reflective essay

1000 words

Learning outcomes

At the end of this workshop you should be able to

Demonstrate knowledge and understanding of the difference between team working and teambuilding and the effects of working together in a team

Apply the Johari window as a tool to improve team relationships.

Know the basic principles of effective BATNA negotiations

1

1

working
2

2

(1) Team working versus team building
Team building:
Involves giving people a sense of direction, getting to know one another, recognising skills and abilities as well as establishing a method of working.
Used to create new teams or review the performance of existing ones.
Team working:
Emphasis on team working skills, i.e. sharing ideas, co-operating, being open and supporting one another.
Encourages and helps teams succeed.
It is a process and not a goal.
3

Team Development
4

Stages of team development
5
Forming Storming Norming Performing Adjourning
Excitement Reality sets in Shared goals Team work Separation anxiety
Anticipation Frustration Team cohesion Cohesiveness Crisis
Anxiety Dissatisfaction Coping Leadership Dissatisfaction
Optimism Adjustment anxiety Acceptance Performance Negativity

Tuckman, B. W. & Jensen, M.A.C. (1977) Stages of small group development revisited. Group and Organization Studies. 2(4): 419 – 427.

(2) Potential team problems: Conflict
Questionnaire HANDOUT 1
6
Goals
Relationships
Smoothing

Problem-solving

Withdrawing

Forcing

Compromising
High importance
High importance
Low importance
Low importance

What are some of the most common conflict resolution patterns you have come across at work? So what?
Adapted from Thomas-Killmann Conflict Mode Instrument
Win-Win
Lose-Win
Lose-Lose
Win-Win
Win-Lose

Withdrawing/
Accommodating
Lose-Win Accepting the situation and agreeing to back down
Avoiding/Smoothing
Lose-Lose Not getting involved in the conflict
Compromising
Win-Win The art of win-win negotiations
Collaborating
Win-Win Taking the ideas of both parties and finding ways of developing them all
Competing
Win-Lose Handling conflict head on by standing firm and rejecting the ideas of others

Conflict (‘A war of words’)
7

Potential team problems: Lack of balance
A working team needs a mix of skills to create a balance.
A successful team needs someone to:
Give direction by pulling ideas together and looking for practical ways of pushing the group into making decisions. Usually the appointed leader.
Promote unity amongst the group by being aware of how people are feeling, and how they are handling stress and working under pressure.
Organise people by converting decisions and plans into practical tasks that others can get on with.
Analyse situation and information from a variety of sources. Such people stop the group committing themselves to the wrong course of action.
8

What drives effective team working?
Shared values
32%
30%
22%
11%
5%
Mutual trust
Inspiring vision
Complimentary skills
Rewards
9
See explanation on Notes page.

9
Team vs. Group
A group consists of any number of people who, while focusing on their individual tasks, interact with one another, are psychologically aware of one another, and think of themselves as a group.
A team is a group whose members focus on collective efforts and influence one another toward the accomplishment of common goals.
Not all groups in organizations are teams, but all teams are groups. The difference between a team and a group is that a team is interdependent for overall performance. A group qualifies as a team only if its members focus on helping one another to accomplish organizational objectives. In today’s quickly changing business environment, teams have emerged as a requirement for business success. Therefore you should constantly try to help groups become teams and facilitate the evolution of groups into teams.
Shared Values
Team members are looking for a “values fit” with their team. Without it, they won’t give the team their best. Team members should participate in establishing shared values and values-based common goals if you wish them to live these values, be committed to these goals, and have a feeling of interdependence and ownership for their jobs and unit.
Shared values become also your team’s code of behavior as they define what is and isn’t acceptable.
Mutual Trust
Mutual trust is a shared belief that you can depend on each other to achieve a common purpose.
In a team, members work in a climate of trust. They are encouraged to openly express opinions, feelings, and doubts. Team members share important information and ideas. They are fair, willing to be influenced and fulfill their promises.
Inspiring Vision and Strategic Alignment
An inspiring vision has two functions: it provides direction and motivates.
In any socio-technical system the people in the system work better when they understand how they fit into the system as a whole. To meet and exceed customer satisfaction, the business team needs to be inspired by the corporate vision and to follow an overall organizational strategy.
Всемирный опрос Vision Energizing People Communication Competence Charisma 0.32 0.3 0.22 0.12 0.05

(3) Belbin team roles
10
HANDOUT 2:
Fill your Belbin Team Profile Questionnaire and record the results.
Dr Meredith Belbin
“We are all different and we have different values and work in different ways. Those differences in teams are the critical turning point of being a successful team benefitting from the synergy of differences.”
http://www.teambuildingsolutions.co.uk
The Belbin Team Inventory is a behavioural test, also called the Belbin Self-Perception Inventory, Belbin Team Role Inventory, BSPI or BTRI.

