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MODULE 2 > Forming Teams2.12 Assessing the TeamTeam JournalsJournals are completed in three sections due after each oral presentation (Check syllabus). Journals are confidential and are only seen by the team coordinator. Section One and Two of the Journal : Entries must include an integration of the team principles learned in the class, including a self-assessment of what team principles you are practicing within the team. An update on how you are accomplishing your interpersonal goals that you set at the beginning of the term is included in the journal entries. If you are a team leader the journal includes an assessment of yourself as team leader. The journal entries should also address the following: As team leader what leadership style did you use? What time management principles did you follow? What conflict style did you use? How did you facilitate meetings? Were the Ground Rules followed? Did you revise the Ground Rules? What milestones did the team accomplish while you were team leader? Obstacles to performance, feelings about how the team is functioning in the context of the team principles taught in the class. The other team members should address the effectiveness of the team leader. Other issues team members should address are: Do the team and the faculty advisor at meetings follow the agendas? Was the team leader effective at facilitating meetings? How effective was the team at brainstorming? How effective was the team at handling time management? Was the team able to follow the action plans put in place by the team? How was conflict within the team dealt with? How did the process of collaborating on data and writing team papers work within your team? Using the team dialogues and other assessment tools available to your team how do the different predominant styles impact upon the team's performance, i.e. thinking styles, goals for interpersonal competency being accomplished, conflict style? How aware is each team member of their own behavior and the behavior of others in facilitating the team to accomplish the goals of the project? (i.e. does one member continually miss meetings or is late to meetings? If so, has the team confronted these issues and effectively changed the culture of the team to alleviate the problem?) Is one member dominating the others? Is the work shared equally? Did the team meet their milestones for the project? Did the project have to be scaled back because it was too ambitious? Third Section Of Journal: A list of questions to answer will be sent via e-mail to you the evening after the second oral presentations. Use this template to write your third journal entry. Web AssessmentsAssessments are filled out at beginning of the term and are used to compile a composite of the different dominant styles you use when leading the team, dealing with conflict, and problem solving. Use the assessments as an indication of how you perform and to promote introspection about how you collaborate with others and how you function as a leader in a team situation. The assessments are not indicators of mental health or personality. Some assessments are individual while others are team assessments. After the first class the thinking style inventory, the individual competency assessment is filled out on the web and the results are given to your team at the first team meeting held in class. The leadership assessment, conflict style inventory, and emotional intelligence assessments are filled out in the Team Leader Seminars. The third lecture is a team assessment exercise. At the exit interview all team members complete a team assessment inventory. Leadership Assessment Strategies
The ability to lead successfully is to understand and develop a mindset that allows you to lead through learning how others think and react. Then you use the most effective style to manage the situation effectively. Using these skills effectively is strategic management. Assessing the TeamAssessing the team is an effective strategy for strategically managing a team. Strategically planning how to assess different aspects of the team during the task process is the most efficient planning for leaders. Emotionally Intelligent LeadershipLeaders who lead effectively accurately understand their own behavior, how other people perceive them, recognize how they respond to others, and are aware of attitudes, feelings, intents, emotions, and communication styles and disclose this awareness to others. Situational LeadershipTeam leadership is supporting a team structure that develops trust. The first step in this process is having a clear definition of how the team will be structured. Assessments and Assessment Strategies
Effective leadership is predicated upon the principle that leaders use their skills and abilities to assess themselves and others to learn, not to compare or negate another person's mindset or perspective. Team Self-Assessment Attitude, behavior and culture |
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