Developing Individuals and Teams

MN002 Developing Individuals and Teams Overview For this Performance Task Assessment, you will complete key tasks that are important in developing individuals and developing teams. In Part 1, you will use a simulation platform to conduct a one-on-one coaching session with an employee who has recently shown signs of disengagement and reduced motivation. You will then reflect on this experience as it relates to your individual development as a manager and as a coach. In Part 2 of the Assessment, you will focus on developing teams. You will research the team charter, often used as a way to quickly build team cohesion and commitment, and will then develop a team charter for a team you know welleither one you are currently part of or one you have been part of in the past. By demonstrating skills in these areas, you will develop foundational competence in helping both individuals and teams achieve results and stay motivated and engaged. This Assessment incorporates the Business Skill for Good of coaching and mentoring. Assessment Submission Length: 810 pages total, not including team charter examples (4- to 5-page coaching plan and a 4- to 5-page team charter, plus reflection) Instructions To complete this Assessment, do the following: Review the Simulation Session Guide (PDF) document and follow the instructions to create a portal account, which you will then use to schedule your live, online simulation session. Review the MN002 Simulation Preparation (PDF) document. Review the Simulation Orientation video: Walden University, LLC. (2021). Simulation orientation [Video]. Walden University Brightspace. Schedule and complete your live, online simulated coaching conversation. In the MN002_Assessment_Template_Part1 file, complete your coaching plan, using your Pre-Assessment submission as the basis for your live, online simulated coaching conversation and then reflecting on the experience. In the MN002_Assessment_Template_Part2 file, complete your team charter draft. Be sure to adhere to the indicated assignment length. Before submitting your Assessment, carefully review the rubric. This is the same rubric the assessor will use to evaluate your submission and it provides detailed criteria describing how to achieve or master the Competency. Many students find that understanding the requirements of the Assessment and the rubric criteria help them direct their focus and use their time most productively. Important Information on Interpreting the Assessment Rubric (click to expand) Achievement vs. Mastery of the Competency Mastery of this Competency means that 80% or more of the rows have been assessed as Exceeds Expectations and no rows have been assessed as Does Not Meet Expectations. Achievement of this Competency means that all rows are assessed at Meets Expectations or above (but lower than the 80% threshold required for Mastery). Assessment of Individual Rubric Rows In order to achieve Meets Expectations for a particular row of the rubric, you must have adequately completed all criteria in that row. This means that you have addressed all required elements to the required level of quantity and/or quality. In order to achieve Exceeds Expectations for a particular row of the rubric, you must have adequately completed all criteria in the row, and in addition, your response must reflect a depth and breadth of knowledge and expertise. Examples of this includebut are not limited tothe following: You provide additional, specific, and/or particularly relevant examples to illustrate points made. You seamlessly incorporate your original thoughts and diverse, credible, and relevant academic sources, when applicable, to express your viewpoint or develop a persuasive argument. You demonstrate a deeper understanding of the subject that draws from discipline-specific knowledge and theory and incorporates the viewpoints of a diverse set of business and management thought leaders. You draw additional connections between multiple, complex topics to support your explanations. You are able to apply your knowledge in unique, creative, and/or innovative ways. You thoroughly break down concepts into simpler parts and use your understanding of business to make connections. Your analysis is insightful and original. You design processes, products, and/or solutions that are creative, high-quality, and innovative. You consider diverse perspectives and relevant social, ethical, and business-related issues when proposing new ideas or formulating judgments. All submissions must follow the conventions of scholarly writing. Properly formatted APA citations and references must be provided where appropriate. Submissions that do not meet these expectations will be returned without scoring. This Assessment requires submission of two documents, each completed in appropriate scholarly format. The first is a reflection on your experience with the coaching conversation completed in your simulation, in the form of a 4- to 5-page coaching plan. Save this file as MN002_firstinitial_last name_Part1 (for example, MN002_J_Smith_Part1). The second is a 4- to 5-page Team Charter and additional reflection as indicated. Save this file as MN002_firstinitial_lastname_Part2 (for example, MN002_J_Smith_Part2). You may submit a draft of your assignment to the Turnitin Draft Check area to check for authenticity. When you are ready to upload your completed Assessment, use the Assessment tab on the top navigation menu. Important Note: As a student taking this Competency, you agree that you may be required to submit your Assessment for textual similarity review to Turnitin.com for the detection of plagiarism. All submitted Assessment materials will be included as source documents in the Turnitin.com reference database solely for the purpose of detecting plagiarism of such materials. Use of the Turnitin.com service is subject to the Usage Policy posted on the Turnitin.com site. Developing Individuals and Teams In this Assessment, you will play the role of a new manager who is engaging in development activities for your team. As a new manager, you are being asked to provide evidence to your senior leader of the types of activities you are engaging in to further develop individuals on your teamand the team as a whole. In line with that request, you will complete two activities and create two documents that you will present to your manager: a coaching plan (for individual performance management) and a team charter (for team development). As you prepare your coaching plan and your team charter, be sure not only to cover all items outlined, but incorporate appropriate examples, where applicable, as well as citations for relevant academic sources, such as