Belbin team roles
11

Role title and contribution Allowable weaknesses
PLANT:
Creative, solves difficult problems, wacky, unorthodox, and imaginative Ignore details, does not like criticism, too pre-occupied to communicate effectively
RESOURCE INVESTIGATOR:
Extrovert, enthusiastic, develops contacts and communicative Overoptimistic and once the initial enthusiasm has passed will lose interest
CO-ORDINATOR:
Mature, good at delegating, relaxed, confident, and clarifies goals Can be seen as manipulative, delegates personal work
SHAPER:
Challenging, dynamic, thrives on pressure, has drive and determination, and overcomes obstacles Can provoke others and hurts people’s feelings, intolerant, and easily frustrated

Belbin team roles
12

Role title and contribution Allowable weaknesses
MONITOR EVALUATOR:
Sober, strategic and discerning, analytical, sees all options. Judges, accurately Lacks drive and ability to inspire others, overly critical, cool and dispassionate
TEAMWORKER:
Co-operative, mild, perceptive ,and diplomatic. Listens, averts friction, and calm the waters Indecisive in crunch situations, easily influenced
IMPLEMENTER:
Disciplined, stable, reliable, conservative, and efficient. Turns ideas into practical solutions Somewhat inflexible, slow to respond to new possibilities, does not like change
COMPLETER:
Painstaking, anxious, conscientious, looks for errors, ordered and deliver on time Inclined to worry, impatient, intolerant, reluctant to delegate, can be nit-picking

Belbin team roles
13

Role title and contribution Allowable weaknesses
SPECIALIST:
Single-minded, dedicated expert knowledge and skill Contribute on a narrow front, dwells on technicalities and ignores impact

Belbin team roles
14
What would life be without BOTH of us?

(4) Self-disclosure: Johari window
Johari window-theory, is named after its creators Joseph Luft and Harrington Ingham.
The Johari window can be applied to a variety of interpersonal interactions in order to clarify what parts of ourselves are open, hidden, blind, and unknown. 
How could self-disclosure contribute to better team working?
How could self-disclosure jeopardise team working?
What could cause cultural constraints?
15
Luft, J. (1969) Of Human Interaction. National Press Books: Palo Alto, CA.

Johari window: HANDOUT 3
Open/free area:
Things we know about ourselves and other know about it.
Blind area:
Things others know about us that we do not know
Hidden area:
Things we know about ourselves that other do not know
Unknown area:
Things neither we nor others know about us
16

Negotiation skills
Watch video after class
17

17

Trouble … or not?
18
Sit at the table and try by force to wrestle each other’s hand by holding on at the wrist.
Do you see any connection between the pictures with the donkeys who are struggling to reach the pile of hay – and your arm wrestling?
If someone is the winner, does that mean that someone has to be defeated?
Is it possible to have a way out of the conflict so that both sides are satisfied, both are winners?

‘Twelve angry men’
Watch the 1997 version of the movie Twelve angry men, the classic film about 12 jurors deliberating a seemingly open and shut murder case.

Duration: 1 hour 44.35 minutes
Read the discussion in HANDOUT 4.
Discuss the movie and the key learning points from it.
How would you use the learning from this movie in your management and development of employees, and in helping employees to refrain from unchecked assumptions?
19

What are the core skills for successful negotiation?
Choose good questions to ask:
Good negotiators (such as HR?) ask a lot of questions. Make sure they understand what it is you are trying to achieve.
Example:
In buying a house, both parties might start off arguing and disagreeing over the price.
They begin with the position that the price is the most important thing and that is all that has to be negotiated.
The skilled negotiator, however, will realize that price is only one part of the package.
By using good negotiation skills, the negotiator will help both parties to see that the terms of the sale are also important, as are the furniture and fixtures that might be included in the transaction.
20

What are the core skills for successful negotiation?
Patience: 
Good negotiators are patient.
They concentrate first on getting agreement on all the parts of the contract that the two parties have in common before they go on seeking for amicable ways to settle the other issues. 
They also take the time to prepare good questions to ask to get clarity and understanding on each point as they go along, so that there is no confusion later.
Preparation Is Key
Preparation accounts for 90% of negotiating success.
Preparation requires you do two things:
Get all the information that you can about the upcoming negotiation.
Think the negotiation through from beginning to end, and be fully prepared for any eventuality.

21

‘Going to the balcony’ with William Ury
22
Professor William Ury suggests the technique of “going to the balcony” when you find yourself facing a difficult negotiation. Step back, collect your wits, and see the situation objectively. Imagine yourself negotiating on a stage and then imagine yourself climbing onto a balcony overlooking the stage. The “balcony” is a mental metaphor for a mental attitude of detachment or reflection. From the balcony you can calmly evaluate the conflict almost as if you were a third party – and gain self-control and perspective. You can think constructively and look for a way to resolve the problem.
Fisher, R., Ury, W. and Patton, B. (1992) Getting to YES. Negotiating agreement without giving in. Penguin Books: New York.

Sir Isaac Newton’s third law of physics states that for every action there is an equal and opposite reaction. If you push on anything, it pushes back on you. The bigger the push, the bigger the push back. This principle also applies to negotiations. If one party is made to feel threatened, disrespected, or generally pushed around, the natural tendency is to impulsively react. Part of your opponent’s power derives from the ability to make you react on emotion and lose sight of your interests.
Instead of falling into the nonproductive cycle of action and reaction, you can regain your power by not reacting.
Professor William Ury suggests the technique of “going to the balcony.” When you find yourself facing a difficult negotiation, you need to step back, collect your wits, and see the situation objectively. Imagine yourself negotiating on a stage and then imagine yourself climbing onto a balcony overlooking the stage. The “balcony” is a mental metaphor for a mental attitude of detachment. From the balcony you can calmly evaluate the conflict almost as if you were a third party. You can think constructively and look for a way to resolve the problem.

