norming, and performing (Gaines, 2006). These are important to understanding roles and relationships as they occur in a team setting. Forming The forming of a new team focuses on moving individuals away from personal thinking to group thinking. How will you transition to becoming a team member? How will members become “attached” to the team? What behaviors are expected? What goals, decisions, and leadership are necessary to succeed?

Please note the “*” information if you are the manager or leader of a team. This gives you strategies on guiding your team through each stage.

* Manager/Leader Role: Very hands-on; build relationships; discuss mission and goals; initiate trust exercises; describe roles, norms, strategies. Storming

Objective: Resolving Conflicts

The emotions of individuals are highly evident as team members struggle to adopt the group-think attitude. Competition, distrust, cliques, increased work load, all lead to interpersonal in-fighting as members struggle to grow into a “we” instead of a “me” mindset. The ability to work in teams will require you to deal with conflicts effectively. One of the major requirements of working with others is the ability to compromise, be assertive, yet respect the diversity of the other people on your team. Video on Conflict Resolution http://www.emotionalintelligencecentral.org/video/lesson5a/Lesson%205-A%20%20Practicing%20the%20Art%20of%20Conflict%20Resolution.html

Video: “The Velvet Hammer”

* Manager/Leader Role: Still hands-on; facilitate more instead of being directive; be aware of interpersonal dysfunctions and a contributor to a team dynamic; plan time for expected dysfunction; deal with this stage before moving ahead.

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Norming The team concept has caught on. Conflict avoidance, improved interpersonal behavior, balanced workloads, increased trust, and a common spirit has permeated the group. Some work accomplishment can now be expected. * Manager/Leader Role: Now hands-off; facilitate and lead; help identify and work through conflicts; give process-level feedback; allow team to operate as a selfdirected group; provide praise and support.

“A team manager should be a model for collaboration, cooperation, and spirit.” Holpp (1999)

Performing Diagnosing and solving problems is the expectation at this stage. The team members are capable of making decisions and make changes as they go. Constructive behaviors are established and maintained. * Manager/Leader Role: Formal leadership gives way to team leadership; remain THE leader through feedback, support, and advocacy of the team’s mission and purpose. Teams are very fluid entities. Membership will change but the accepted and approved behaviors should not. Overlap between all stages will occur. New leaders, missions, tasks, or other “unexpected” event should be expected. As changes occur, be prepared to re-assess the team’s strengths and weaknesses throughout the process.

Your Team and “its” Goals Objective: Identify with team and goals

Collaboration/Teamwork success will be judged on how well its members function within the defined scope of a team. The U.S. Navy’s precision flying team the Blue Angels are very specific about teamwork and its importance. See video: http://www.powerofteamworkmovie.com/ Holpp outlines teams using the Five P’s: purpose, place, power, plan, and people.

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Purpose Why are you considering using teams and what are they expected to do? What is the long-term goal? Is the team being set up for just one project only to be disbanded after project completion? Holpp reminds us that the general purpose of teams is that bringing together people whose work is related and interdependent into a team allows them to work in a more collaborative manner to achieve individual, departmental, and organizational objectives. (p. 4)

Video: Teambuilding Gameshttp://www.youtube.co m/watch?v=JBfWufWB 4mM

Place How will the team fit into the current environment? Who will decide what people to include on a team? If the team includes member from different areas, who will they answer to? Will team members be compensated differently? Be sure to clearly define the mission and purpose of each team regardless of how diverse or structured it may be. Plan What will be the structure of each team, i.e. self-managed, ad-hoc, etc.? What does the leadership structure look like? Who will do what on each team? Is there a meeting schedule? How many people will be on a team? While each organization will be different, the approach to setting up teams should be consistent. People What is the current environmental setting of where you are now? Do people cooperate and work together to get things done? Is the location conducive to incorporating teams? It is not always about choosing the best people for a team but about getting the best from who you choose.

Working with Diverse Teams

http://www.une.edu.au/gam anual/staff/04_teamwork_ol .pdf

One of the goals of working collaboratively is to work well in a team environment. Understanding how a team operates is essential to your success on one. Teamwork does not occur solely in a face-toface setting. The accompanying “To Do” link on your left offers information to facilitate on-line teamwork activities.

