Please Read Carefully all the paper and instructions. IF you need any assistance feel free to email me at: [email protected] or WhatsApp me at +61481716322 You have to read all this information to complete the assessment 2 which I have submitted in a different document. Thanks VikasChharang Team Dynamics Introduction Welcome to your 7th week with LIU Consulting and your fourth learning module. You are officially half way through this unit of study and half way through your consulting engagement with your "rookie" consulting team. Our topic for this week is ‘Team Dynamics’. It will be useful for both the project you are working on for Company X and to help your "rookie" consulting team work through any conflicts or challenges you might be facing. The learning content and activities in this module will help your "Rookie" consulting team begin your research into team dynamics and their impact on organisational and team performance. This research should help your team come up with evidence-based recommendations for Company X. Moreover, it may help you reflect on your own team’s performance so far and how you might change how you work together to improve output. “Team dynamics are the unconscious, psychological forces that influence the direction of a team’s behaviour and performance” (Myers, 2013, p. 1). These forces can come from the environment surrounding the team (external), or from individuals within the team (internal) and can influence the team in a positive or negative direction. The ultimate goal for any team is to become a high performing team where the team’s output is greater than the sum of its parts (Tuckman, 1965). However, there are a multitude of forces working in the opposite direction and if teams are not aware of them (and actively working against them) they can have a detrimental impact on the team’s performance. In this module you will look at some key theoretical frameworks that underpin our understanding of team dynamics, see how this theory has been applied in practice and apply the theory to both Company X’s team and your ‘rookie’ consulting team with the aim of improving both teams performance. This module has two parts; the first is a series of readings that will help you understand some of the theory about teamwork. The second is a series of learning activities that will help you apply the theory to practice and better understand the impact of team dynamics on organisational performance. References: Myers, S.P. (2013) Definition of team dynamics. Retrieved from http://www.teamtechnology.co.uk/team/dynamics/definition/ Tuckman, B. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384 - 399 This Module will help you: • Deconstruct the nature of group behaviour and cultural differences • Apply effective strategies for learning in a variety of work environments • Integrate strategies to effectively interact with others in a professional context . This Module will cover: • Fundamentals of Team Dynamics • High Performance Teams • Conflict in teams • Diversity & Unconscious Bias Assessment Progression: At the end of this module you will have the foundational knowledge required to work on the Team Dynamics section of your "rookie" consulting team’s discussion and deliverable for assessment 2 Learning Resources: Samson, D., & Daft, R.L. (2015). Managing in a global environment. Management, 6th ed (pp. 724- 758). Sydney, NSW: Cengage Learning Australia. http://ebookcentral.proquest.com.ezproxy.laureate.net.au/lib/think/reader.action?docID=1991004 Davila, R. (2015, August). The Tuckman model as a team development roadmap. Retrieved from https://www.linkedin.com/pulse/team-development-roadmap-ramon-davila Katzenbach, J. R., & Smith, D. K. (1993). The discipline of teams. Harvard Business Review, 71(2), 111-120. Discipline of teams.pdf Rock, D & Grant, H. (2016, November). Why diverse teams are smarter. Retrieved from https://cb.hbsp.harvard.edu/cbmp/pl/62676915/62677012/d35f4846585f0ef80f25b6f1c0839e3d Bélanger, J.,J., Pierro, A., Barbieri, B., De Carlo, N.,A., Falco, A., &Kruglanski, A. W. (2015). Handling conflict at work. International Journal of Conflict Management, 26 (1), 25-43.Retrieved from Conflict at work.pdf Cook Ross. (2013, May). Howard Ross Unconscious Bias Presentation Excerpt. [Video file] https://youtu.be/g5Go-4Q1RCs Project Implicit. (2011). Take the Test. Retrieved from https://implicit.harvard.edu/implicit/takeatest.html Optional Extra Resources Gino, F. (2015, March). Introverts, extroverts and the complexities of team dynamics. Retrieved from https://cb.hbsp.harvard.edu/cbmp/pl/62676915/62677060/a5a2c2f8cbf4336f37d8b418eaea228d Mind Tools Video. (2014, November). Forming, Storming, Norming, and Performing: Bruce Tuckman's Team Stages Model Explained [Video file]. Retrieved from https://youtu.be/nFE8IaoInQU Kpkammer. (2011, April). Remember the titans – forming, storming, norming, performing, adjourning. [Video file]. Retrieved from https://youtu.be/hEJaz3sinEs Learning Activity Overview Now that you have completed the reading for this topic it is time to apply it to the world of business and your personal career development. This learning activity is designed to support your understanding of the readings and videos while also helping you to prepare for Reflective Journal 4 and your ‘rookie’ consulting team assignment. Task 1: Team Performance Reflection Your ‘rookie’ consulting team is now half way through its consulting engagement with Company X. At this point it is a good idea to take a step back and reflect on how your team is performing, resolve any underlying conflict and plan for how your team will work collaboratively to plan, build and present your final presentation. To complete this task: • STEP 1: Work with your team to decide on a team process meeting sometime during this module • STEP 2: Reflect on the following four questions prior to the meeting: o What stage of the team formation process do you think your team is at? o Considering Katzenbach& Smith’s ‘disciple of teams’ are there any elements of a