22

BATNA
Model
23
Seller’s range
Buyer’s range
Zone of possible agreement
Seller’s desired price
Buyer’s desired price
Buyer’s worst case
Seller’s worst case

Best Alternative to a Negotiated Agreement

How could you apply your negotiation skills to project management or to salary negotiations for example?
Best Alternative to a Negotiated Agreement
24

Summary: Twelve angry men
The only juror (Henry Fonda) to vote not guilty makes the question of guilt or innocence not about what he believes but reframes the question to ask “are we sure there’s no more to talk about here?” As they continue to talk, doubts about the defendant’s guilt are raised and the jurors slowly start to change their votes. In the chaos of the deliberations, he doesn’t attempt to sway those vehemently opposed to his vote, but rather uses their prejudices and misconceptions to change the votes of the other jurors. His actions are processed, focused, showing that he has the capacity to navigate waters and build alliances.
25

HRM4411
Principles of People Management and Development (PMD)
Session 8: Future of an HR Professional/Assignments
26

What have we learned?
From the 7 sessions so far, what have we learned about the future of an HR Professional?
Discuss in your groups how the HR role has changed and what our future role will involve?
Go back to the CIPD Profession Map- what knowledge, skills and behaviours will we require for our future role?
Feedback in groups
27

HBR- future roles
Strategic HR Business Continuity Director
Chatbot and Human Facilitator
Human network analyst
Workplace environment architect
Head of business behaviour
Chief purpose planner
Director of well-being

https://hbr.org/2020/08/21-hr-jobs-of-the-future
“We believe this is HR’s moment to lead organizations in navigating the future.”
60 new roles identified
28

HBR- 5 core themes
Individual and organisational resilience
Organisational trust and safety
Human-machine partnerships
Creativity and innovation
Data literacy
29

CIPD Profession Map
30

Learning outcomes

At the end of this workshop you should be able to

Demonstrate knowledge and understanding of the difference between team working and teambuilding and the effects of working together in a team

Apply the Johari window as a tool to improve team relationships.

Know the basic principles of effective BATNA negotiations

1

1

working
2

2

(1) Team working versus team building
Team building:
Involves giving people a sense of direction, getting to know one another, recognising skills and abilities as well as establishing a method of working.
Used to create new teams or review the performance of existing ones.
Team working:
Emphasis on team working skills, i.e. sharing ideas, co-operating, being open and supporting one another.
Encourages and helps teams succeed.
It is a process and not a goal.
3

Team Development
4

Stages of team development
5
Forming Storming Norming Performing Adjourning
Excitement Reality sets in Shared goals Team work Separation anxiety
Anticipation Frustration Team cohesion Cohesiveness Crisis
Anxiety Dissatisfaction Coping Leadership Dissatisfaction
Optimism Adjustment anxiety Acceptance Performance Negativity

Tuckman, B. W. & Jensen, M.A.C. (1977) Stages of small group development revisited. Group and Organization Studies. 2(4): 419 – 427.

(2) Potential team problems: Conflict
Questionnaire HANDOUT 1
6
Goals
Relationships
Smoothing

Problem-solving

Withdrawing

Forcing

Compromising
High importance
High importance
Low importance
Low importance

What are some of the most common conflict resolution patterns you have come across at work? So what?
Adapted from Thomas-Killmann Conflict Mode Instrument
Win-Win
Lose-Win
Lose-Lose
Win-Win
Win-Lose

Withdrawing/
Accommodating
Lose-Win Accepting the situation and agreeing to back down
Avoiding/Smoothing
Lose-Lose Not getting involved in the conflict
Compromising
Win-Win The art of win-win negotiations
Collaborating
Win-Win Taking the ideas of both parties and finding ways of developing them all
Competing
Win-Lose Handling conflict head on by standing firm and rejecting the ideas of others

Conflict (‘A war of words’)
7

Potential team problems: Lack of balance
A working team needs a mix of skills to create a balance.
A successful team needs someone to:
Give direction by pulling ideas together and looking for practical ways of pushing the group into making decisions. Usually the appointed leader.
Promote unity amongst the group by being aware of how people are feeling, and how they are handling stress and working under pressure.
Organise people by converting decisions and plans into practical tasks that others can get on with.
Analyse situation and information from a variety of sources. Such people stop the group committing themselves to the wrong course of action.
8

What drives effective team working?
Shared values
32%
30%
22%
11%
5%
Mutual trust
Inspiring vision
Complimentary skills
Rewards
9
See explanation on Notes page.

9
Team vs. Group
A group consists of any number of people who, while focusing on their individual tasks, interact with one another, are psychologically aware of one another, and think of themselves as a group.
A team is a group whose members focus on collective efforts and influence one another toward the accomplishment of common goals.
Not all groups in organizations are teams, but all teams are groups. The difference between a team and a group is that a team is interdependent for overall performance. A group qualifies as a team only if its members focus on helping one another to accomplish organizational objectives. In today’s quickly changing business environment, teams have emerged as a requirement for business success. Therefore you should constantly try to help groups become teams and facilitate the evolution of groups into teams.
Shared Values
Team members are looking for a “values fit” with their team. Without it, they won’t give the team their best. Team members should participate in establishing shared values and values-based common goals if you wish them to live these values, be committed to these goals, and have a feeling of interdependence and ownership for their jobs and unit.
Shared values become also your team’s code of behavior as they define what is and isn’t acceptable.
Mutual Trust
Mutual trust is a shared belief that you can depend on each other to achieve a common purpose.
In a team, members work in a climate of trust. They are encouraged to openly express opinions, feelings, and doubts. Team members share important information and ideas. They are fair, willing to be influenced and fulfill their promises.
Inspiring Vision and Strategic Alignment
An inspiring vision has two functions: it provides direction and motivates.
In any socio-technical system the people in the system work better when they understand how they fit into the system as a whole. To meet and exceed customer satisfaction, the business team needs to be inspired by the corporate vision and to follow an overall organizational strategy.
Всемирный опрос Vision Energizing People Communication Competence Charisma 0.32 0.3 0.22 0.12 0.05

(3) Belbin team roles
10
HANDOUT 2:
Fill your Belbin Team Profile Questionnaire and record the results.
Dr Meredith Belbin
“We are all different and we have different values and work in different ways. Those differences in teams are the critical turning point of being a successful team benefitting from the synergy of differences.”
http://www.teambuildingsolutions.co.uk
The Belbin Team Inventory is a behavioural test, also called the Belbin Self-Perception Inventory, Belbin Team Role Inventory, BSPI or BTRI.

