yüMIvü? Collaboration Insights

?? Building High-Performing Leadership Teams: The Power of Group Dynamics ?? In the world of leadership and management, fostering high-performing teams is an art that relies on a deep understanding of group dynamics. Leaders, at every level, must continuously work on these dynamics to drive success not only within their immediate teams but also with their peers and report lines. Here's a condensed guide to the key elements of group dynamics that are instrumental in building teams that thrive: ?? Group Forming: From "forming" to "adjourning," teams evolve through stages. Recognizing these stages and navigating them effectively is crucial. ?? Group Membership: Acceptance and welcoming dynamics lay the foundation for a cohesive team. Ensuring that every member feels valued is paramount. ?? Group Cohesion: The bonding of team members and their desire to stay connected is the heart of a high-performing team. Cohesion breeds commitment. ?? Group Roles: Enabling and disabling roles within the team can either facilitate or hinder progress. Identifying and promoting the right roles is key. ?? Group Identity: Defining who "we" are as a team goes beyond titles. It's about shared purpose and a unified vision. ?? Group Norms: Behaviors are guided by norms. Cultivating healthy and productive norms helps shape the team's culture. ?? Group Processes: The way we work together matters. Effective collaboration and processes are the gears that drive team performance. ?? Group Needs: Acknowledging individual and collective needs ensures that each team member is supported in their growth and contributions. In the journey toward high-performance, leadership teams that grasp and harness these group dynamics find themselves better equipped to lead by example, inspire their peers, and empower their reports. Consultants, facilitators, coaches - Our role is to help leaders build both people-focused and high-performing teams. I hope these reminders will help you in your practices. Together, we can build teams that not only achieve their goals but surpass them! ???? #leadershipgrowth #teamdynamics #highperformanceteams

Conflict is a natural part of group dynamics. As we explore cohesion, it’s crucial to understand what hinders it. Team conflicts are a primary reason leadership teams fail to achieve high cohesion. Recent research identifies and quantifies these conflicts: Individual Level Conflict: Revolves around a single individual (20-25%) Dyad Conflict: Two team members disagree (35%) Subgroup Conflict: Two subgroups are at odds (20-25%) Team-Wide Conflict: All team members are disagreeing (15%) Each type requires a combination of mediation, conflict resolution, negotiation, and trust-building. High-performing teams do NOT avoid conflict but learn to handle it constructively, an essential skill for building cohesive teams. In other words, they learn and develop the skills on how to mine the conflict. This is one of the key focus areas in my work with executive teams, mining the conflicts and building highly cohesive leadership teams. #conflictresolution #communicationskills #culture

Ever wonder why we sometimes make irrational decisions or think in ways that don't really help us? Let's break down some common patterns of irrational thinking and how they mess with our minds. Cognitive Biases are systematic deviations from rational judgment due to the brain simplifying things. Examples include: ? Confirmation Bias: Favoring information that confirms preexisting beliefs. ? Anchoring Bias: Relying heavily on the first piece of information encountered. ? Availability Heuristic: Overestimating the importance of readily available information. Logical Fallacies are (often little) errors in reasoning that invalidate arguments. Such as: ? Straw Man Fallacy: Misrepresenting an opponent's argument to make it easier to attack. ? Ad Hominem: Attacking the person making the argument rather than the argument itself. ? False Dilemma: Presenting two options as the only possibilities when more exist. Cognitive Distortions are exaggerated or irrational thought patterns, contributing to depression and anxiety. Examples include: ? All-or-Nothing Thinking: Viewing situations in black-and-white terms. ? Catastrophizing: Expecting the worst-case scenario to happen. ? Overgeneralization: Making broad interpretations from a single event. Automatic Negative Thoughts (ANTs) are spontaneous, involuntary, and often irrational thoughts that arise in response to specific, negative situations, contributing to feelings of depression and anxiety. Like: ? Personalization: Believing you are responsible for events outside your control. ? Mind Reading: Assuming you know what others are thinking, especially if they are thinking negatively about you. ? Fortune Telling: Predicting negative outcomes without evidence. All of these can cloud your judgment and mess with your perceptions. They can also significantly impact how you feel and behave. While cognitive distortions and ANTs often come automatically, cognitive biases can also operate beneath the surface. In sum:? Cognitive biases affect how we process information and make decisions. Logical fallacies mess with our arguments. Cognitive distortions mess with our mental health, and ANTs are those pesky negative thoughts that just pop up. You can find cognitive biases everywhere, logical fallacies in debates, cognitive distortions in mental health discussions, and ANTs in therapy sessions. How to Tackle Them: You can combat cognitive biases with awareness and education, logical fallacies with better critical thinking, cognitive distortions with therapies like CBT, and ANTs by identifying and challenging them in CBT. Finally you don’t need to be a therapist to learn about these. Educating ourselves on irrational thinking can help us live & be wiser!? == Interested in becoming a Certified Strategy & Implementation Consultant? (CSIC) Check out the Strategy.Inc program and join our network of global strategy & implementation consultants.

Conflict is a natural part of group dynamics. As we explore cohesion, it’s crucial to understand what hinders it. Team conflicts are a primary reason leadership teams fail to achieve high cohesion. Recent research identifies and quantifies these conflicts: Individual Level Conflict: Revolves around a single individual (20-25%) Dyad Conflict: Two team members disagree (35%) Subgroup Conflict: Two subgroups are at odds (20-25%) Team-Wide Conflict: All team members are disagreeing (15%) Each type requires a combination of mediation, conflict resolution, negotiation, and trust-building. High-performing teams do NOT avoid conflict but learn to handle it constructively, an essential skill for building cohesive teams. In other words, they learn and develop the skills on how to mine the conflict. This is one of the key focus areas in my work with executive teams, mining the conflicts and building highly cohesive leadership teams. #conflictresolution #communicationskills #culture