earthsoft brief-team building-v1-0

Making earth little softer

Earthsoft Foundation of GuidanceEdge-Aggressive-Reliable-Trust-Honesty-Soft-Obedient-Fun-Transparent


Earthsoft Foundation of Guidance (EFG) has uploaded following presentations at http://myefg.in/downloads.aspxBe mentor using your education, knowledge & experience to contribute for a social cause & do conduct free training seeking help of existing platforms. Kindly share with your friends•Motivation for higher study, Planning for study, Education guidance, Career guidance, Career available after SSC & HSC•Personality development – 3 files •How to prepare resume, Tips to attend interview successfully•Religion related –To understand basic religion, Do & Don’t tips•Health related - Be vegetarian, Be healthy, Manage health•Corporate - Project management, Assertiveness, Ownership, Effective communication, Leadership, Be entrepreneur•Finance - To avoid speculation in stock market•Social - Women empowerment, Choosing life partner, conflict resolution, stop ragging, stop alcohol, snakebite treatment

About us

http://myefg.in/downloads.aspx


Index


What is a Team?• A unit of two or more people who interact and

coordinate their work to accomplish a shared goal or purpose

In a team • People depend on each other • Members may or may not work in the same

physical location


Definition


Quotations


Components of Team• Goals• Actors• Activities


Types of Teams•Task forces•Committees•Face-to-Face teams

•Problem solving•Self managed•Cross functional•Virtual


Types of Teams

Need for traditional leadership Need for team leadership

Functional Team

Cross-Functional Team

Self-Directed Team

•Grouping individuals by activity

•Leader centered•Vertical or command team

•Coordinates across organization boundaries for change projects

•Leader gives up some power

•Special purpose problem-solving team

•Autonomous, defines own boundaries

•Member-centered•Self-managed team


Types of TeamsProblem-Solving Self-managed

• Discuss ways of improving quality, efficiency & work environment

• Solve problems but could also implement solutions and take full responsibility for outcomes


Types of TeamsCross-functional Virtual

• Made-up of employees from about the same hierarchical level but from different work areas who come together to accomplish a task.

• Use computer technology to tie up together physically dispersed members in order to achieve a common goal


Team versus Groups

Work Group Work TeamA group who interact primarily to share information and to make decisions to help one another perform within each member’s area of responsibility.

Generates positive synergy through coordinated effort that result in improved level of performance that is greater than the sum of those individual inputs.


Work groups Work Teams

Work group & work team

Share information Goal Collective performance

Neutral (sometimes negative) Synergy Positive

Individual Accountability Individual and Mutual

Random and varied Skills Complementary


Teams don’t just happen


Why have teams?•Too big a job for one person•More than one head is better•Genius is rare!

Working with other members is a vital part•Draw from the strength of others•Use skills and knowledge together•Sustain the enthusiasm and support


The purpose of assembling a team is •To accomplish bigger goals than would be possible by working alone

•To perform, get results and achieve victory

Purpose of team


•The power of team is greater than the individual

•Good team work will produce synergy


Success & failureSuccess•Have good communication skills•Handle controversy constructively•Assess and improve team effectiveness

Failure•Poor communication skills•Failure to handle controversy•Failure to respect diversity of the group


What makes a Team?•Clear & Shared Goals•Result driven structure•Competent Team members•Unified Commitment•Collaborative climate•Standards & processes•External Support & Recognition•Principled Leadership


•Define the problem before solutioning•Have structure with defined roles•Encourage new ideas •Allow issue related conflict•An open, pleasant environment•Well planned and structured meetings•The support of superiors•Knowledgeable people from relevant domains•A clear, documented purpose


Effective Team•Set clear & realistic goals•Establish ground rules•Respect “Process”•Encourage full participation•Agree on a decision-making strategy•Collaborate•Challenge•Document


Effective Team•Contribute ideas and solutions •Recognize and respect differences in others •Value the ideas and contributions of others (Make it a joy to meet and solve issues).

