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Summary: Diagnostic Surveys For Building Effective Teamwork

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Summary: Diagnostic Surveys For Building Effective Teamwork
04-014 Ch09 pp2

3/12/04

5:06 PM

Page 443

SKILL ASSESSMENT
Diagnostic Surveys for Building Effective Teams
I I

Team Development Behaviors Diagnosing the Need for Team Building

SKILL LEARNING
Developing Teams and Teamwork The Advantages of Teams Leading Teams Team Membership Team Development Summary Behavioral Guidelines

SKILL ANALYSIS
Cases Involving Building Effective Teams
I I

Building Effective Teams and Teamwork
LEARNING OBJECTIVES
I

The Tallahassee Democrat ’s ELITE Team The Cash Register Incident

SKILL PRACTICE
Exercises in Building Effective Teams
I I

IMPLEMENT PRINCIPLES OF EFFECTIVE TEAM LEADERSHIP FOSTER EFFECTIVE TEAM MEMBERSHIP DIAGNOSE AND FACILITATE TEAM DEVELOPMENT BUILD HIGH-PERFORMANCE …show more content…
Your answers should reflect your attitudes and behavior as they are now, not as you would like them to be. Be honest. This instrument is designed to help you discover your level of competency in building effective teams so you can tailor your learning to your specific needs. When you have completed the survey, use the scoring key in Appendix 1 to identify the skill areas discussed in this chapter that are most important for you to master. Step 2: After you have completed the reading and the exercises in this chapter and, ideally, as many as you can of the Skill Application assignments at the end of this chapter, cover up your first set of answers. Then respond to the same statements again, this time in the right-hand column (Post-assessment). When you have completed the survey, use the scoring key in the Appendix to measure your progress. If your score remains low in specific skill areas, use the behavioral guidelines at the end of the Skill Learning section to guide your further practice. Rating …show more content…
I know a variety of ways to facilitate task accomplishment in the team. 10. I know a variety of ways to help build strong relationships and cohesion among team members. 11. I confront and help to overcome negative, dysfunctional, or blocking behaviors by others. 12. I shift roles from facilitating task accomplishment to helping build trusting relationships among members, depending on what the team needs to move forward. When I desire to make my team perform well, regardless of whether I am a leader or member: 13. I am knowledgeable about the different stages of team development experienced by most teams. 14. I help establish clear expectations and purpose as well as help team members feel comfortable with one another at the outset of a team. 15. I encourage team members to become as committed to the success of the team as to their own personal success. 16. I help team members become committed to the team’s vision and goals. 17. I help the team avoid groupthink by making sure that sufficient diversity of opinions are expressed in the team. 18. I diagnose and capitalize on my team’s core competencies, or unique strengths. 19. I encourage the team to continuously improve as well as to seek for dramatic innovations. 20. I encourage exceptionally high standards of performance and outcomes that far exceed
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