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MGB 610/611: Organizational Behavior & Team

Skills
Fall 2015, Week 2

Teams & Teamwork: Processes & Understanding


and Utilizing Team Members Strengths

Dr. Paul Tesluk

Dr. Tim Maynes


Executive and Professional
MBA Programs

Synergistic Collaboration
Effective Solutions
Quality
Acceptance

Decision Making
Skills and
Processes
Analyzing the situation

Setting objectives
Simplifying the problem
Considering alternatives
Discussing
consequences

Task
Skills
Knowledg
e
Resource
s

Interpersonal
Skills and
Processes

Listening

Supporting
Differing constructively
Participating
Striving for closure

Why is Synergy Through Teamwork So Hard


to Achieve?

Executive and Professional


MBA Programs

Learn from experiences, feedback


to improve teamwork and processes

Soaring
Work toward project completion,
actively helping and encouraging
each other

Performin
g
Norming

Stormin
g
Forming

Recognize and agree on ways to work


together, strengthen relationships, and
solidify members obligations

Address differences that arise;


recognize and agree on how to manage
differences

Develop trust, identify team goals,


develop shared expectations
Source: B. Tuckman (1965). Developmental Sequence in Small Groups. Psychological Bulletin, 65: 384-399.

Personality and Interpersonal Style:


Understanding Key Strengths in Yourself
and Others

Executive and Professional


MBA Programs

Interpersonal Styles
and Leadership: DISC
Review your DISCTool
feedback

Gain insight into your own


personality and preferences
regarding how to behave in
teams
Appreciate how these
differences may affect your
own and others reactions
How can you and your team
best utilize your strengths?

The DISC Model


Active

Dominance Influence
Questioning

Accepting

Conscientiousn
ess

Steadiness

Thoughtful

Completing the DiSC


Response Form
28 boxes of 4 adjectives Forced choice

Executive and Professional


MBA Programs

DISC Report Organization


DISC report has four
sections
Section I is about your
primary behavior style
Section II covers the
DISC model and
dimensions
Section III gives an
overview of the
behavior patterns
Section IV contains
the scoring and data
analysis for your report

Executive and Professional


MBA Programs

Report: Stage I
The DISC Graph
Your scores on each
DISC dimension

Classical Profile Pattern

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Report: Stage I
Description of your
Highest Dimension(s)
Place a next to
descriptions that are
like you, an X by
those that are not like
you, and a ? by those
that you are not sure
about
Provides an overview of
your primary style(s)

X
X

Whats Your Primary Style?


Find 5-6 other people who
share your primary
interpersonal style
Take 10 minutes to discuss
(and capture on flip chart):
What are the key strengths
of your style?
When might those key
strengths be limitations that
could hold you back?
Executive and Professional
MBA Programs

The DISC Model


Active

Dominance
Focus on controlling
their environment &
getting results
Excels in changing,
fixing or managing
things

Questioning
Focuses on key details
to approach tasks
analytically &
thoroughly
Holds high standards,
analyzes performance
critically & uses
systematic approach

Influence
Shapes their
environment through
influencing and working
with others
Generates enthusiasm,
builds networks &
encourages teamwork
Accepting
Focuses on cooperating
with others to support
task accomplishment
Strives to be patient,
supportive, and
agreeable to help
teams run smoothly

Conscientiousn
Steadiness
Thoughtful
ess

Report: Stage II
Intensity Index
p 5, set of adjectives that
may describe you at different
levels on each dimension
pp 6-9, descriptions of those
adjectives

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MBA Programs

Priorities: being energizing,


pioneering, affirming

Priorities: being commanding,


pioneering, resolute
Active
Fast Paced,
Assertive
Dynamic
Bold

Motivated by: power and authority,


competition, winning, success
Fears: loss of control, being taken
advantage of, vulnerability

Motivated by: social recognition,


group activities, friendly relationships
Fears: social rejection, disapproval,
loss of influence, being ignored

You will notice: self-confidence,


directness, forcefulness, risk-taking

You will notice: charm, enthusiasm,


sociability, optimism, talkativeness

Limitations: lack of concern for


others, impatience, insensitivity

Limitations: impulsiveness,
disorganization, lack of followthrough

D
Dominance

Questioning, Logic
focused, Objective,
Skeptical, Challenging

Conscientiousness
Priorities: being deliberate, humble,
resolute
Motivated by: opportunities to use
expertise or gain knowledge, attention
to quality
Fears: criticism, slipshod methods,
being wrong
You will notice: precision, analysis,
skepticism, reserve, quiet
Limitations: overly critical, tendency to
overanalyze, isolates self

I
Influence

S
Steadiness

Thoughtful
Moderate paced
Calm
Methodical
Careful

Accepting, People Focused,


Empathizing, Receptive,
Agreeable
Priorities: being inclusive, humble,
affirming
Motivated by: stable environments,
sincere appreciation, cooperation,
opportunities to help
Fears: loss of stability, change, loss
of harmony, offending others
You will notice: patience, team
player, calm approach, good listener,
humility
Limitations: overly accommodating,
tendency to avoid change,
indecisiveness

Report: Stage III


Description of your
Profile Pattern
Profile pattern based on
responses across the 4
dimensions
Highlights (pp 10-12):
Motivation
Work habits
Insights

Profile Pattern
Review your Profile Pattern what are some key descriptors that
describe your contributions to the team?

Executive and Professional


MBA Programs

Utilizing Members Strengths


in Your Team
In your team discuss team
member strengths based on
DISC styles:
How do you see the different
strengths in your team
working synergistically?
How might the key strengths
of the different styles become
liabilities?
Note: To be completed as a
team as a participation
assignment for next class
Executive and Professional
MBA Programs

What Great Managers Do


1. Identify and capitalize on
team members strengths
2. Activate team members
strengths
3. Tailor coaching to the
team members learning
styles
Source: M. Buckingham. What Great Managers Do (Mar. 2005), Harvard Business Review.
Executive and Professional
MBA Programs

Where we end up
Valuing
Appreciating
Respecting
Understanding

Judging
PPT 2-8

Valuing others and


making the most out
of the differences in
interactions with
others

Interpersonal Styles:
Some Take-Aways
Everyone is unique, but we all
have common tendencies and
preferences
Each style has its own
advantages and limitations
depending on the situation
Understanding differences in
styles can help you:
understand your own behavior,
strengths and limitations;
respect, appreciate and value others
styles, thereby building relationships;
adapt behavior and interact more
effectively with those with different
styles
achieve more effective teamwork and
collaboration

For next class (9/14)

P. Lencioni (2002). The Five Dysfunctions of a Team.


[Read up to and including Part 3] Book
Complete DISC team analysis participation
assignment (turn in one copy per team)

Executive and Professional


MBA Programs

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