•Listen and share information•Ask questions and get clarification•Participate fully and keep commitments •Be flexible and respect the partnership created by a team, strive for the "win-win"

•Have fun and care about the team•Passion about the outcomes•Celebrate success


Effective Team•Context: Factors that determine whether teams are successful

•Adequate resources - timely information, proper equipment, adequate staffing, encouragement, and administrative assistance

•Leadership and structure - empower team by delegating responsibility

•Climate of trust – members trust each other and their leaders

•Performance evaluation & reward - group based appraisal, profit/gain sharing, group incentive, etc. that reinforce team effort and commitment


Effective Team•Common purpose•Specific goals•Team Processes•Team efficacy / influences•Conflict levels•Social loafing / popular•Team Composition

• Abilities of members• Personality of members & Diversity of members• Allocation of roles• Size of teams• Member preferences


Creating Effective Teams•Work Design•Enhances sense of responsibility and ownership of the members & team towards goal

•Freedom and autonomy •Skill variety•Task identity•Task significance


Creating Effective Teams

Team Effectiveness

Work Design• Autonomy• Skill variety• Task identity• Task significance

Process• Common Purpose• Specific goals• Team Efficacy• Conflict• Social LoafingComposition

• Ability - Personality• Roles and diversity• Size• Flexibility• Preference for Teamwork

Context• Adequate Resources• Leadership• Performance Evaluation & rewards


Team Effectiveness

TeamTeamTrainingTraining

TeamTeamCompensationCompensation

SelectingSelectingTeam MembersTeam Members

SettingSettingTeam Goals andTeam Goals and

PrioritiesPriorities


•First step is to get to know each other•Maintain dialogue to understand more Understanding •What is common in nature•Differences•Methodologies of individuals


Species of Teams


•Teamwork is a make or break situation. Either you help make it or the lack of it will break you. – Kris A. Hiatt

Benefits•Members work to establish an effective team•Members accept role•Meetings are structured•Record keeping enhances your work•Each member uses their own and others skills•Differences are welcomed and used

Teamwork


Elements of TeamworkCollaboration :

• Communicate and share ideas• Have a feeling of respect for everyone’s contribution

Conflict Resolution : • Leaving room for everyone’s contributions• Developing the ability to listen to all ideas• Creating a method of consensus to develop a solution the team can agree

• Roles and Responsibilities : • Responsibilities are distributed fairly among the group members

• Each member is assigned a part of the task based on is role within the group and his level of expertise


Elements of Teamwork•Differing Points of View•Good team creates solutions using different perspectives of the members

•It helps to see a situation from several different angles

•It creates a solution that no one individual could create on his own.


Factors promoting teamworkLeadership•Team is supported by effective leadership •All teams benefit from one or several sources of inspiration and direction

Team-Building Exercises •Team building exercises can be targeted to improve particular aspects of team performance such as communication, problem-solving or creativity


Team Work and Business•Teams to have clear responsibilities and authority to make decisions alone

•Teams to be given time to develop together into a productive unit

•Well managed teams are more likely to produce the correct solution

•Teams that are well supported and trusted will produce the best results


•John C. Maxwell - The author of The 17 Indisputable Laws of Teamwork

•The Law of Significance: One Is Too Small a Number to Achieve Greatness

•The Law of the Big Picture: The Goal is More Important Than the Role

•The Law of the Niche: All Players Have a Place Where They Add the Most Value

•The Law of the Great Challenge ("Mount Everest"): As the Challenge Escalates, the Need for Teamwork Elevates


•The Law of the Chain: The Strength of the Team Is Impacted by Its Weakest Link

•The Law of the Catalyst: Winning Teams Have Players Who Make Things Happen

•The Law of the Vision ("Compass"): Vision Gives Team Members Direction and Confidence

•The Law of the Bad Apple: Rotten Attitudes Ruin a Team

•The Law of Countability: Teammates Must Be Able to Count on Each Other When It Counts


•The Law of the Price Tag: The Team Fails to Reach Its Potential When It Fails to Pay the Price

•The Law of the Scoreboard: The Team Can Make Adjustments When It Knows Where It Stands

