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The 25 best icebreaker questions for team-building at work. Being a Strategic Leader Is About Asking the Right Questions. If you asked the world’s most successful business leaders what it means to “be strategic,” how many different answers do you think you’d get? Consider this number: 115,800,000. It’s the number of unique links returned when I searched online for “strategic leadership.” There’s a good reason for all of those links: Strategy is complex. Thought leaders from all over the world have created sophisticated frameworks designed to help leaders grapple with their own strategies at an abstract level. But the reality is that strategy succeeds or fails based on how well leaders at every level of an organization integrate strategic thinking into day-to-day operations.

This is less about complexity and more about practical focus. How can you personally be more strategic as a leader? 1. Leaders are often surprised at just how much they don’t know about what team members are working on. 2. 3. 4. Chances are that you have a handful of measures that others use to evaluate your success. 5. How the U.S. Marines Encourage Service-Based Leadership. Most of us feel that we’re completely stretched to capacity at work and have nothing left to give. But according to a recent Gallup poll, 70% of the workforce is either “actively disengaged” or “not engaged,” meaning there are millions of professionals who have discretionary effort — effort they could give if they felt motivated and inspired.

Gallup estimates that this disengagement costs the U.S. $450–$550 billion in lost productivity each year, which doesn’t even account for opportunity costs. When employees are busy and disengaged, businesses are missing out on cost-saving ideas and innovations that could be developed from the bottom up. We believe that one of the ways managers can tap into this discretionary effort is the practice of service-based leadership. Robert K. Greenleaf first introduced the concept of servant leadership to businesses in the mid-1900s. The two of us learned about this approach, branded as service-based leadership, in the United States Marine Corps. Awareness. Empathy Is Tough to Teach, But Is One Of the Most Important Life Lessons | MindShift | KQED News. Dr. Brené Brown has become famous for her speaking and writing about vulnerability, worthiness, shame and the other important emotions running underneath daily life all the time.

One theme she returns to over and over is the importance of cultivating empathy, a very different reaction than sympathy. Dr. Brown says empathy consists of four qualities: the ability to take the perspective of another person, staying away from judgment, recognizing emotion in others, and communicating it. She defines empathy as “feeling with people,” and notes that it’s a “vulnerable choice” because it requires a person to tap into something personal that identifies with the struggle of another. Children have opportunities to learn empathy from their parents, but also from their teachers and peers.

Increasing your Capacity | Craig Groeschel | Focus 2014. Fixated on Leadership: Why Learning How to Follow is Crucial for Success. Leadership ability, it would seem, is the essential ingredient of success. But is it? Academies and institutes, high schools and colleges, MBA programs and charter schools all promote their ability to train 21st century leaders. High school seniors applying for college using the Common Application are instructed to include details about the “position/leadership” they hold as a part of their extracurricular activities. The celebration of leadership has become so routine that an educator at a California preschool was heard prompting a 5-year-old to “use her leadership voice.”

“The term has become so ubiquitous that it has lost its meaning,” said Ira Chaleff. There are many costs associated with the drive to “create” leaders, according to Chaleff. Kids who are brought up to believe that they should be leaders in everything — captain of the tennis team, head of the debate team and student council president — are being set up to fail. Formalizing Following Skills. The Two Dimensions of Positive Interdependence. Dr. Spencer Kagan To cite this article: Kagan, S. The Two Dimensions of Positive Interdependence. San Clemente, CA: Kagan Publishing. Kagan Online Magazine, Fall 2007. www.KaganOnline.com Positive Interdependence is a powerful principle. Putting positive interdependence in place can make the difference between success and failure in the classroom.

What is Positive Interdependence? Positive interdependence has two dimensions: one related to the word "positive" and the other related to the word "interdependence. " Dimension 1: Positive Correlation of Outcomes The word "positive" in the phrase "positive interdependence" has its origin in studies of the effects of situations in which there is a positive or negative correlation of outcomes. Positive correlation does not refer to positive outcomes; it refers to the relation among outcomes. A negative correlation exists when our outcomes go up or down in opposite directions. Negative Correlation of Outcomes: Example 1 We visit a primary classroom. Six Common Misperceptions about Teamwork. This post is part of the HBR Insight Center Making Collaboration Work.

