Wednesday, February 23, 2011

Reflection: Team Back Corner

WHAT?                                            SIGMA KAPPA NEW GIRL PLEDGE CLASS
In Leadership class, we have officially come up with a name for our team: Team Back Corner. It fits, because we sit as a group in the back corner of the room in class, and it's unique. The group has been discussing what we are going to do for our service project. Last week, we concluded that we would give back to the Greek Community here at Virginia Tech. We are going to pass on our knowledge of Leadership skills to the new girl pledge class of Sigma Kappa Sorority.  We made the decision as a group through having one group meeting to discuss what we wanted to do as a service project first, then another meeting where we decided who we would spread our knowledge to as well as how we were going to do it. We then brainstormed activities we could conduct for them to do to teach them about teamwork, communication, and cooperation. This process that Team Back Corner carried out in deciding what to do for our service project relates very closely to the brainstorming and group creativity discussed by Levi in Group Dynamics for Teams.  In Chapter 12, he explains how creativity can be limited by groups, unless everyone is able to contribute to the decision making of the group. Because we took our time deciding what to do and didn't rush into it, and everyone in the group was able to contribute their ideas, we successfully brainstormed and came up with creative ideas.

SO WHAT? 
We have chosen to do this as our service project because in order to be in a sorority, it is very important that you develop leadership skills, as well skills needed to work properly within a team. There are many jobs delegated to girls who have served time in the sorority, and these jobs require working with girls within the sorority, with sororities throughout campus, and sorority chapters throughout the country. To teach these new girls proper leadership and teamwork skills (discussed by Levi), we are holding a workshop that consists of an opening intro presentation, three activities that involve working within teams to accomplish a goal (Human Knot, Trust Walk, Designing), and a closing presentation that summarizes what they have learned for the day. The workshop will only be an hour long, so they only have ten minutes at each activity. We are hoping that these activities will help them to practice and understand what it takes to work together successfully within groups and reach their goals as quickly (but efficiently) as possible.

NOW WHAT?
The group needs to contact our liaison in the sorority named Carly to make sure that the service project is confirmed. Once it has been confirmed, we are going to set up a date and time to run the workshop. We have completed our list of resources that we need, so the next is to collect the supplies that we will need in order to run the workshop. We have to create any important slides for the intro and outro presentations. Most importantly, we have to finish our proposal that describes the service project. I feel very confident that this workshop is going to run smoothly, and that we can successfully spread our knowledge gained through leadership studies.

Wednesday, February 9, 2011

Team Effectiveness

WHAT?
The team that has taught me the most about the importance of team effectiveness, cohesion, and vision was my high school boys varsity cross country team. My senior year, I was the captain of this team along with another senior leader on the team. There were 7 guys who ran varsity, and we were some of the best of friends. At the start of the season my senior year, some of the varsity runners seemed to be much more focused on individual achievement, rather than goals as a team to try and make it as far as we could. As my co-captain and I realized this, we worked throughout the season to bring the team together.

SO WHAT?
As a captain, I was a designated leader and wanted my team to succeed as much as we could. Our goal as a team was to at least make it to the northern region meet with everybody in the best shape possible. In our Team Leadership class this week, we read about Team effectiveness which included the input-process-output model. I believe that this model is very closely related to how our team functioned throughout the season. The article states that the best functioning teams are usually between 2 and 10 members. The team was a perfect size at seven people, not too big, and not too large.  The team was cohesive because we all knew each other on a personal level. This helped us because we were able to comfortably communicate. I wasn't afraid to let someone know that they needed to help contribute more by showing up to practices or working their hardest, and they weren't afraid to challenge me if they disagreed with how I thought we should approach a race. Furthermore, in order to reach our goal, we had to practice teamwork. Cross Country is no doubt a team sport.  My job was to make sure everyone was trying their hardest and not getting discouraged, whether it took motivational speaking, or breaking out into "Living on a Prayer" during workouts to reassure the runners that the work we were putting in was going to pay off. When the season was coming to end, we were able to perform to the best of our ability because team output exceeded the sum of individual output. With our vision focused on our goals throughout the season, we were able to place second at the regional meet.


NOW WHAT?
Through the experience I gained as a captain on the cross country team, and applying some of the key components of Team Effectiveness, I now know what it takes for a team to be able to achieve its goals.