Belbin team roles
11

Role title and contribution Allowable weaknesses
PLANT:
Creative, solves difficult problems, wacky, unorthodox, and imaginative Ignore details, does not like criticism, too pre-occupied to communicate effectively
RESOURCE INVESTIGATOR:
Extrovert, enthusiastic, develops contacts and communicative Overoptimistic and once the initial enthusiasm has passed will lose interest
CO-ORDINATOR:
Mature, good at delegating, relaxed, confident, and clarifies goals Can be seen as manipulative, delegates personal work
SHAPER:
Challenging, dynamic, thrives on pressure, has drive and determination, and overcomes obstacles Can provoke others and hurts people’s feelings, intolerant, and easily frustrated

Belbin team roles
12

Role title and contribution Allowable weaknesses
MONITOR EVALUATOR:
Sober, strategic and discerning, analytical, sees all options. Judges, accurately Lacks drive and ability to inspire others, overly critical, cool and dispassionate
TEAMWORKER:
Co-operative, mild, perceptive ,and diplomatic. Listens, averts friction, and calm the waters Indecisive in crunch situations, easily influenced
IMPLEMENTER:
Disciplined, stable, reliable, conservative, and efficient. Turns ideas into practical solutions Somewhat inflexible, slow to respond to new possibilities, does not like change
COMPLETER:
Painstaking, anxious, conscientious, looks for errors, ordered and deliver on time Inclined to worry, impatient, intolerant, reluctant to delegate, can be nit-picking

Belbin team roles
13

Role title and contribution Allowable weaknesses
SPECIALIST:
Single-minded, dedicated expert knowledge and skill Contribute on a narrow front, dwells on technicalities and ignores impact

Belbin team roles
14
What would life be without BOTH of us?

(4) Self-disclosure: Johari window
Johari window-theory, is named after its creators Joseph Luft and Harrington Ingham.
The Johari window can be applied to a variety of interpersonal interactions in order to clarify what parts of ourselves are open, hidden, blind, and unknown. 
How could self-disclosure contribute to better team working?
How could self-disclosure jeopardise team working?
What could cause cultural constraints?
15
Luft, J. (1969) Of Human Interaction. National Press Books: Palo Alto, CA.

Johari window: HANDOUT 3
Open/free area:
Things we know about ourselves and other know about it.
Blind area:
Things others know about us that we do not know
Hidden area:
Things we know about ourselves that other do not know
Unknown area:
Things neither we nor others know about us
16

Negotiation skills
Watch video after class
17

17

Trouble … or not?
18
Sit at the table and try by force to wrestle each other’s hand by holding on at the wrist.
Do you see any connection between the pictures with the donkeys who are struggling to reach the pile of hay – and your arm wrestling?
If someone is the winner, does that mean that someone has to be defeated?
Is it possible to have a way out of the conflict so that both sides are satisfied, both are winners?

‘Twelve angry men’
Watch the 1997 version of the movie Twelve angry men, the classic film about 12 jurors deliberating a seemingly open and shut murder case.

Duration: 1 hour 44.35 minutes
Read the discussion in HANDOUT 4.
Discuss the movie and the key learning points from it.
How would you use the learning from this movie in your management and development of employees, and in helping employees to refrain from unchecked assumptions?
19

What are the core skills for successful negotiation?
Choose good questions to ask:
Good negotiators (such as HR?) ask a lot of questions. Make sure they understand what it is you are trying to achieve.
Example:
In buying a house, both parties might start off arguing and disagreeing over the price.
They begin with the position that the price is the most important thing and that is all that has to be negotiated.
The skilled negotiator, however, will realize that price is only one part of the package.
By using good negotiation skills, the negotiator will help both parties to see that the terms of the sale are also important, as are the furniture and fixtures that might be included in the transaction.
20

What are the core skills for successful negotiation?
Patience: 
Good negotiators are patient.
They concentrate first on getting agreement on all the parts of the contract that the two parties have in common before they go on seeking for amicable ways to settle the other issues. 
They also take the time to prepare good questions to ask to get clarity and understanding on each point as they go along, so that there is no confusion later.
Preparation Is Key
Preparation accounts for 90% of negotiating success.
Preparation requires you do two things:
Get all the information that you can about the upcoming negotiation.
Think the negotiation through from beginning to end, and be fully prepared for any eventuality.

21

‘Going to the balcony’ with William Ury
22
Professor William Ury suggests the technique of “going to the balcony” when you find yourself facing a difficult negotiation. Step back, collect your wits, and see the situation objectively. Imagine yourself negotiating on a stage and then imagine yourself climbing onto a balcony overlooking the stage. The “balcony” is a mental metaphor for a mental attitude of detachment or reflection. From the balcony you can calmly evaluate the conflict almost as if you were a third party – and gain self-control and perspective. You can think constructively and look for a way to resolve the problem.
Fisher, R., Ury, W. and Patton, B. (1992) Getting to YES. Negotiating agreement without giving in. Penguin Books: New York.