Teamwork and collaboration are critical to mission achievement in any organization that has to respond quickly to changing circumstances. My research in the U.S. intelligence community has not only affirmed that idea but also surfaced a number of mistaken beliefs about teamwork that can sidetrack productive collaboration. Here are six of them. Misperception #1: Harmony helps. Smooth interaction among collaborators avoids time-wasting debates about how best to proceed. Actually: Quite the opposite, research shows. Misperception #2: It’s good to mix it up. Actually: The longer members stay together as an intact group, the better they do. Misperception #3: Bigger is better. Actually: Excessive size is one of the most common–and also one of the worst–impediments to effective collaboration. Misperception #4: Face-to-face interaction is passé. Actually: Teams working remotely are at a considerable disadvantage. J. What Google Learned From Its Quest to Build the Perfect Team.

So Rozovsky started looking for other groups she could join. A classmate mentioned that some students were putting together teams for ‘‘case competitions,’’ contests in which participants proposed solutions to real-world business problems that were evaluated by judges, who awarded trophies and cash. The competitions were voluntary, but the work wasn’t all that different from what Rozovsky did with her study group: conducting lots of research and financial analyses, writing reports and giving presentations. The members of her case-competition team had a variety of professional experiences: Army officer, researcher at a think tank, director of a health-education nonprofit organization and consultant to a refugee program.

Despite their disparate backgrounds, however, everyone clicked. They emailed one another dumb jokes and usually spent the first 10 minutes of each meeting chatting. It always struck Rozovsky as odd that her experiences with the two groups were dissimilar. Photo. 9 ways for leaders to be better at communication | David Weston. Poor communication sucks the life out of organisations. Many teams are full of uncomfortable issues, awkward misunderstandings and confusing meetings where everyone leaves with a different idea of what is going on. This leads to frustration, reduced trust, reduced respect and reduced sense of each other’s competency. It leads to suspicion about whether real intentions match stated intentions and it generated lots of unnecessary stress. I’ve enjoyed reading through some great blogs and books on leadership and communication. In the spirit of sharing and to help my own learning, I’d like to suggest an initial 9 ideas for leaders that you can use to transform communication.

Do you agree or disagree with these? 1. 2. 3. 4. 5. 6. 7. 8. 9. No amount of great dialogue can overcome the damage done by lack of integrity – indeed, failure to follow through or match deeds to your words makes it orders of magnitude harder to communicate effectively later. Like this: Like Loading... Three Point Communication - TeachingHOW2s.

Two point communication Yes, it does sound rather strange to be calling the typical way we converse as being two-point communication. But if you look at it for an instant, it’s clear that’s exactly what it is. There are two points: your face and the other’s face. They face each other directly. Nothing wrong in that. In fact, it would be pretty alienating if it weren’t the case. But hold on a minute and consider what it’s like during a difficult conversation. Let’s get back to the experience of receiving such honest yet potentially hurtful comments. Well if that’s your experience, imagine how negative it must be for your students, however benevolent your intentions. Three point communication By simply moving to a side-by-side position, the receiver of the difficult communication will feel better.

Try it out This is nothing to believe here. Once the difficult part has been conveyed, it’s a good idea to finish off the conversation with some business-as-usual eye contact. Six Thinking Hats. Why Some Teams Are Smarter Than Others. Individual intelligence, as psychologists measure it, is defined by its generality: People with good vocabularies, for instance, also tend to have good math skills, even though we often think of those abilities as distinct. The results of our studies showed that this same kind of general intelligence also exists for teams. On average, the groups that did well on one task did well on the others, too. In other words, some teams were simply smarter than others. We next tried to define what characteristics distinguished the smarter teams from the rest, and we were a bit surprised by the answers we got. We gave each volunteer an individual I.Q. test, but teams with higher average I.Q.s didn’t score much higher on our collective intelligence tasks than did teams with lower average I.Q.s.

Nor did teams with more extroverted people, or teams whose members reported feeling more motivated to contribute to their group’s success. Finally, teams with more women outperformed teams with more men. Belbin for lecturers. What Kind of Group Work Encourages the Most Original Thinking? When I first read Originals I couldn’t help but take notes. What I jotted down was essentially a to-do list for how I could be more creative, how I could think up and then communicate new ideas. But the book — written by Adam Grant, a professor at the Wharton School of the University of Pennsylvania — is not just a guide for adults. Its pages are littered with interesting advice on how teachers and parents can encourage and cultivate their kids to be original, too. Grant writes about the importance of getting kids to take risks, to embrace their own curiosity and to be confident in where their minds wander.