those found in the Learning Activities or those in the Walden Library. Click each of the items below for more information on this Assessment. Part 1: Coaching for Performance For this part of the Assessment, you will act as a new manager who has become concerned about what appears to be declining motivation and engagement on the part of one of your employees. You have spoken to your senior leader about your concerns, and she has asked you to document your interactions with the employee so that she can support you in becoming a more seasoned coach for your team. Your task is to prepare for and conduct an appropriate and effective coaching conversation with this employee using a simulation platform. You will then reflect on your experience by preparing a 4- to 5-page write-up of your interaction that will serve as the basis for ongoing coaching for the employee, as well as for yourself. First, make any modifications, as appropriate, to the Coaching Conversation Checklist section of the MN002 Assessment Template Part1 that you submitted for your Pre-Assessment. Also be sure to note any questions you may have for your own coach to discuss when you debrief with them later. Then, complete the live, online simulation experience. After you have completed the online, simulated coaching conversation with the employee, use the following outline as the basis of the remainder of your coaching plan, in which you walk through the experience and reflect upon the following: Did you accomplish the objectives you set out to accomplish? Explain why or why not. What effects (positive and negative, if applicable) did your preparation have on the outcome? Provide a rationale to support your assessment. What do you feel you did particularly well in your coaching session? If you were going to hold the coaching session again, what might you have done differently, or what improvements would you make? How did the employee respond within the coaching session? What is your prediction for how the employees behavior will change (or not) as a result of this coaching session? What insights did you gain that would be helpful for future coaching sessions with the employee? As a conclusion to your coaching plan, choose at least one specific action you will take as a result of this experience to aid you further in your development as a manager and as a coach. Part 2: Developing Your Team For this part of the Assessment, you will use a team you know well (either a team you are currently a part of or one you have been a part of in the past) to serve as the team you are leading (for the purpose of this exercise) and for which you will develop a 4- to 5-page first draft of a team charter that will be shared with the team and finalized at a later date with team input and buy-in. Additionally, as part of the documentation you will share with your manager, you will identify strategies to help your team develop and will evaluate the effectiveness of the charter to meet that goal. Be sure to disguise the names of the organization and of any team members to protect privacy. To complete this task, address the following: Design your own team charter for your chosen team, being sure to address the following: Describe the mission or purpose of the team. Identify three to five specific and measurable goals or outcomes that collectively define success for the team in terms of fulfilling its mission. Provide the names (disguised) of team members, describe their official team roles (if any), and indicate the key strengths of each team member in terms of their functional skills and knowledge, as well as their work style and approach. List specific and behavioral ground rules that team members are expected to abide by in their work together and explain how violation of any of these ground rules will be handled within the team. Outline the teams approach to resolving conflicts that may arise as the team works together. As a final part of the team charter, include an Appendix (to be provided only to your manager) that includes the following: Based on your assessment of the members of the team and their strengths, skills, and work styles/approach, explain two or three strategies you plan to use to further develop the team and its members. In addition, because your manager is also concerned with ensuring a strong and viable leadership pipelineor overall bench strength in the succession planpropose three specific actions you will take in the next 23 months as first steps in choosing and mentoring your successor as leader of this team. Consider how you will choose the individual (what qualities will you look for?), how you will first propose the mentoring relationship, and what that first mentoring meeting might look like. Defend your rationale for selecting the specific goals, ground rules, and approaches to conflict resolution you drafted for the team, including how these guidelines will help the team develop and meet those goals. As part of your response, note any potential risks or challenges you may face as you implement the team charter, as well as what approach you will take to manage those challenges. Also needed is the Pre-Assessment Pre-Assessments are your opportunity to practice applying module content before final submission of your Competency Assessment. In Part 1 of your two-part Assessment for this Competency, you will be asked to engage in a live, online, simulated individual coaching experience where you will play the role of coach with an employee. Part 2 of the Assessment involves developing a draft of a team charter for a team you know well. This Pre-Assessment activity will help you prepare for your final Assessment. To complete this Pre-Assessment, do the following: Review the Assessment Instructions and the rubric to ensure you understand the requirements for the Assessment. Download and review the MN002 Simulation Preparation (PDF) document. Download the MN002_Assessment_Template_Part1 (Word document) and complete the section entitled Coaching Conversation Checklist, in which you will detail how you will approach the coaching session with the employee and what you plan to discuss with them based on the information provided in the scenario background document. Complete the Checklist by writing a script or detailed notes for each item. Submit the completed Coaching Conversation Checklist section of MN002_Assessment_Template_Part1. Before submitting your Pre-Assessment, be sure to use the rubric to ensure that you have met all requirements and are satisfied with your submission. Use your submission and any feedback you may garner to improve and refine your final Assessment. Note that you do not need to resubmit your Pre-Assessment to address any feedback given.