REVIEW 2

By Sara Christina, 2013

Functional and
dysfunctional roles
Task roles

Functional roles
Information seeker
Analyser
Information giver
Idea builder
Summariser
Standard setter
Initiator
Clarifier
Trainer
Consensus builder
Mediator
Follower

Dysfunctional roles
Ideas killer
Dominator
Competer
Aggressor
Critic
Dissenter
Manipulator
Complainer
Show-off
Subject changer
Enthusiasm deflator

Functional and
dysfunctional roles
Process
roles

Dysfunctional
Functional roles roles
Gate-keeper
Approval seeker
Tension reliever Withdrawer
Encourager
Sarcastic remarker
Compromiser
Recognition seeker
Harmoniser
Status seeker
Friend
Cynic
Conflict seeker
Conflict avoider
Sniper

Setting Team Goal

An inner force that drives us towards a
future ambition or target.
A team goal should be:
desired by enough
members to get them
working collaboratively
towards achievement
one that has been set by
members, this increases
participation.

Stages of Goal
Development
Goal development usually consists of
the following:
1.General statement about the
purpose for which the group has
been formed. This statement usually
has no explicit actions associated
with it.
2.A refining of the goal to include an
indication of the actions to be taken
(operational).
3.A clear description of the particular
and specific tasks that need to be
done to achieve the above.

Action Planning
Setting out a course of action to achieve a goal.
a collection or
sequence of specific
tasks
Divisible tasks (These can be broken
into separate assignments, each of which
can be carried out by individuals or subgroups.)

Unitary tasks (These require the

collaborative effort of all group members and
cannot be subdivided, eg a final decision
that has to be made.)

PLANNING AND ORGANIZING

WORKFLOW

By Sara Christina, 2013

The Planning Process

1. Establish a goal or target.
2. Determine what needs to be
done, when and how it
should be carried out.
3. Sequence the activities in
order of priority.
4. Inform the relevant people.
5. Implement the plan.
6. Check progress against
targets.

The Planning Tools

What If The Plan Doesnt

Work?
You need to develop one or some of
these :
1. adaptive plans
2. preventative plans
3. contingency plans.

PROBLEM SOLVING AND

DECISION MAKING

By Sara Christina, 2013

Identifying the Problem

Recurrent problems
Non-recurrent problems

Types of Decision
Making
Programmed decisions (policies,
procedures, accident forms, ordering
processes, stock control systems)

Non-programmed decisions

Problem Solving and

Decision Making
Process
1. Identify the problem.
2. Establish desired outcomes.
3. Analyse the problem.
4. Generate alternative solutions.
5. Evaluate and select the most
suitable solution.
6. Implement the decision.
7. Follow up and evaluate results.

Effective Decision
Making Behaviours
With regard to effective consensus-seeking, the
following behaviours should be followed:
1.View differences of opinion as natural and helpful
rather than a hindrance.
2.Avoid arguing blindly for your own position.
3.Do not change your mind merely to achieve
agreement.
4.View early agreement as suspect; should more time
have been taken to reach agreement?
5.Avoid win-lose stalemates and competitive thinking.
6.Be positive, assume your group is capable of
excelling.

Effective Decision Making

Behaviours
The effective decision maker:
1.Thoroughly covers a wide range of alternatives.
2.Carefully weighs what is known about the impact of
negative and positive consequences.
3.Searches for new information relevant to further
evaluation of possible final alternatives.
4.Correctly assimilates and takes into account any new
information even if it does not support the choice
initially preferred.
5.Makes detailed provisions for implementing the
decision with contingency plans that may be needed if
anticipated risks eventuate.

Effective Decision
Making Behaviours
The effective leader of a decision-making group:
1.Assigns the role of critical evaluator to each member.
2.Adopts an impartial stance instead of stating
preferences at the beginning.
3.Encourages members to discuss group deliberations
with outsiders and then report back on their responses.
4.Listens attentively and observes non-verbal and verbal
cues.
5.Prevents group from making hasty decisions as a result
of concurrence-seeking.