•The Law of the Bench: Great Teams Have Great Depth

•The Law of Identity: Shared Values Define the Team


•The Law of Communication: Interaction Fuels Action

•The Law of High Morale: When You're Winning, Nothing Hurts

•The Law of Dividends: Investing in the Team Compounds Over Time

•The Law of the Edge: The Difference Between Two Equally Talented Teams Is Leadership ***


People for Teamwork

TeamTeamDiversityDiversity

TeamTeamLevelLevel

Individualism-Individualism-CollectivismCollectivism


Working of people together as a team comes from the world of sport


Skills For Teamwork


Culture Of Teamwork• Communicate clear expectations• Identify the value of a teamwork culture• Teamwork is rewarded and recognized• Performance management system emphases

value on teamwork


Guideline for teamworkGroup becomes a team when each member• is sure enough of himself and his contribution to

praise the skills of others• Believes that thinking, planning, decisions and

actions are better when done cooperatively• Creates a work culture that values collaboration• Motivates and appreciate other members


Role of Team members


Teamwork


Teamwork - Example


Teamwork


Team Building & Team work


Team compositionTeam Roles•Task specialist role - time and energy devoted to help the team to accomplish its specific goals

•Socio-emotional role - time and energy devoted to support the emotional needs of team members to maintain the team as a social unit

Team Size•Can range from 2 to 250 people•Maximum results achieved with about 6-7 people


Characteristics of a Team

TeamSize

TeamConflict

TeamDevelopment

Team Norms

TeamCohesiveness


Characteristics of a Team•Team Cohesiveness - extent to which team members feel attracted & attached to the team and motivated to remain part of it.

•Team Norm - informal standard of conduct shared by team members that guides their behavior.

•Team Conflict – an antagonistic interaction in which one party attempts to thwart the intentions or goals of another.


Team Size

Size

Perf

orm

ance


Team Norms•Informally agreed standards that regulate team behavior

•Powerful influence on work behavior•Regulate the everyday behaviors of teams


Team Cohesiveness•The extent to which members are attracted to the team and motivated to remain in it

•Cohesive teams:•retain their members•promote cooperation•have high levels of performance

•Team members to be present at team meetings•Create additional opportunities for teammates to work together

•Engage in nonwork activities as a team•Make employees feel that they are part of a “special” organization


Team Conflict•C-type Conflict

• cognitive conflict• focuses on problems and issues•associated with improvements in team performance

•A-type Conflict•affective conflict•emotional, personal disagreements•associated with decreases in team performance

•Both types often occur simultaneously


Characteristics of a TeamA successful team would have•A clear, elevating goal •A results driven structure •Competent team members •Unified commitment •A collaborative climate •Standards of excellence •External support and recognition•Principled leadership


Characteristics of a Team•Team Diversity•Members may bring varied perspectives based on differences in their work experiences and age, gender, and cultural backgrounds

•Cross-functional team establishes one type of diversity by bringing together the expertise of members from different functions

Teamwork in Small Organizations•Small companies can benefit from teamwork•In fact, small firms may function as teams•Owner-manager can cultivate the characteristics of successful teams


Characteristics of a Team•Styles of Conflict Resolution•The Competing Style•The Avoiding Style•The Compromising Style•The Accommodating Style•The Collaborating Style•High level of independence among members•Leader has good people skills and is committed to team approach

•Each member is willing to contribute•A relaxed climate for communication•Members develop a mutual trust


Characteristics of a Team•Members understand why the team exists.•Members must know what needs to be done next.

•Members know their individual roles.•Authority and decision-making lines are clear and understood.

•Conflict is managed carefully. •Dealt with openly with an attitude toward a team member’s personal growth.


Characteristics of a Team•Members feel their unique personalities are appreciated and well utilized.

•Group norms for working together are set and seen as standards for every one in the groups.

•Members find team meetings efficient and productive and look forward to this time together.

•Members know clearly when the team has met with success and share in this equally and proudly.

•Opportunities for feedback and updating skills are provided and taken advantage of by team members.