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Teams share some of the same similarities as described by Caroselli (2000). Objective: Work effectively and respectfully

• • • • • •

Composed of six to eight members Meet regularly Diverse in make up Strong leader Clear mission A “champion” who is the team’s advocate (p. 51)

The U.S. Department of Energy (DOE, 1997) lists their common characteristics of effective teams: • operate with well defined goals, objectives, and expectations • members function interdependently with freedom to accomplish tasks • decisions are based on team input rather than individual basis • share information freely • set and maintain high standards (p. 12) Geese

Here is a good activity that discusses the elements of teamwork, teamwork skills, and appropriate strategies. (Geese: http://www.siue.edu/SIPDC/Library/lesson%20plan/workforce3.pdf )

The Importance of Being Flexible

Objective: Flexibility

The ability to collaborate and work in teams is a skill that is in need of constant improvement. Unfortunately, as you operate in various teams, your capability to adapt to new personalities as well as other group dynamics is constantly changing. For business reasons there are trends that have forced companies to rely more on a team concept rather than skill-specific knowledge of workers. Which means that the demand for you to collaborate and work as a team will not disappear any time soon. Holpp (1999), classifies these trends in the following categories: • • • • •

technology shift in focus from function to process quality improvement initiatives reorganizing and downsizing advanced manufacturing technologies (p. 34)

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Technology New technologies are available worldwide which increase the competitiveness of even smaller companies. The workforce is key to understanding, learning, and using those technologies effectively. Knowledge management is a concern by companies due to the amount of information carried around in the worker’s heads. Function to Process It was once easy to delineate work groups. In manufacturing there was quality assurance, sales, and so on. But to compete globally, it makes better business sense to be process oriented, decentralized, and cross functional in order to be a more lean and efficient organization. You must know how to function collaboratively on teams to make their process work. Collaboration allows members to share knowledge, skills, and take responsibility for decisions on the fly. Quality Management “Self-managing teams not only eliminate the role of the traditional supervisor, but also take responsibility for quality, maintenance, scheduling, ordering, and customer relations.” Holpp (1999) p. 36)

Toyota led the way in changing the paradigm from inspecting for quality to building quality into the actual process. This shift in emphasis only succeeds when all team members accept the responsibility. Reorganizing and Downsizing Reorganizing and re-engineering often determine continued success for many companies. Adding value to jobs means changing strategies to increase profitability and efficiency, often with fewer people. Advanced Manufacturing Technologies Better educated workers are vital to the growth and development of advanced manufacturing companies. New engineering models and advancements must be implemented by the workers. Higher thinking and problem-solving skills drive these new technologies. Team members must collaborate using initiative, creativity, judgment, and a continuousimprovement mindset to meet the new demands.

You are Responsible Holpp reveals that there are many driving forces behind the need to collaborate and develop teams. Advancing technology and increasing skill sets are only two reasons why you may work as a team to solve problems and increase competency. Some questions you may ask about your being part of a team:

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Objective: Sharing responsibility

Is there a need… for responsibility at a lower level to reduce costs to increase customer care for judgment calls to be made at a lower level for a wider range of worker skill to compete with other companies who are capitalizing by using teams. (p.32)

A U.S. Department of Energy (DOE, 1997) teamwork training document adds that collaboration/teamwork is necessary when groups: are interested in improving the way they currently operate are functionally interdependent, and in which each member has a stake in solving the problems or challenges facing the group (p.1) These questions are but a few that may weigh heavily on your responsibility as part of a team. However, answering yes to one or more of the above questions can be determining factors as to the need to work collaboratively. Collaboration and teamwork skills are vital to the function and success of a team environment.

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REFERENCES American Society for Training and Development. (2006, March). Designing learning (Module 1). Alexandria, VA: ASTD Press. Biech, E. (2005). Training for dummies. Hoboken, N.J.: Wiley Publishing, Inc. Caroselli, M. (2000). Leadership skills for managers. New York, N.Y.: McGraw-Hill. Crow, K. (2002). Collaboration. Retrieved December 3, 2009, from http://www.npd-solutions.com/collaboration.html Deming, L. (1995). Teaching students to work together. Retrieved December 8. 2009, from http://www.stc.org/confproceed/1995/PDFs/PG8386.PDF Holpp, L. (1999). Managing teams. Madison, WI: McGraw-Hill. Infoline (2006, February). Leading work teams. (Issue 0602). ASTD Press: Gaines, K. Knowles, M.S. (1978). The Adult Learner: a Neglected Species 2nd edition, Houston: Gulf Publishing Company, Book Division. U.S. Department of Energy (DOE). (1997). Guide to good practices for teamwork training and diagnostic skills development, June 1997 (120297). Springfield, VA: Author