high performing team youare missing? o Are there any underlying conflicts existing within your team that require resolution? o How might the team implement new systems and process to help facilitate a better project outcome? • STEP 3: Attend your team’s group process meeting and discuss your individual responses to these questions. Pay particular attention to responses where team members have a different perception of where the team is at in its development. NOTE: This activity is best done as a virtual meeting or F2F, however if your team is unable to find a mutually convenient time you could sent up a discussion thread in order to have an asynchronous dialogue about your responses to the questions. ASSESSMENT REMINDER Task 2: "Rookie" Consulting Team Discussion on Team Dynamics The aim of this task is to use the collective knowledge of your "Rookie" Consulting Team to explore how team dynamics are impacting Company X’s Project Team. • Step 1: Review the Company X Project Team Case. Consider each of the Team Members interactions and whether you can see any indicators of team dynamics inhibiting the team’s performance • Step 2: Use theoretical knowledge from the module readings and further research to support your observation • Step 3: Post your thoughts (supported by good referencing) on your Rookie’s Consulting Team’s Motivation Discussion Thread • Step 4: Return to your Rookie Consulting Team’s discussion thread at least two times during the module to read your teammates thoughts and respond to any questions or comments they post on your initial post • Step 5: Use this discussion to continue to diagnose Company X Project Team’s team dynamic and possible recommendations your Consulting Team could make to help Company X develop the team into a high performing team Summary Throughout this module you have learnt about the theoretical concepts surrounding team dynamics and how they impact team performance. Moreover, you have gained perspective about how these concepts apply in practice from industry experts and, perhaps most importantly, how you can use this knowledge to improve your own professional practice. Specifically you have explored: • The fundamentals of Team Dynamics • How to develop High Performance Teams • The impact of conflict on team development and performance • The power of diversity in driving team performance The learning from this module is fundamental for understanding the content on cultural dynamics you will complete in the next module. You may also find that you gain deeper insight into team dynamics as you progress into module five. Beyond these theoretical concepts you have continued to develop your research, discussion, referencing and reflective journaling skills that you will need to apply in future modules, units of study and to your professional practice. Intercultural Dynamics Introduction Welcome to your 9th week with LIU Consulting and your fifth learning module. You are 2/3 of the way through the unit of study and are about to begin the final module that forms part of your "rookie" consulting engagement. Our topic for this module is ‘intercultural dynamics’ and builds on the work you did on team dynamics in the last module. As our world gets more connected through information and communication technology and mobility increases, having a global mindset and developing Cultural Intelligence (CQ) is becoming essential. The concept of culture is inextricably linked to our values and identity. It is a subject that can be uncomfortable, cause anxiety and challenge our perspectives if it is not dealt with in an open and respectful manner. With that in mind it is important that you enter this module and the conversations you will have in this module with openness and respect. In the learning content Pellegrino Riccardi suggests we approach cultural differences with curiosity (TEDx Talks, 2014). A few other suggested strategies for approaching these conversations are: • Going into conversations seeking first to understand and suspending judgement (Bohm, 1996) • Not seeing things as right or wrong, but just different • Being able to agree to disagree on different perspectives In this module you will look at some theoretical concepts like CQ and Hofstede’s Cultural Dimensions that we can use to develop our cultural competence. This module has two parts; the first is a series of readings that will help you understand some of the theory about intercultural dynamics. The second is a series of learning activities that will help you apply the theory to practice and to better understand how cultural competency is applied in practice. References: • Bohm, D. (1996). On dialogue. New York, NY: Routledge. • TEDx Talks. (2014, October). Cross cultural communication: Pellegrino RiccardiTEDxBergen [Video File] Retrieved from https://youtu.be/YMyofREc5Jk This module will help you achieve the following outcomes: • Deconstruct the nature of group behaviour and cultural differences • Apply effective strategies for learning in a variety of work environments • Integrate strategies to effectively interact with others in a professional context This Module will cover: • Cultural Dimensions • Cultural Competency & Cultural Intelligence • Cross Cultural Communication • Dialogue as a tool for discussing difference Assessment Progression: At the end of this module you will have the foundational knowledge required to work on the Intercultural Dynamics section of your "rookie" consulting team’s discussion and deliverable for assessment 2. Learning Resources: Hofstede Centre. (n.d.) National Culture. Retrieved from https://geert-hofstede.com/national-culture.html Hofsteade Centre. (n.d.) Country Comparison. Retrieved from https://geert-hofstede.com/countries.html Living Institute. (2013, May). CQ Wheel. [Video File]. Retrieved from https://youtu.be/JJ_LclEJU8k Earley, C.P. &Mosakowski, E. (2004, May). Cultural Intelligence. Retrieved from https://cb.hbsp.harvard.edu/cbmp/pl/62676915/62677072/4e4b3aee0779217d918ab44782322610 Australian institute of company directors. (2015, May). 