Habitat for Humanity

Re-Branding Project

12 December 2010

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 Agenda
• Assessment of Group Skills/ Expertise
• Organizational Development
• Decision Making
• Motivation
• Leadership
• Power Use
• Organizational Culture
• Conflict Resolution
• Timeline and Milestones
• Summary
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Assessment of Group Skills/ Expertise
• Positive Attributes
– Conscientiousness and Openness
– Setting Specific Goals
– Confidence
– Self-efficacy
– Reflexivity
• Abilities of Others
– Technical Expertise
– Problem Solving and Decision Making
– Interpersonal Skills
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Context
•Adequate resources Team Effectiveness Model
•Leadership & structure
•Climate of trust
•Performance evaluation
and reward

Composition
•Abilities of member
•Personality
Team Effectiveness
•Allocating
•Diversity
•Size of teams
•Flexibility
•Member Preferences

Process
•Common Purpose
•Specific goals
•Team efficacy
•Conflict levels
•Social loafing
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 Assessment of Group Skills/ Expertise
Key Team Roles
• Linker – coordinates and • Organizer – provides
integrates structure

• Creator – creative ideas • Producer – direction and

follow through
• Promoter – champions • Controller – detail orientated
ideas
• Maintainer – fights external
conflicts
• Assessor – insightful
• Advisor – seeks information
analysis

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Assessment of Group Skills/ Expertise

• Negative Attributes
– Time Constraints
– Group Cohesiveness
– Communication
– Commitment
– Task Orientation

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 Organizational Development
• Team Remix Organizational Structure
– Flat structure, less hierarchy
– Inorganic
– Decentralized
• Habitat For Humanity
– International & National HQ
– Regional, Area, & Affiliate Stores
– Fredericksburg Restore

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 Decision Making
• Perception
– How members see the project
– Factors that influence perception
Situation
Perceiver
Target
Decision Making (cont’d)
• Perception Cont
– Situation
• Time
• Work Setting
• Social Setting
– Perceiver
• Attitudes
• Motives
• Interests
• Experience
• Expectations
 Attribution Theory
Observation Interpretation Attribution
Of Cause

High External

Distinctiveness
Low
Internal

High
External
Individual
Consensus
Behavior Low
Internal
High
Internal
Consistency
Low
External
 Decision Making(cont’d)
• Attribute Theory
• Observation of the individual behavior
- External/Internal
- Distinctiveness
- Consensus
- Consistency
 Decision Making(cont’d)
• Judging our members
- Selective Perception
- Halo Effect
- Contrast Effects
- Stereotyping
 Decision Making
• Define the problem

• Indentify the decision criteria

• Allocate weights to the criteria

• Develop alternative
 Bias
• Overconfidence
• Anchoring
• Influences on Decision Making
• Individual Differences
- Personality
- Gender
- Mental Ability
Team Motivation

Goal setting theory

Self - efficacy theory
 JOINT EFFECTS OF GOALS AND SELF-EFFICACY
ON PERFORMANCE
Team has confidence that
a high level of
performance will be
achieved

Instructor sets Team has high

specific goals level of
performance

Team sets goals for

higher
performance
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Most of the volunteers fall into the self
determination theory or the expectancy
theory. They are rewarded by praise in the
community. We are going to recognize them
in May by publically announcing their good
deeds.
 Leadership
• Informal Leadership

• Appointed Leader

• Situational Leadership - (Yes)

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 Power Use
• Power: refers to a capacity that A has to
influence the behavior of B so B acts in
accordance with A’s wishes
– Expert Power
– Reward
– Legitimate
– Intrinsic Rewards

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 Organizational Culture
• System of shared meaning held by members
that distinguishes the organization for other
organizations.

• The manner in which team members perceive

the characteristics of the organization’s
culture, not with whether they like them.

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 Organizational Culture
• Innovation and risk taking
• Attention to detail
• People orientation
• Team orientation
• Aggressiveness
• Stability

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 Culture Foundations
• Boundaries
– Limitless
• Identity
• Commitment
• Social Stability
• Sense-making
– Shaping of the team based on attitude and
behavior

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 Conflict Resolution
• Most conflicts are handled directly and are
positive conflicts. They deal with issues facing
the group rather than personalities. This is
termed “task conflict”.

• Relationship conflicts would be negative and

are dysfunctional. These arise infrequently
and are dealt with openly and resolved.
• Win-win

• Win-lose

• Lose-lose
 Timeline & Milestone

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**Weekly Updates every Friday to Fredericksburg H4H 25

 Summary/Conclusion
• Were the objectives set forth at the beginning of the
project completed as proposed?

• Difficult to access at this stage in the project

• What we have done to date:

- Reviewed list of organizations of media outlets
- Reviewed signage specifications for Spots. County
- Reviewed Habitat's sign requirements
- Currently developing an RFP for the signage
 Summary/Conclusion, continued
• Was the organization cohesive –

Yes We are acting more like a task group for

this organization. We have each joined the
National affiliate as a volunteer.
 Summary/Conclusion, continued
• Trust among members:
Between Charlotte, Bruce and us as a team
– we are the outsiders –
– trust must be earned
• We gain more trust with each meeting and with each
deliverable
• Among ourselves - yes we've gone through the
forming, storming, and norming stages and are now
conforming and performing the task. We know it will
get done if a member commits to a task.
 Summary/Conclusion, continued
• Are there any hidden agendas associated with
the project members?
– We approached them
– No hidden agendas on the team’s part –
– Is it just for a grade? No.
We wanted something that would benefit the
community and something we might want to
continue involvement after the project ends.
Questions

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