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ADDITIONAL RESOURCES The Partnership for 21st Century Skills http://www.21stcenturyskills.org/ Route 21 http://www.21stcenturyskills.org/route21/ Assess 21 http://www.21stcenturyskills.org/assess21 Teamwork at ppst.com http://themes.pppst.com/teamwork.html Lesson Plans http://www.atozteacherstuff.com/ Teamwork in the Classroom http://www.ndted.org/TeachingResources/ClassroomTips/Teamwork.htm Teamwork in the Workplace http://www.buzzle.com/articles/teamwork-inthe-workplace.html

VIDEOS http://www.videomedia.net/catalogteamwork.html Video or DVD: Lessons from Geese Video or DVD: TEAMWORK : WHAT'S TRUST GOT TO DO WITH IT Video or DVD: THE UNIFIED TEAM

BOOKS 21st Century Skills: Learning for Life in Our Times, B. Trilling & C. Fadel The Five Dysfunctions of a Team: A Leadership Fable (J-B Lencioni Series) (Hardcover) by Patrick Lencioni The 17 Essential Qualities Of A Team Player Becoming The Kind Of Person Every Team Wants (Hardcover) by John C. Maxwell Teamwork Is an Individual Skill: Getting Your Work Done When Sharing Responsibility (Paperback) Christopher M. Avery, Meri Aaron Walker, Erin O’Toole

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APPENDIX A

Reflection Activity NAME:

DATE:

Something I learned that SQUARED with my understanding:

A question going AROUND in my mind:

STOP! How do I plan to implement what I have learned?

Three important POINTS of Collaboration/Teamwork are:

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APPENDIX B Module Evaluation

Thank you for using the “Developing Your Training Plan” module in your training. In an attempt to constantly monitor quality control, we need your feedback. Please take a few moments to make comments about on the material covered in this module. Also welcomed from instructors are teaching strategies/objectives for each chapter as well as learning activities and performance/knowledge checks. Your input is vital to the success of our workforce. 1. Did the module fully cover the subject? Why are why not?

2. Was the module written at your appropriate level of understanding?

3. If you could make changes/suggestions/improvements to the module, what would they be?

Please submit your input to: (Feel free to mark up a copy used in class that has your notes and mail it to me) Lemond Irvin P.O. Drawer DX Miss. State, MS 39762 Lemond.irvin@rcu.msstate.edu (preferred)

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RUBRIC 360° Assessment for Collaboration/Teamwork This teamwork rubric may be used for team building or assessing team members.

Name: _____________________

Instructor: _____________________

Date: ______________________

Title of Work: _____________________

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Skills

Helping

Listening Participating Persuading

Questioning:

Respecting

Understanding

Responding

Criteria 1

Offers assistance to each others.

None of the Time

Some of the Time

Most of the Time

Points 4

Offers assistance to each others. None of the Time

Works from each other's ideas. Works from each other's ideas. Works from each other's ideas. Works from each other's ideas. None of the Time Some of the Time Most of the Time All of the Time Contributes to the project. Contributes to the project. Contributes to the project. Contributes to the project. None of the Time Some of the Time Most of the Time All of the Time Exchanges, defends, and rethinks Exchanges, defends, and rethinks Exchanges, defends, and rethinks Exchanges, defends, and rethinks ideas. ideas. ideas. ideas. None of the Time Some of the Time Most of the Time All of the Time Interacts, discusses, and poses Interacts, discusses, and poses Interacts, discusses, and poses Interacts, discusses, and poses questions to all members of the questions to all members of the questions to all members of the team. questions to all members of the team. team. team. Some of the Time Most of the Time None of the Time All of the Time Encourages and supports the ideas Encourages and supports the ideas Encourages and supports the ideas Encourages and supports the ideas and efforts of others. and efforts of others. and efforts of others. and efforts of others. None of the Time Some of the Time Most of the Time All of the Time Describes the relationship between Describes the relationship between Describes the relationship between Describes the relationship between team members’ roles and effectively team members’ roles and effectively team members’ roles and effectively team members’ roles and effectively explains the team’s goal. explains the team’s goal. explains the team’s goal. explains the team’s goal. None of the Time Some of the Time Most of the Time All of the Time

Provides and accepts constructive feedback. None of the Time

Provides and accepts constructive feedback. Some of the Time

Provides and accepts constructive feedback. Most of the Time

Provides and accepts constructive feedback. All of the Time

____

____ ____ ____

____

Instructor Comments:

Total Points Sharing

____ Offers ideas and reports their Offers ideas and reports their findings Offers ideas and reports their findings findings to each other. Page 2 to each other. to each other. Some of the Time None of the Time Most of the Time

Offers ideas and reports their findings to each other. All of the Time

____

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