Sir Isaac Newton’s third law of physics states that for every action there is an equal and opposite reaction. If you push on anything, it pushes back on you. The bigger the push, the bigger the push back. This principle also applies to negotiations. If one party is made to feel threatened, disrespected, or generally pushed around, the natural tendency is to impulsively react. Part of your opponent’s power derives from the ability to make you react on emotion and lose sight of your interests.
Instead of falling into the nonproductive cycle of action and reaction, you can regain your power by not reacting.
Professor William Ury suggests the technique of “going to the balcony.” When you find yourself facing a difficult negotiation, you need to step back, collect your wits, and see the situation objectively. Imagine yourself negotiating on a stage and then imagine yourself climbing onto a balcony overlooking the stage. The “balcony” is a mental metaphor for a mental attitude of detachment. From the balcony you can calmly evaluate the conflict almost as if you were a third party. You can think constructively and look for a way to resolve the problem.

22

BATNA
Model
23
Seller’s range
Buyer’s range
Zone of possible agreement
Seller’s desired price
Buyer’s desired price
Buyer’s worst case
Seller’s worst case

Best Alternative to a Negotiated Agreement

How could you apply your negotiation skills to project management or to salary negotiations for example?
Best Alternative to a Negotiated Agreement
24

Summary: Twelve angry men
The only juror (Henry Fonda) to vote not guilty makes the question of guilt or innocence not about what he believes but reframes the question to ask “are we sure there’s no more to talk about here?” As they continue to talk, doubts about the defendant’s guilt are raised and the jurors slowly start to change their votes. In the chaos of the deliberations, he doesn’t attempt to sway those vehemently opposed to his vote, but rather uses their prejudices and misconceptions to change the votes of the other jurors. His actions are processed, focused, showing that he has the capacity to navigate waters and build alliances.
25

HRM4411
Principles of People Management and Development (PMD)
Session 8: Future of an HR Professional/Assignments
26

What have we learned?
From the 7 sessions so far, what have we learned about the future of an HR Professional?
Discuss in your groups how the HR role has changed and what our future role will involve?
Go back to the CIPD Profession Map- what knowledge, skills and behaviours will we require for our future role?
Feedback in groups
27

HBR- future roles
Strategic HR Business Continuity Director
Chatbot and Human Facilitator
Human network analyst
Workplace environment architect
Head of business behaviour
Chief purpose planner
Director of well-being

https://hbr.org/2020/08/21-hr-jobs-of-the-future
“We believe this is HR’s moment to lead organizations in navigating the future.”
60 new roles identified
28

HBR- 5 core themes
Individual and organisational resilience
Organisational trust and safety
Human-machine partnerships
Creativity and innovation
Data literacy
29

CIPD Profession Map
30

Learning outcomes

At the end of this workshop you should be able to

Demonstrate knowledge and understanding of the difference between team working and teambuilding and the effects of working together in a team

Apply the Johari window as a tool to improve team relationships.

Know the basic principles of effective BATNA negotiations

1

1

working
2

2

(1) Team working versus team building
Team building:
Involves giving people a sense of direction, getting to know one another, recognising skills and abilities as well as establishing a method of working.
Used to create new teams or review the performance of existing ones.
Team working:
Emphasis on team working skills, i.e. sharing ideas, co-operating, being open and supporting one another.
Encourages and helps teams succeed.
It is a process and not a goal.
3

Team Development
4

Stages of team development
5
Forming Storming Norming Performing Adjourning
Excitement Reality sets in Shared goals Team work Separation anxiety
Anticipation Frustration Team cohesion Cohesiveness Crisis
Anxiety Dissatisfaction Coping Leadership Dissatisfaction
Optimism Adjustment anxiety Acceptance Performance Negativity

Tuckman, B. W. & Jensen, M.A.C. (1977) Stages of small group development revisited. Group and Organization Studies. 2(4): 419 – 427.

(2) Potential team problems: Conflict
Questionnaire HANDOUT 1
6
Goals
Relationships
Smoothing

Problem-solving

Withdrawing

Forcing

Compromising
High importance
High importance
Low importance
Low importance

What are some of the most common conflict resolution patterns you have come across at work? So what?
Adapted from Thomas-Killmann Conflict Mode Instrument
Win-Win
Lose-Win
Lose-Lose
Win-Win
Win-Lose

Withdrawing/
Accommodating
Lose-Win Accepting the situation and agreeing to back down
Avoiding/Smoothing
Lose-Lose Not getting involved in the conflict
Compromising
Win-Win The art of win-win negotiations
Collaborating
Win-Win Taking the ideas of both parties and finding ways of developing them all
Competing
Win-Lose Handling conflict head on by standing firm and rejecting the ideas of others

Conflict (‘A war of words’)
7

Potential team problems: Lack of balance
A working team needs a mix of skills to create a balance.
A successful team needs someone to:
Give direction by pulling ideas together and looking for practical ways of pushing the group into making decisions. Usually the appointed leader.
Promote unity amongst the group by being aware of how people are feeling, and how they are handling stress and working under pressure.
Organise people by converting decisions and plans into practical tasks that others can get on with.
Analyse situation and information from a variety of sources. Such people stop the group committing themselves to the wrong course of action.
8

What drives effective team working?
Shared values
32%
30%
22%
11%
5%
Mutual trust
Inspiring vision
Complimentary skills
Rewards
9
See explanation on Notes page.