So how can adults create spaces and cultures of originality to breed these new ideas? In the book you talk about how taking risks can lead to original ideas. So how can parents facilitate risk-taking with their kids? Well, I think one of the biggest mistakes that a lot of parents make is they spend all their time enforcing rules, and I’m guilty of this. Yeah. Look, let me confess. The 7 Ted Talks every leader should watch. When I started my first company at the age of 25, I did not consider myself a leader. I was just a guy who needed to serve my clients. But soon I was hiring people and had to figure out how to be a good boss and business person. That was 25 years ago, before Ted and the internet made expert learning fast and accessible. Today, the most amazing experts are available in powerful short bursts that will be sure to increase your leadership capabilities quickly. Each of these talks gives you a different -- but important -- perspective on leadership, with immediate actions you can take today. 1.

Do you understand the daily impact of your actions on those around you? 2. In this three-minute talk, Sivers demystifies how one person can inspire a crowd of followers. 3. Wicker-Miurin eloquently shares the stories of three seemingly ordinary people who are unexpectedly changing the world. 4. 5. Heffernan dispels myths about who are the best leaders and which role leaders take in successful teams. The Two Dimensions of Positive Interdependence. Young Delacroix on the Importance of Solitude in Creative Work and How to Resist Social Distractions.

“One can never be alone enough to write,” Susan Sontag lamented in her journal. “People who grow bored in their own company seem to me in danger,” the great Russian filmmaker Andrei Tarkovsky admonished the young. And yet despite the vast creative and psychological benefits of boredom, we have grown so afraid of it that we have unlearned — or refused to learn altogether — the essential art of being alone, so very necessary for contemplation and creative work. The great French artist and dedicated diarist Eugène Delacroix (April 26, 1798–August 13, 1863) examined this paradox with enormous elegance and prescience two centuries before our present epidemic of compulsive sociality and allergy to solitude. Writing in The Journal of Eugène Delacroix (public library) in early January of 1824, the young artist addresses himself directly, as he often does in the diary: Poor fellow! I must work alone. Everything tells me that I need to live a more solitary life. 14. The Marshall Memo Admin - Issues.

1. How to avoid some common problems in group decision-making 2. Using Socratic seminars in a high-school English class 3. Orchestrating authentic classroom conversations 4. 5. 6. 7. 8. 9. 10. 11. (c) Eric Mazur master class “The human brain may be wired from birth to synchronize with and imitate other people. Cass Sunstein and Reid Hastie (see item #1) “Fight the urge to tell them the answers.”

Casey Cuny on conducting Socratic seminars (see item #2) “To engage students in real talk, we must be thoughtful and responsive, trust in students’ abilities, and support them in problem solving instead of controlling the process ourselves.” Maria Nichols (see item #3) “Knowing that silence on the outside does not equal silence on the inside, are we watching for evidence of engagement on students’ faces or in their body language, and then responding?” Maria Nichols (ibid.) “Productive writers don’t allow themselves the indulgence of easy excuses.

Rachel Toor (see item #4) Rachel Toor (ibid.) a. B. C. Ed. 6-12 Collaboration Rubric (non-CCSS) The Marshall Memo Admin - Issues. 1. Atul Gawande on the need for professional teamwork 2. David Brooks on the difference between online and offline discourse 3. The power of “keystone habits” 4. Leaving behind ineffective lecture-style teaching 5. 6. 7. (b) The full article on the underrepresentation of minorities in special education classes Atul Gawande (ibid.) “If you e-mail, text, tweet, Facebook, Instagram, or just follow Internet links, you have access to an ever-changing universe of social touchpoints. David Brooks (see item #2) “Keystone habits start a process that, over time, transforms everything… They help other habits to flourish by creating new structures, and they establish cultures where change becomes contagious.” Charles Duhigg (see item #3) “Teachers must seek ways to better understand who parents are, what parents want and desire for their children, and what parents can teach them about educating their children.

Michele Myers (see item #5) “Find the balance between being ‘pushy’ and being a ‘pushover.’” a. B. A Simple Exercise to Strengthen Emotional Intelligence in Teams. The Marshall Memo Admin - Issues. Groupthink.