Strengthening Organizations through Team Effectiveness

GSI and Simulations

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Brian Stout

John Van Etten

Human Synergistics, Inc.

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Bushfire Survival Situation

• Step 1: Individual Rank

• Step 2: Team Rank

• Step 3: Expert’s Rank

• Step 4: Individual Score

• Step 5: Team Score

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Step 6 Average Individual Score

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Steps 6 to 11 Team Performance Scores

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Bushfire Team Performance Data*

Average Individual Score

Average Team Score

Average Gain (Loss) Score

Average Best Score

Percent of Teams Improving Over Best Individual

33.35

26.22

7.13

21.02

34.5%

*Based on 52 teams

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The Challenge of Achieving Synergy

93

97

85

100

8890

41

36

17

33

41

50

0

10

20

30

40

50

60

70

80

90

100

Cascades Survival

Situation* (29 Groups)

Constructive

Negotiations

Challenge** (36

Groups)

Ethicial Decision

Challenge** (192

Groups)

Performance

Management

Challenge** (24

Groups)

Project Planning

Situation* (49 Groups)

Subarctic Survival

Situation* (58 Groups)

Simulation

Pe

rce

nta

ge

of

Gro

up

s

% of Groups That Outperformed Their Average Individual Member % of Groups That Outperformed Their Best Member

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Completed GSI Scoring Sheet

Chart these Totals on the Circumplex

From the Group Styles Inventory. Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © 2003 by Human Synergistics International. All Rights Reserved.

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Completed GSI Profile

Norms based on 900 group members

Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © 1973-2008 by Human Synergistics International. All Rights Reserved.

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The Group Styles Circumplex

• Consensus decision making • Solutions superior to independent

solutions • High level of enjoyment & satisfaction • View group process as a way of

increasing effectiveness

• Treat group as means for satisfying own goals

•Marginal quality solutions limited by level of expertise of those who gain control

• Impersonal, sometimes tension-ridden group process

• Individual members become dominated by the group as a whole

• Lack of constructive differing, creative thinking & individual initiative

• Low level of satisfaction with solution

Passive/Defensive Styles

Constructive Styles

Aggressive/ Defensive Styles

Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © 1973-2008 by Human Synergistics International. All Rights Reserved.

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Completed Group Scores Grid

From the Group Styles Inventory Participant’s Guide. Copyright © 2007 by Human Synergistics International. All Rights Reserved.

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Group Outcomes Grid and Graph

Comparison to Other Groups

From the Group Styles Inventory Participant’s Guide. Copyright © 2007 by Human Synergistics International. All Rights Reserved.

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Effective vs. Less Effective Groups

Less Effective Groups

Effective Groups

Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © 1973-2008 by Human Synergistics International. All Rights Reserved.

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Developing a Plan for Improvement

Discuss with your group – Does the group’s profile seem to accurately describe the style

of the group?

Do the styles explain the group’s performance in terms of

solution quality and acceptance?

How much agreement was there among members regarding

the styles?

The goals for the group’s next meeting: Which two styles will

your group target for change?

Action steps: How will your group improve its process in terms

of these styles?

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The Team-Building Process

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HS Integrated Diagnostic System

Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © 1973-2008 by Human Synergistics International. All Rights Reserved.