9
Team vs. Group
A group consists of any number of people who, while focusing on their individual tasks, interact with one another, are psychologically aware of one another, and think of themselves as a group.
A team is a group whose members focus on collective efforts and influence one another toward the accomplishment of common goals.
Not all groups in organizations are teams, but all teams are groups. The difference between a team and a group is that a team is interdependent for overall performance. A group qualifies as a team only if its members focus on helping one another to accomplish organizational objectives. In today’s quickly changing business environment, teams have emerged as a requirement for business success. Therefore you should constantly try to help groups become teams and facilitate the evolution of groups into teams.
Shared Values
Team members are looking for a “values fit” with their team. Without it, they won’t give the team their best. Team members should participate in establishing shared values and values-based common goals if you wish them to live these values, be committed to these goals, and have a feeling of interdependence and ownership for their jobs and unit.
Shared values become also your team’s code of behavior as they define what is and isn’t acceptable.
Mutual Trust
Mutual trust is a shared belief that you can depend on each other to achieve a common purpose.
In a team, members work in a climate of trust. They are encouraged to openly express opinions, feelings, and doubts. Team members share important information and ideas. They are fair, willing to be influenced and fulfill their promises.
Inspiring Vision and Strategic Alignment
An inspiring vision has two functions: it provides direction and motivates.
In any socio-technical system the people in the system work better when they understand how they fit into the system as a whole. To meet and exceed customer satisfaction, the business team needs to be inspired by the corporate vision and to follow an overall organizational strategy.
Всемирный опрос Vision Energizing People Communication Competence Charisma 0.32 0.3 0.22 0.12 0.05

(3) Belbin team roles
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HANDOUT 2:
Fill your Belbin Team Profile Questionnaire and record the results.
Dr Meredith Belbin
“We are all different and we have different values and work in different ways. Those differences in teams are the critical turning point of being a successful team benefitting from the synergy of differences.”
http://www.teambuildingsolutions.co.uk
The Belbin Team Inventory is a behavioural test, also called the Belbin Self-Perception Inventory, Belbin Team Role Inventory, BSPI or BTRI.

Belbin team roles
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Role title and contribution Allowable weaknesses
PLANT:
Creative, solves difficult problems, wacky, unorthodox, and imaginative Ignore details, does not like criticism, too pre-occupied to communicate effectively
RESOURCE INVESTIGATOR:
Extrovert, enthusiastic, develops contacts and communicative Overoptimistic and once the initial enthusiasm has passed will lose interest
CO-ORDINATOR:
Mature, good at delegating, relaxed, confident, and clarifies goals Can be seen as manipulative, delegates personal work
SHAPER:
Challenging, dynamic, thrives on pressure, has drive and determination, and overcomes obstacles Can provoke others and hurts people’s feelings, intolerant, and easily frustrated

Belbin team roles
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Role title and contribution Allowable weaknesses
MONITOR EVALUATOR:
Sober, strategic and discerning, analytical, sees all options. Judges, accurately Lacks drive and ability to inspire others, overly critical, cool and dispassionate
TEAMWORKER:
Co-operative, mild, perceptive ,and diplomatic. Listens, averts friction, and calm the waters Indecisive in crunch situations, easily influenced
IMPLEMENTER:
Disciplined, stable, reliable, conservative, and efficient. Turns ideas into practical solutions Somewhat inflexible, slow to respond to new possibilities, does not like change
COMPLETER:
Painstaking, anxious, conscientious, looks for errors, ordered and deliver on time Inclined to worry, impatient, intolerant, reluctant to delegate, can be nit-picking

Belbin team roles
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Role title and contribution Allowable weaknesses
SPECIALIST:
Single-minded, dedicated expert knowledge and skill Contribute on a narrow front, dwells on technicalities and ignores impact

Belbin team roles
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What would life be without BOTH of us?

(4) Self-disclosure: Johari window
Johari window-theory, is named after its creators Joseph Luft and Harrington Ingham.
The Johari window can be applied to a variety of interpersonal interactions in order to clarify what parts of ourselves are open, hidden, blind, and unknown. 
How could self-disclosure contribute to better team working?
How could self-disclosure jeopardise team working?
What could cause cultural constraints?
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Luft, J. (1969) Of Human Interaction. National Press Books: Palo Alto, CA.

Johari window: HANDOUT 3
Open/free area:
Things we know about ourselves and other know about it.
Blind area:
Things others know about us that we do not know
Hidden area:
Things we know about ourselves that other do not know
Unknown area:
Things neither we nor others know about us
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Negotiation skills
Watch video after class
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Trouble … or not?
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Sit at the table and try by force to wrestle each other’s hand by holding on at the wrist.
Do you see any connection between the pictures with the donkeys who are struggling to reach the pile of hay – and your arm wrestling?
If someone is the winner, does that mean that someone has to be defeated?
Is it possible to have a way out of the conflict so that both sides are satisfied, both are winners?

‘Twelve angry men’
Watch the 1997 version of the movie Twelve angry men, the classic film about 12 jurors deliberating a seemingly open and shut murder case.