Characteristics of a Team• Ability to take risk• Clarity about goals and establishes targets• The group has capacity to create new ideas• Member roles are defined • Everyone participates actively and positively• Carefully listened and receive thoughtful feedback• Willing to take risks• Focus on the ultimate goal• Teammates trusts the judgment of others• Plenty of communication• Everyone takes initiative to get things done


Characteristics of a Team•Everyone participates actively and positively in meetings and projects.

•Everyone understands team goals. •Individual members have thought hard about creative solutions to the problem.

•Members carefully listen to thoughtful feedback. •Everyone takes initiative to get things done•Teammate trusts the judgment of the others. •The team is willing to take risks.


Characteristics of a Team•Everyone is supportive of the project•Good communication between team members. •Effective decision making process•Full team acceptance is expected as decisions are made.

•Dissenting opinions are recorded, and may be revisited if future situations dictate.

•Team goals are given realistic time frames. • Everyone is focused on the ultimate goal of the project, while also digging into the underlying details.


High-Performance Team•Participative leadership - creating interdependence by empowering, freeing up and serving others

•Shared responsibility - establishing an environment in which all team members feel responsibility as the manager for the performance team.

•Aligned on purpose - having a sense of common purpose about why the team exists and the function it serves.

•High communication - creating a climate of trust and open, honest communication.


High-Performance Team•Future focused - seeing change as an opportunity for growth.

•Focused on task - keeping meetings and interactions focused on results.

•Creative talents - applying individual talents and creativity.

•Rapid response - identifying and acting on opportunities.


Good team players• Trust, supports other team members• Understands and committed to team objectives• Involve others in decision making• Influences others• “OWNS” problems rather then blaming them on others• Encourage and acknowledge others• Information givers and seekers• Opinion givers and seekers• Starters, Direction givers and Summarizers• Energizers and Diagnosers• Gatekeepers and Reality testers


Bad Team players•Blockers•Attackers•Recognition Seekers•Jokers•Withdrawers


Factors promoting TeamworkDiversity: •Good teams embrace and are constituted by a diversity of cultures, talents and personalities.

Communication:•Good team is facilitated by clear and open communication.


Advantages of Team•Productivity•Improved accuracy•Better products•More enthusiasm•Higher commitment


Advantages of TeamCustomer Satisfaction

Product and Service Quality

Speed and Efficiency in Product Development

Employee Job Satisfaction

Decision Making

Commitment to decisions

More alternate solutionsMultiple perspectives


•Increased awareness of the contribution and role of each member

•Greater commitment because of increased participation and pride in team accomplishments

•Increase in cooperative attitude•Better quality decisions because of increased member input.

•Greater commitment to decision implementation.•More creative problem solving.•Improved interpersonal relationships•Improved communication in all directions•Increased efficiency in quantity and quality

Advantages of Team


Disadvantages of Teams

Initially High Employee Turnover

Social Loafing

Disadvantages of Group Decision Making

Groupthink

Inefficient meetings

Minority domination

Lack of accountability


Disadvantages of Teams Factors that Encourage People

to Withhold Effort in Teams•The presence of someone with expertise•The presentation of a compelling argument•Lacking confidence in one’s ability to contribute•An unimportant or meaningless decision•A dysfunctional decision-making climate


Disadvantages of Teams• Workers must be selected to fit the team as well

as requisite job skills• Few individuals are not compatible• Some members may experience less motivating

jobs as part of a team• Organization may resist change• Conflict may develop between team members

and other teams


Disadvantages of Teams• Team may be time-consuming due to need for

coordination and consensus• Team can stymie creativity and inhibit goo

decision if “group think” becomes prevalent• Evaluation and rewards may be perceived as

lees powerful• Less flexibility may be experienced in personal

replacement or transfer• “Free-riding” within the team may occur


Case Studies•Ineffective and Effective examples

NO!

YES!


