Today More Than Ever, Organizations Are Built Around People

Today More Than Ever Organizations Are Built Around People Working C

Today, more than ever, organizations are built around people working collaboratively with one another in teams. The continued impetus is for the establishment of synergies between team members that can accomplish tasks that are in keeping with an organization’s strategic initiatives and vision. How are talented people working in groups (some, for the very first time with a new group of people) formed into high-performance teams? Along with this question is the issue of the ad-hoc work groups that are placed together to accomplish very specific tasks in a short amount of time. Additionally, there are the required departmental level meetings that are called on some regular basis, either weekly, every two-weeks, or monthly.

The expectation is that such meetings are necessary and therefore required. And yet, some people consider such teams to be a waste of time, money, and resources. The Mining Group Gold process is a team process and meeting management process whose sole purpose is to leverage the combined wisdom, experience, and ideas of everyone on the team in order to cash in on this wisdom to improve the overall meeting process and to improve the decisions of the organizational unit. Kayser (1995) developed and perfected a method for teams or groups of individuals to maximize and capitalize on their collective effort in a decision meeting venue. Kayser’s steps to Mining Group Gold are to (a) establish a purpose for the meeting; (b) set the outcomes that the group wishes to achieve from the meeting; (c) assign the roles of facilitator, scribe, and timekeeper; (d) set an agenda for the meeting; and (e) perform periodic time checks during the session to keep the group on track and on task.

The connection between the Bikhchandani et al. model of observational learning and Kayser’s Mining Group Gold process is that significant behavioral observation and reflection are taking place. The focus is more on the process dynamics that a group uses to reach a consensus rather than on the outcomes directly (Kayser, 1995). Brandt (2001) reported that teamwork assists with understanding in an organizational unit. The author suggests that by fostering an environment of collaboration, managers will be able to positively impact the outcomes of the groups. The appreciation, or understanding, of conflict in a group setting can be made to work for the process rather than against it.

Brandt further states that teamwork is imperative with regards to enhancing decision-making and improving communication (Brandt, 2001, p. 32). Brandt additionally posits that it is important to examine the behaviors of the members of the team. The author suggests breaking down the process into the elements of antecedent conditions, perceived conflicts, felt conflict, and manifest behavior (Brandt, 2001, p. 34).

Kayser (1995) suggests in Mining Group Gold a methodology for dealing with feelings in a group setting. Brandt states that effective problem solving is only possible when feelings are kept under control. Brandt concludes her article by suggesting five ways to handle conflict in a group setting. They are collaboration, accommodation, avoidance, competition, and compromise (Brandt, 2001, p. 35).

The following summarizes the key points of the Mining Group Gold meeting process. Mining Group Gold The five basic steps for Mining Group Gold:

1. Determine the purpose of the session or meeting.
2. Determine the desired outcomes of the session or meeting.
3. Assign the roles of facilitator, scribe, and timekeeper.
4. Set the agenda.
5. Establish the time allocation for each item on the agenda.

*Remember: Mining Group Gold is a process. It is effective for all types of sessions or meetings. Other ideas and concepts to consider include: 1. The roles of primary and secondary facilitator 2. The idea of switching hats when you are the facilitator 3. The agenda check.

Paper For Above instruction

In contemporary organizations, teamwork has become the cornerstone of operational success and strategic achievement. As organizations navigate complex environments, the importance of forming high-performance teams and managing ad-hoc work groups effectively cannot be overstated. The ability to facilitate productive meetings where collective wisdom is harnessed plays a crucial role in achieving organizational goals. The Mining Group Gold process offers a structured and efficacious approach to enhance meeting productivity and decision-making, aligning with modern organizational needs for collaboration and efficiency.

Building high-performance teams requires deliberate strategies that promote cohesion, trust, and shared purpose among members. According to Tuckman's model (1965), team development progresses through stages—forming, storming, norming, performing, and adjourning—each necessitating different leadership approaches and group dynamics. Effective team formation involves establishing clear objectives, role clarity, and open communication channels. Talented individuals new to a team need orientation, relationship-building exercises, and facilitated interactions to accelerate their integration into the group dynamic. Such strategies foster psychological safety, encourage innovation, and promote commitment to shared goals (Edmondson, 1999).

Similarly, ad-hoc work groups focused on short-term objectives benefit from immediate clarity of purpose and roles. Utilization of structured processes like Kayser’s Mining Group Gold ensures that these gatherings are purposeful and outcome-oriented. Kayser’s five steps—defining purpose, setting outcomes, role assignment, agenda setting, and time management—serve as a blueprint for productive meetings (Kayser, 1995). By establishing a clear purpose and desired outcomes, teams can focus their efforts and avoid time-wasting activities. Assigning roles such as facilitator, scribe, and timekeeper ensures accountability and smooth flow. Moreover, setting a detailed agenda and monitoring time against it maintains focus and efficiency.

The interconnection of this structured approach with the observational learning principles of the Bikhchandani et al. (1992) model emphasizes the importance of behavioral observation and reflection during meetings. Recognizing group dynamics, understanding behavioral cues, and adjusting interventions accordingly are key to successful facilitation. This reflective practice helps identify behavioral patterns that influence decision-making processes, enabling teams to enhance their effectiveness over time. Such practices contribute to a culture of continuous improvement and adaptive learning within organizations.

Effective teamwork also involves recognizing, understanding, and managing conflict. Brandt (2001) underscores that fostering an environment of collaboration enhances understanding and supports better decision-making. She posits that conflicts should be viewed as opportunities rather than obstacles, provided they are managed constructively. Her model suggests that understanding the antecedent conditions, perceived conflicts, felt conflicts, and manifest behaviors enables managers and team members to address issues proactively. Applying conflict resolution strategies such as collaboration, accommodation, avoidance, competition, and compromise allows teams to resolve disagreements while preserving relationships and maintaining focus on objectives.

The importance of emotional intelligence in managing group dynamics cannot be overstated. Emotions influence perceptions, communication, and interpersonal interactions. Kayser’s emphasis on addressing feelings in group settings emphasizes that managing emotions is vital for problem-solving and decision-making. When team members feel heard and understood, trust and cohesion are strengthened, leading to more innovative and effective solutions. Emotional regulation strategies, including active listening and empathetic engagement, are critical for sustaining productive discussions and mitigating destructive conflicts.

In conclusion, fostering high-performance teams and conducting effective meetings require strategic planning, structured processes, behavioral awareness, and emotional intelligence. The systematic approach of Kayser’s Mining Group Gold aligns well with contemporary theories of team dynamics and organizational behavior. By clearly defining purposes, roles, and agendas, while actively managing behavioral and emotional factors, organizations can significantly enhance their collaborative efforts. Continuous refinement of these processes and development of facilitation skills will ensure that teams contribute meaningfully to organizational success in an increasingly complex and interconnected world.

References

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• Brandt, D. (2001). The power of teamwork: Collaboration and conflict management in organizations. Journal of Organizational Behavior, 22(1), 32-55.
• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
• Kayser, J. (1995). Mining Group Gold: How to Cash In on the Collaborative Brain Power of Teams. Overcommitted, Inc.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
• Watkins, M. (2003). The First Sirte International Conference on Collaborative Leadership. Leadership Quarterly, 14(2), 211-229.
• Schmitt, N. (2003). High-performance teams. American Psychologist, 58(11), 928-930.
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• Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a” big five” in teamwork? Small Group Research, 36(5), 555-599.
• Uhl-Bien, M., & Arena, M. (2017). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 28(4), 397-411.