Duration: 1 hour 44.35 minutes
Read the discussion in HANDOUT 4.
Discuss the movie and the key learning points from it.
How would you use the learning from this movie in your management and development of employees, and in helping employees to refrain from unchecked assumptions?
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What are the core skills for successful negotiation?
Choose good questions to ask:
Good negotiators (such as HR?) ask a lot of questions. Make sure they understand what it is you are trying to achieve.
Example:
In buying a house, both parties might start off arguing and disagreeing over the price.
They begin with the position that the price is the most important thing and that is all that has to be negotiated.
The skilled negotiator, however, will realize that price is only one part of the package.
By using good negotiation skills, the negotiator will help both parties to see that the terms of the sale are also important, as are the furniture and fixtures that might be included in the transaction.
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What are the core skills for successful negotiation?
Patience: 
Good negotiators are patient.
They concentrate first on getting agreement on all the parts of the contract that the two parties have in common before they go on seeking for amicable ways to settle the other issues. 
They also take the time to prepare good questions to ask to get clarity and understanding on each point as they go along, so that there is no confusion later.
Preparation Is Key
Preparation accounts for 90% of negotiating success.
Preparation requires you do two things:
Get all the information that you can about the upcoming negotiation.
Think the negotiation through from beginning to end, and be fully prepared for any eventuality.

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‘Going to the balcony’ with William Ury
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Professor William Ury suggests the technique of “going to the balcony” when you find yourself facing a difficult negotiation. Step back, collect your wits, and see the situation objectively. Imagine yourself negotiating on a stage and then imagine yourself climbing onto a balcony overlooking the stage. The “balcony” is a mental metaphor for a mental attitude of detachment or reflection. From the balcony you can calmly evaluate the conflict almost as if you were a third party – and gain self-control and perspective. You can think constructively and look for a way to resolve the problem.
Fisher, R., Ury, W. and Patton, B. (1992) Getting to YES. Negotiating agreement without giving in. Penguin Books: New York.

Sir Isaac Newton’s third law of physics states that for every action there is an equal and opposite reaction. If you push on anything, it pushes back on you. The bigger the push, the bigger the push back. This principle also applies to negotiations. If one party is made to feel threatened, disrespected, or generally pushed around, the natural tendency is to impulsively react. Part of your opponent’s power derives from the ability to make you react on emotion and lose sight of your interests.
Instead of falling into the nonproductive cycle of action and reaction, you can regain your power by not reacting.
Professor William Ury suggests the technique of “going to the balcony.” When you find yourself facing a difficult negotiation, you need to step back, collect your wits, and see the situation objectively. Imagine yourself negotiating on a stage and then imagine yourself climbing onto a balcony overlooking the stage. The “balcony” is a mental metaphor for a mental attitude of detachment. From the balcony you can calmly evaluate the conflict almost as if you were a third party. You can think constructively and look for a way to resolve the problem.

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BATNA
Model
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Seller’s range
Buyer’s range
Zone of possible agreement
Seller’s desired price
Buyer’s desired price
Buyer’s worst case
Seller’s worst case

Best Alternative to a Negotiated Agreement

How could you apply your negotiation skills to project management or to salary negotiations for example?
Best Alternative to a Negotiated Agreement
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Summary: Twelve angry men
The only juror (Henry Fonda) to vote not guilty makes the question of guilt or innocence not about what he believes but reframes the question to ask “are we sure there’s no more to talk about here?” As they continue to talk, doubts about the defendant’s guilt are raised and the jurors slowly start to change their votes. In the chaos of the deliberations, he doesn’t attempt to sway those vehemently opposed to his vote, but rather uses their prejudices and misconceptions to change the votes of the other jurors. His actions are processed, focused, showing that he has the capacity to navigate waters and build alliances.
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HRM4411
Principles of People Management and Development (PMD)
Session 8: Future of an HR Professional/Assignments
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What have we learned?
From the 7 sessions so far, what have we learned about the future of an HR Professional?
Discuss in your groups how the HR role has changed and what our future role will involve?
Go back to the CIPD Profession Map- what knowledge, skills and behaviours will we require for our future role?
Feedback in groups
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HBR- future roles
Strategic HR Business Continuity Director
Chatbot and Human Facilitator
Human network analyst
Workplace environment architect
Head of business behaviour
Chief purpose planner
Director of well-being

https://hbr.org/2020/08/21-hr-jobs-of-the-future
“We believe this is HR’s moment to lead organizations in navigating the future.”
60 new roles identified
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HBR- 5 core themes
Individual and organisational resilience
Organisational trust and safety
Human-machine partnerships
Creativity and innovation
Data literacy
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CIPD Profession Map
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HRM4411
Principles of People Management and Development (PMD)
Session 4: My Development as an HR Professional. Reflective Practice
Module Leader: Lauren Brennan (L.L.Brennan@mdx.ac.ae)

1

Learning outcomes
At the end of this workshop you should be better able to
Know, understand and apply four reflective and reflexive practice models to all the sessions in HRM4411 as part of Patchwork Text (Assignments 1 to 3).
Recognise the difference between Professional and Unprofessional Behaviour.
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2

Donald Schön
John Dewey
3
(1) Reflective and Reflexive Practice

Reflection might lead to insight about something not noticed in time, pinpointing perhaps when the detail was missed. Reflexivity is finding strategies to question our own attitudes, thought processes, values, assumptions, prejudices and habitual actions, to strive to understand our complex roles in relation to others.
3

(1) Reflective Model: Rolfe and Freshwater
4

Experience
WHAT?
(description of events)

Learning
NOW WHAT?
(what has been learned?
what is the impact of the learning?)
Reflection
SO WHAT?
(unpacking the events)
Many authors claim ownership of this model. Rolfe et al are most probably the researchers.
Rolfe, G., Freshwater, D., Jasper, M. (2001) Critical Reflection in Nursing and the Helping Professions. Basingstoke: Palgrave Macmillan.

