Building Distributed Leadership in the Philadelphia School District

1. Building Distributed Leadership in the Philadelphia School District Module: Team Building

2. Building Distributed Leadership in the Philadelphia School District • Module: Team Building

3. Module: Team Building Charles Dwyer • The ideas, graphics and material presented have been prepared with the guidance of Charles Dwyer. Duplication and distribution of this presentation is prohibited without express consent.

4. Agenda • Lesson 1 What teams are and are not: • What is a team? • Why use imperatives? • Involuntary Team Membership • What do I want? • Behavior/Performance • Negative Labels -Break-

5. Agenda • Lesson 2 Building and using teams: • Values • The Power of Words • Case Study • A Personal Example of a Team Building Challenge • The Five Step Model

6. Session Protocol • In order to make today’s session beneficial to all participants, please: • Show respect for your colleagues and your team. • Shut down your laptop computers. • Turn off your cell phones, pagers, Blackberries, and any other means of external communication. • Contribute to your team and the class as a whole by participating constructively in the exercises/activities. • Ask questions when you wish to.

7. Objectives • By the end of this session, you will be better prepared to: • Analyze individual perceptions of team building. • Discuss what team building is not. • Define what team building is. • Analyze how our actions can positively or negatively impact on the building teams within the schools. • Understand human behavior. • Understand human influence. • Develop and use techniques for more effective influence.

8. Teams and Individuals • Remember: All teams are ultimately made up of individuals. - Charles Dwyer

9. Getting Started • “It’s not what we don’t know that hurts, it’s what we know that ain’t so.” - Will Rogers (1879 – 1935)

10. False Imperatives • McCabe’s Law: Nobody has to do anything. • Charles McCabe We must… …it’s mandatory

11. Imperatives • With your team, discuss why we tend to use imperatives. • List the false imperatives others use on you. • List the false imperatives you use on other people. • Why do you think you do that?

12. Must we? • Have you ever been forced to be part of the team? • Note those times when you have been “forced” to join the team. • Note whether the experience was a positive one or not. • If so, what made it positive? • If not, how could the experience have been changed to be more positive?

13. Shared values? • Team Building is not about: • Shared values, • Common objectives, or • Mutual interests.

14. Getting buy-in? • Team Building is not about getting people to buy in to: • School goals, • Missions, • Visions, • Core values, etc.

15. End and Means • We need not agree on ends to cooperate on means.

16. What do you want? • With the group at your table, make a list of: • At least one thing each person hopes to get out of attending this session. • At least one thing on each person’s agenda for his or her school.

17. Patterns of Behavior • Team Building is about getting people to: • Engage in patterns of behavior and • Produce performances that result in desired outcomes

18. What, exactly, do you want from team members? • Think about a team, give an example of unambiguous behavior, or measurable performance that you want to get from someone on that team.

19. Changing Behavior • Team building involves some individual engaged in some behavior designed to influence the behavior of one or more other individuals.

20. The Neurological Argument • Influence ends up in the brain • Each brain is unique • Each information process is unique

21. “Organizations” “Task Forces” “Teams” “Committees” Language Used Today

22. “Family” “Partnership” “Associates” “Citizen” “Community” “Comrade” Language Used Today

23. Individual Behavior • Team building involves some individualengaged in somebehavior • designed to influence thebehavior of one or more otherindividuals.

24. How do we frame whatwe want from others? The left-hand column The right-hand column

25. The Left-hand Column • Framing what you want from others by describing attitudes, dispositions, personality characteristics, qualities of relationships is: • Vague • Subjective • Ambiguous • Open to widely differing interpretations

26. Labels • Placing a negative label on another person or group puts a huge, perhaps insurmountable, psychological obstacle between them and you in terms of positive human influence. • Make a list of negative labels you think people use to talk about you and your group. • Make a list of negative labels you use to talk about individuals, groups, etc. • At your table compare these labels. “Difficult”

27. Why do we use negative labels? • It’s easy. • It’s fun to play “Junior Freud.” • It bonds us with our buddies. • It gives us “wiggle room.” • It makes us feel superior. “Difficult”

28. But, We Want More … • We want more than behavior. • We want validation, justification and confirmation of our own beliefs, values and feelings. • We want them to do it for “our” reasons.

29. The Right-hand Column • Frame what you want from others by describing desired behavior and performance. • Behavior: Describe clear, concrete, observable unambiguous, specific behaviors (and patterns of behavior) or • Performances: Describe measurable, quantifiable performances.

30. Team Building • People do what they do in an attempt to take care of what is important to them… To serve their values

31. Success/achievement Respect/status/esteem Fun/enjoyment/relaxation Sharing/bonding Altruism/giving Identity Security/safety Acceptance/approval Recognition/appreciation Thanks/gratitude/praise Values What values should you appeal to in team building?

32. How do you build teams? • Cooperation is PowerPower is InfluenceInfluence is Perception

33. Perceptions are • Personal • Subjective • Fragile • Idiosyncratic • Arbitrary • Infinitely malleable states

40. No! What do we use to get whatwe want from others? • Knowledge • Skill • Experience • Authority • Position

41. No! What do we use to get whatwe want from others? • Powerful ideas • Noble intentions • Our trustworthiness

42. No! What do we use to get whatwe want from others? • The “Right” • Truth • Logic • Reason • Evidence • Fact • Quality • Substance

43. Our Behavior • We use only the fragments of our behavior as interpreted by others. • Our behavior: • Direct and indirect • Words • How, when, where • Gestures, timing, tone • Language and rhythm • Modes of communication

44. Fragments and Filters

45. Mosaic: Picture composed of individual tiles We do not often dig into the barrel We skim across the top Barrels of tiles: Packaging of behavior Need to dig deeper into the barrels of tiles Building the Mosaic of Your Behavior

46. Our Behavior: Direct and Indirect Direct Indirect

47. Our Behavior: Modes of Communication

48. Our Behavior: Timing

49. Boring Our Behavior: Words In-service training

50. The Power of Words • List 5 powerful words to influence others.