Percentage of Companies saying their SelfManaging teams perform

Schedule work assignments 67%Work with outside customers 67Conduct training 59Set production goals/quotas 56Work with suppliers/vendors 44Purchase equipment/services 43Develop budgets 39Do performance appraisals 36Hire co-workers 33Fire co-workers 14

Self managing teams


What is a Successful Team?•It is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

•Benefits result only if the type of team created matches the task to be accomplished


Why Team Building?•Teamwork is essential for competing in today's global arena, where individual perfection is not as desirable as a high level of collective performance. In knowledge based enterprises, teams are the norm rather than the exception. A critical feature of these team is that they have a significant degree of empowerment, or decision-making authority.


Why Team Building?• An organization is engaged in team building,

when in its organizational development context, embarks upon a process of self-assessment in order to gauge its own effectiveness and thereby improve performance. Desire to realize its full organizational potentials.


When to build a Team?When to build a team?• When an organization seeks to enhance its

performance and attainment of its vision and goals by getting its people to work together as team members to achieve shared objectives for the common good of its stakeholders.


Team Building•The process of working with a team to clarify its task and how team members can work together to achieve it.

•A strategy that can help groups to develop into a real team is “team building”

•“Team building is a term used to describe a group problem-solving task that involves the structuring of participants’ interactions so that each depends on, and is accountable to, the other members of the group” (Gibbons, 66).


Team Building• The selection, development, and collective

motivation of result-oriented teams.• Team building is pursued via a variety of

practices, such as group self-assessment and group-dynamic games

• Sits within the theory and practice of organizational development.


Team Building• What is Team Building?• Why Team Building?• When to use Team Building• Who’s in Team Building• How to implement Team BuildingTeam building means…• Creating courteous behaviors• Improving communication• Becoming better able to perform work tasks

together• Building strong relationships


Team Building


Types of team building• Individuals

• Small teams

• Team islands

• Organization


Tips for team building• Organize seminars, planning sessions and team

building activities• Celebrate group successes publicly• Provide training in systematic method• Hold department meetings to review projects,

progress and to coordinate shared work processes

• Build fun and shared occasions into the agenda


Benefits of team building• Improves morale and leadership skills• Clearly defines objectives and goals• Improves processes and procedures• Improves organizational productivity• Improves the ability to problem solve


Benefits of Teambuilding• Goals and accomplishments are more realized through a team effort• A team offers both the leaders and individuals support and

encouragement of one another• A team by its very nature encourages communication• Problem solving becomes far more effective because all team

members can offer ideas from their own experience• Since the team works closely together and encourages

communication, there is rarely a concern over conflicts

http://www.google.com/imgres?imgurl=http://www.communicationskillsinfo.com/wp-content/uploads/2007/08/communication-2.jpg&imgrefurl=http://www.communicationskillsinfo.com/&h=271&w=400&sz=23&tbnid=F5_6EvTe_m_mPM:&tbnh=84&tbnw=124&prev=/search?q=good+communication+pictures&tbm=isch&tbo=u&zoom=1&q=good+communication+pictures&hl=en&usg=__JX3xFjIums47rwtGHp2-rF191mE=&sa=X&ei=JpgETqamL4bGsAPiiLjFDQ&ved=0CCkQ9QEwAQ


Benefits of Teambuilding• Each member of team clearly understands the objectives and expectations of

both the team and its individual members. • Within a well-built team, members are motivated and inspired to achieve

goals and maintain high levels of productivity• Success within the team offers opportunity for reward and recognition on two

levels, from both individual and team accomplishments• Team work encourages disciplined work habits• Team work and productivity go hand in hand


Implement Team Building• The process of team building involves,• clarifying the goal, and building ownership across

the team • identifying the inhibitors to teamwork and removing

or overcoming them, or if they cannot be removed, mitigating their negative effect on the team.

