For faculty and staff
Self-Directed Extension Team tools
MU Self-Directed Extension Team Boundary Conditions (PDF)
A self-directed team will perform best if it understands the expectation of MU Extension leadership, can interact with it about the expectations, and agrees with the expectations. “Boundary conditions” can help provide management expectations, add clarity and definition to possible team actions, and help teams in development of action plans.
- Self-Directed Team Charter Guidelines
A charter is a guideline that helps Extension’s team members understand the purpose and function of any team. A charter is similar to a job description for an entire team. It provides structure for how a team operates, who its members are, and what responsibility the team has to the organization, to the team, and to each other. Regardless of the size, duration, and purpose of a team, a charter will be helpful for team focus and productivity.
- Cost-Dollar Proposals -
Extension Self Directed Teams may at some point seek financial support from the organization to move the work of the Self Directed Team forward. The application process and components are contained in this document.
How are Self Directed Teams different from most committees, task groups,
or advisory groups? (PDF)
Traditional structures can be very responsive in the short term, providing fairly rapid feedback or fairly rapid results. Because of the widely varying levels of engagement, commitment, differing motives, and leadership abilities, these groups can also be very non-productive.
Stages of SD Team development
Every team goes through distinct stages during formation and as group work proceeds. These stages need to be repeated to a certain degree every time members join and leave the group. These stages are predictable and necessary.
Success Factors for SD Teams
Is Everyone's Business (PDF)
Are you keeping up with the tasks in front of you? Do you need help jump starting your work on the team beyond today’s “status quo?” Are you working with a team member who could benefit from developmental or performance coaching? In the complexity of today’s workplace needs and with the emphasis on multitasking anyone’s work can become overwhelming! Here’s how coaching can help.
- Relationship Building
The Shape of Work to Come
What is Resistance and Why Should I Care?
Nearly two-thirds of all major changes in organizations fail. Resistance is any force that slows or stops movement. It is not a negative force nor are there "resistors" out there just waiting to ruin our otherwise perfect intervention. People resist in response to something. Something that we (or our clients) are doing evokes a reaction that we call resistance. The people resisting probably don't see it as resistance; they see it as survival.
Guided Discussion. In new group formation fears and concerns are natural, sometimes based on past history and sometimes because someone is not well known to others.
- The Discipline of
Teams (PDF) Katzenbach and Smith
What makes the difference between a team that performs and one that doesn't? This Harvard Business Review article, by the authors of "The Wisdom of Teams" nicely discusses the difference between a "work group" and a true team. A worthy read!
Change without Migranes (PDF) - Rick Mauer
Inquiry (PDF) - An article by David L. Cooperrider and Diana Whitney
(PDF). (Article) Patrick Lencioni, Author of Five
Dysfuntions of a Team, Death by Meeting, Silos, and others.
Table Group Consulting.
Healty vs Smart model for organizations. (Video) Video by the Table Group (the same people that bring us "Silos" and others). Useful for anyone in the pursuit of a healthy office climate, healthy team, or healthy organization. Less than 3 minutes in length.
References & Resources:
Many of these can be checked out from Bev Coberly's office, or through the Extension Team Developers Shelley Bush or Don Nicholson (and other places too):
A Checklist for Interdisciplinary Teams When Planning Issues-Based Programs. Guion, Lisa A. Journal of Extension June, 2010 [On-line] Volume 48 (3) Article #: 3IAW1. http://www.joe.org/joe/2010june/iw1.php
Getting Naked: A business fable about shedding the three fears that sabotage client loyalty. Lencioni, Patrick. Jossey-Bass, 2010.
Increasing the Odds for High-Performance Teams—Lessons Learned, A. Leholm and R. Vlasin. Michigan State University Press, 2006.
Leading Self-Directed Work Teams: A Guide to Developing New Team Leadership Skills, K. Fisher. 2nd Ed. New York: McGraw–Hill, 2000.
Overcoming the Five Dysfunctions of a Team: A Field Guide for leaders, managers, and facilitators. Lencioni, Patrick. Jossey-Bass. 2005.
Supercoach: 10 Secrets to Transform Anyone's Life, Michael Neill. Hay House Inc. 2009.
The SPEED of Trust: The One Thing That Changes Everything. Stephen R. Covey, and Rebecca R. Merrill. Free Press, 2008.
Silos, Politics and Turf Wars: A leadership fable about destroying the barriers that turn colleagues into competitors. Lencioni, Patrick. Jossey-Bass. 2006.
Trust & Betrayal in the Workplace: Building Effective Relationships in Your Organization, Dennis S Reina and Michelle L Reina. Berrett-Koehler Publishers; 2nd Revised edition (January 1, 2006).
Teams for a New Generation: A facilitator's field guide. Greg Robinson and Mark Rose. Author House, 2007.
The Thin Book Of Appreciative Inquiry. Sue Annis Hammond. Thin Book Publishing Company, 1996.
The Wisdom of Teams, J.R. Katzenbach and D. K. Smith. McKinsey & Co., 2003.