6 practical tips to enhance cultural relations in Asia: Speech by Dr Margaret Byrne. Retrieved from http://www.companydirectors.com.au/director-resource-centre/governance-leadership-centre/external-environment/6-practical-tips-to-enhance-cultural-relations-in-asia-speech-by-dr-margaret-byrne Commisceo Global. (n.d.). Quizes. Retrieved from http://www.commisceo-global.com/quizzes TEDx Talks. (2014, October). Cross cultural communication: Pellegrino RiccardiTEDxBergen [Video File] Retrieved from https://youtu.be/YMyofREc5Jk Drybrough, J., &Goddin, D. (2014). Dialogue. Training Journal. Retrieved from https://www.trainingjournal.com/articles/feature/dialogue Optional Extra Resources: • TEDx Talks. (2010, July). How Culture Drives Behaviours Julien S. BourrelleTEDxTrondheim [Video File] Retrieved from https://youtu.be/l-Yy6poJ2zs • RMIT University. (2015, October). Developing Your Cultural Intelligence RMIT University [Video File] Retrieved from https://youtu.be/UAcHUIRwQUo • Constantinides, H., Kirk St.Amant, &Kampf, C. (2001). Organizational and intercultural communication: An annotated bibliography. Technical Communication Quarterly, 10 (1), 31. Annotated Bibliography.pdf • Bohm, D, Factor, D. & Garrett, P. (1991). Dialogue - A proposal. Retrieved from http://www.david-bohm.net/dialogue/dialogue_proposal.html • Common Purpose. (2017). Knowledge Hub: CQ Test. Retrieved from http://commonpurpose.org/knowledge-hub/all-articles/what-is-cultural-intelligence/cq-test/ Learning Activity Overview Now that you have completed the reading for this topic it is time to apply it to the world of business and your personal career development. These learning activities are designed to support your understanding of the readings and videos while also helping you to prepare for Reflective Journal 5 and your ‘rookie’ consulting team assignment. Task 1: Discussion about difference Your "rookie" consulting team have been working together for the past six weeks and hopefully have built up the capability and trust required to have a curiosity based conversation about similarities and differences in what you ‘expect and accept’ as normal. As mentioned in the introduction to this module it is important to treat these conversations respectfully. With this in mind your team can choose to do this activity in two different ways. 1. Choose three country cultures that are not represented in your team 2. Choose three (or more if needed) country cultures that are represented in your team NOTE: in my team we are 3 person, Me from India, Other two are from Australia and Turkey STEP 1: Work with your team to decide on a ‘Discussion about difference’ meeting sometime during this module. STEP 2: Use the Hofsteade Centre’s Country Comparison Tool you explored in the learning content to compare the cultural dimensions of three or more national cultures. STEP 3: Reflect on the following four questions prior to the meeting: • What were the most surprising similarities between two national cultures you explored? • What were the most surprising differences between two national cultures you explored? • Consider the power distance dimension of culture? How might someone from a low power distance culture behave differently to someone from a high power distance culture in a team environment? • Review your countries cultural dimensions. Which ones do you agree/disagree with? STEP 4: Attend your team’s ‘discussion about difference’ meeting and discuss your individual responses to these questions. NOTE: This activity is best done as a virtual meeting or F2F, however if your team is unable to make a mutual time you could set up a discussion thread in your group to have an asynchronous dialogue about your responses to the questions. ASSESSMENT REMINDER Task 2: "Rookie" Consulting Team Discussion on Intercultural Dynamics The aim of this task is to use the collective knowledge of your "Rookie" Consulting Team to explore how intercultural dynamics may be impacting Company X’s Project Team. • Step 1: Review the Company X Project Team Case. Consider each of the Team Members interactions and whether you can see potential for miscommunication or differences in approaches to work that may relate to any of the Hofsteade Cultural Dimensions • Step 2: Use theoretical knowledge from the module readings and further research to support your observations • Step 3: Post your thoughts (supported by good referencing) on your Rookie’s Consulting Team’s Intercultural Dynamics Discussion Thread • Step 4: Return to your Rookie Consulting Team’s discussion thread at least two times during the module to read your teammates thoughts and respond to any questions or comments they post on your initial post • Step 5: Use this discussion to continue to diagnose Company X Project Team’s team dynamic and possible recommendations your Consulting Team could make to help Company X develop the team into a high performing team Summary Throughout this module you have learnt about the theoretical concepts surrounding intercultural dynamics and how they impact team performance. Moreover, you have gained perspective about how these concepts apply in practice from industry experts and perhaps most importantly how you can use this knowledge to improve your own professional practice. Specifically you have explored: • Cultural Dimensions • Cultural Competency & Cultural Intelligence • Cross Cultural Communication • Dialogue as a tool for discussing differenceli The learning from this module is only the “tip of the iceberg” when it comes to intercultural dynamics and intercultural collaboration. As you move through your degree and work in teams with students from backgrounds different to yours, apply your curiosity to develop your cultural intelligence (CQ) and a global mindset. Beyond the theoretical concepts on intercultural dynamics you have continued to develop your research, discussion, referencing and reflective journaling skills that you will need to apply in future modules, units of study and to your professional practice.