• To assess itself, a team seeks feedback to find out:• its current strengths as a team • its current weakness


Implement Team Building• To improve its current performance, a team uses

the feedback from the team assessment in order to:

• To identify any gap between the desired state and the actual state

• To design a gap-closure strategy


Team Motivation

Associate with “HUMAN BEHAVOIR”“MEANING”

State of mind that “MOVES” to “ACTION”


Team Motivation


Key actions in Team Building•Setting and maintaining the teams objectives and standards

•Involving the team as a whole in the achievement of objectives

•Maintaining the unity of the team•Communicating efficiently with the team•Consulting the team – members before taking any decisions


Stages of Team Building


Stages of Team BuildingTe

am P

erfo

rman

ce

Time

Forming

Storming

Norming

Performing

De-Norming

De-Storming

De-Forming


Stages of Team Building•Stage I: Forming - Provide clear direction to establish the team’s purpose, setting goals, etc.,

•When a group is just learning to deal with each other, less work gets accomplished

•Stage II: Storming – Provide strong, hands-on leadership to keep people talking and task-focused

•Stressful negotiation of the terms while team works together; a trial by fire.


Stages of Team Building•Stage III: Norming – Codes of behaviour becomes established and an identifiable group culture emerges. People begin to enjoy each other’s company and appreciate each other’s contributions

•Roles are accepted, team feeling develops, and information is freely shared

•Stage IV: Performing – Teams that reach this stage achieve results easily and enjoyably. People work together well and can improve systems, solve problems and provide excellent customer service.


Stages of Team Building•Performing: When optimal levels are finally realized in productivity, quality, decision making, allocation of resources, and interpersonal interdependence.

•Stage V: Adjourning – Temporary project team reaches this stage; celebrate their team’s achievements.


Forming•Stage 1: Form - The Team Forms but the team •has difficulty communicating•can’t identify high level issues•complains – a lot


FormingTeam Forms and the Team Lead MUST provide•opportunity and guidance •support•purpose and direction•Facilitation

Stage 1 Lessons Learned•Politics is not your friend•Choose the brightest and the best•Choose skill sets•Choose informed decision makers


Forming• Group members learn about each other and the

task at hand. Indicators of this stage might include: Unclear objectives, Un-involvement, Uncommitted members, Confusion, Low morale, Hidden feelings, Poor listening, etc.

• Members come together and lay foundation for the team

• Excitement• Anxiety• Dependence• Uncertainties


Members are flexible, agreeable, but untrusting and careful about what they say. No procedures for working together.

Tuckman Model - FormingTeam gets acquainted Team defines the goal•Introductions•Shared experiences•Personal Interests•Personal histories

•Outcomes•Explanation of goals•Tasks to be done•Resources and support•Times lines•Frequency of meetings


Storming•All the elements present for “The Perfect Storm”Team members will experience:•frustration•resistance•ConflictThe storm converges and with it•arguing•competition•pecking order•shut down


Storming•The Storm rages and the team leader•resolves issues of power•guides discussion and agreements•encourages self-direction•is an equal opportunity managerMembers realize the amount of “COMPLICATED WORK”

•Power •Conflict•Control•Panic•Frustration


Storming – Lessons learnt•Storms are temporary•Every group will want it their way•Necessary is a relative term•Have open access to the keeper of the storm•Progress is never smooth•Expect and prepare for disruption.•Expect road blocks.•Be prepared for failed attempts.•Don’t change to much to quickly.


Tuckman Model - StormingTeam experiences

conflictStorming characteristics

• Team purpose• Team leadership• Task assignments• Team operations

• Communication becomes more honest.

• More frequent disagreements • People differentiate their personal needs from those of the team.

• Morale dips as people think the team will never “get it together.


•Negativity - Continual criticism of team activities.•Dissatisfaction with anything and everything.•Can lead to negativity and other problems.•Hostility can take form of a person being aggressive, argumentative, even threatening.

•Crisis Mode•Team operating style where anything and everything is a crisis.

•Team must come together and honestly confront the issues.

•Discussing the Ideas & Common activity•Thankfully, storming mode is temporary.

Storming


Storming• As group members continue to work, they will

engage each other in arguments about the structure of the group which often are significantly emotional and illustrate a struggle for status in the group.

• These activities mark the storming phase: Lack of cohesion, Subjectivity, Hidden agendas, Conflicts, Confrontation, Volatility, Resentment, anger, Inconsistency, Failure.