4

(2) Reflective Model: John Gibbs
Experience
(What happened?)
Feelings
(What were you feeling? What were you thinking?)
Evaluation
(What was good or bad about the situation?)
Analysis
(What have you learned in HRM4411 that could help you to make sense of the situation?)
Conclusion
(What else could you have done?)
Action Plan
(What would you do differently next time?)
John Gibb’s Reflective Model
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Gibb’s model acknowledges that your personal feelings influence the situation and how you have begun to reflect on it. It is breaking down reflection into an evaluation of the events and analysis and there is a clear link between the learning that has happened from the experience and future practice.
However, despite the further break down, it can be argued that this model could still result in fairly superficial reflection as it does not refer to critical thinking/analysis or reflection. It does not take into consideration assumptions that you may hold about the experience, the need to look objectively at different perspectives, and there does not seem to be an explicit suggestion that the learning will result in a change of assumptions, perspectives or practice. You could legitimately respond to the question ‘What would you do next time?’ by answering that you would do the same, but does that constitute deep level reflection?
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Finley, L. (2008) Reflecting on reflective practice. Open University: London.
(2) Reflective Model: John Gibbs

Identify any learning
(Which has occurred?)
Awareness
(Of discomfort, or action/experience)
Describe the situation
(Include salient, feelings, thoughts, event or features)
Analyse feelings and knowledge
(Identify and challenge assumptions –imaging and explore alternatives)
Evaluate the relevance of knowledge
(Does it help to explain/resolve the problem? How was your use of knowledge?)
Atkins and Murphy (1993) address many of the criticisms mentioned on the previous slide.
Atkins, S. and Murphy, K. (1994) Reflective Practice. Nursing Standard 8(39): 49-56.
(3) Reflective Model: Atkins and Murphy
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(4) Reflexive Model
Uri Bronfenbrenner: Environment and interrelationships among systems shaped you as a child … and vice versa – Ecological Model.

8

Additional models
Six thinking hats
David Kolb- Experiential Learning
Schon- reflection in action

Guide to models of reflection – when & why should you use different ones?

http://www.debonogroup.com/six_thinking_hats.php

In your teams, research the models and feedback to the class

Vocabulary Aid for Reflective Writing
For me, the (most)
important
meaningful
relevant
useful
significant
event(s)
aspect(s)
idea(s)
experience(s)
issue(s)
activities
was (were) …

learning
happened when …
resulted from …
arose form …
began after …
became relevant for …

The following are just a few suggestions for words and phrases that might be useful for prompting reflective writing (adapted from Hampton, 2010).
Hampton, M. (2010). Reflective writing: a basic introduction. http://www.port.ac.uk/media/contacts-and-departments/student-support-services/ask/downloads/Reflective-writing—a-basic-introduction
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I have
developed
improved
enriched
upgraded
my understanding of …
my knowledge of …
my ability to …
my skills in …

Having
analysed
applied
discussed
experienced
learned
read
I now

feel …
know …
question …
realise …
think …
wonder …
Vocabulary Aid for Reflective Writing
Hampton, M. (2010). Reflective writing: a basic introduction. http://www.port.ac.uk/media/contacts-and-departments/student-support-services/ask/downloads/Reflective-writing—a-basic-introduction
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This knowledge
This understanding
This skill
is
could be
will be
essential
important
useful

Because I
did not
have not yet
am not certain about
am not yet confident with
do not yet know
do not yet understand
I will need to …

to me in the workplace because …
Vocabulary Aid for Reflective Writing
Hampton, M. (2010). Reflective writing: a basic introduction. http://www.port.ac.uk/media/contacts-and-departments/student-support-services/ask/downloads/Reflective-writing—a-basic-introduction
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Previously
Initially
Subsequently
Later
I
thought (did not think) …
felt (did not feel) …
noticed (did not notice) …
questioned (did not question) …
realised (did not realise) …

Alternatively,
Equally
this
might be
is perhaps
could be
is probably

because of …
due to …
explained by …
related to …
Hampton, M. (2010). Reflective writing: a basic introduction. http://www.port.ac.uk/media/contacts-and-departments/student-support-services/ask/downloads/Reflective-writing—a-basic-introduction
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(2) Professional Behaviour
14

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Professional Behaviour
Definition: “Professional behavior is a series of actions deemed acceptable in the workplace.”
How does knowledge of TA help you to become a more effective PMD professional? Give examples of all three ego states (from your own experience).
How do these behaviors link with what the CIPD is expecting of you?
How is behaviour in general linked to values and organisational culture?
Who is driving the organisation’s values and culture?
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17

What else can you add?

17

Skills Assessment
MS Teams document 1
Please complete the skills assessment in your own time
This will help you to understand what you need to become employable in the future
This can also be used to inform your PDP (Session 3)
Excellent reflective exercise

Reflective assignments
Reminder:

Summative assessment Weighting Deadline Feedback
Patchwork Text 1 1/3 28th Feb 2021 6pm 21st Feb 2021
Patchwork Text 2 1/3 14th Mar 2021 6pm 4th April 2021
Patchwork Text 3 1/3 28th March 2021 6pm 18th April 2021

Remember we want to hear what you learned, not what anyone else did
Do not summarise what we did in class- I know, I was there 
Make sure to use one of the mentioned models in Session 4 to reflect
Introduce the model briefly in your introduction
Always spellcheck and use grammarly
References to be used where appropriate
UK English to be used in all assignments
Do not miss the deadline

Time to Reflect

Use any of the mentioned reflective models and write at least ½ page about what you have learned in class from the previous 2 days.
Think about how it will change your PMD practice in future.
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Leverage the collective power of your class mates and enjoy the journey!
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