Norming•The storm subsides, the calm sets in, and team members:

•reconcile competing loyalties•accept the team and the members’ individuality•replace competition with cooperation•The team lead should capitalize on the spirit of cooperation and:

•use available skills, experience, and knowledge•acknowledge mutual respect•guide team members to effectively handle conflict


Norming• People get used to working with one another• Sharing of responsibilities• Confidence building• Developing trust• Respect among members


•Group has overcome differences and agreed on how it will operate.

•Team rules and norms established:•How can the team exceed the “standard” level of quality ?

•What role each person is expected to play.•How group leadership will be addressed.•What types of communication will be used ?•What are the rules of communication ?•How often the group will meet.•“Stage represent the normal way the team will work.”

Norming


Norming• Group members establish implicit or explicit rules

about how they will achieve their goal. They address the types of communication that will or will not help with the task.

• Indicators include: • Questioning performance, Reviewing/clarifying

objectives, Changing/confirming roles, Opening risky issues, Assertiveness, Listening, Testing new ground, Identifying strengths and weaknesses.


Performing•The team is an effective cohesive unit that•acknowledges others’ strengths and weaknesses

•accepts necessary change•works through problemsThe team lead MUST motivate the team by•managing change•marketing the team and its product•monitoring work progress•celebrating achievements


Performing•Lessons Learned•Nothing lasts forever•Disbanding the team•Decide who to keep•Establish standing committees•Members are comfortable with each other and everyone is “reading from the same page”

•Continuous accomplishment•Maintaining the momentum


•Working toward the goal the team has established. (effective, efficient, healthy)

•Team has established its goals and rules.•Team has developed a way to approach and resolve conflict.

•Team can identify and solve problems outside the group.•Everybody knows their role, what is expected of them and the quality of work that must be done.

•Communication is free and effective.•“Not all teams reach this stage, but success is still possible.”

Performing


Performing• Groups reach a conclusion and implement the

conclusion. • Indicators include: • Creativity, Initiative, Flexibility, Open

relationships, Pride, Concern for people, Learning, Confidence, High morale, Success, etc.


Adjourning• As the group project ends, the group disbands

in the adjournment phase. • This phase was added when Tuckman and

Jensen's updated their original review of the literature in 1977.


Building Successful Teams•Lessons Learned•Teamwork is a roller coaster•Be prepared to replace• team members•Encourage in the valleys.•Celebrate the victories.•Expect each stage to cycle as the project changes.


Building Successful Teams•Team members:•like to feel special, so sincerely compliment them•want assurance, so show them strength•desire direction, so navigate for them•are selfish, so speak their needs first•get low emotionally, so encourage them•want success, so help them win


SCORE•Strategy•Clear Roles and Responsibility•Open Communication•Rapid Response•Effective Leadership


Successful performanceStrategy:•Shared purpose•Clearly articulated values and ground rules•Understanding of risks and opportunities facing the team

•Clear categorization of the overall responsibilities of the team

Clear Roles and Responsibilities:•Clear definition of roles and responsibilities•Responsibility shared by all members•Specific objectives to measure individual results


•Open communication:•Respect for individual differences•Open communication environment •Rapid response:•Rapid response to the team’s problems•Effective management to change in the internal and external environment

•Effective Leadership:•Team leader who is able to help members achieve the objective and build the team

•Team leader who can draw out and free up the skills of all team members, develop individuals


Secrets Of Successful Teams•Communication •Excellence •Followership •Understanding rules •Strengths & weaknesses •Fun •Common goal and vision •Appreciation


Successful Team’s Checklist•Is there communication between stakeholders? •Is your team committed to excellence? •Do team members know to follow guidelines? •Does everyone know their specific role? •Do the individuals regularly operate out of their strengths as opposed to their weaknesses?

•Does our team take a break from time to time to just have fun together?

•Do we understand our common goals and vision? Can we all state it (them)?

•Is there a sense of and communication of genuine appreciation among my team?


Motivate Team Performance•Teams have a high degree of autonomy•Teams are empowered with control resources•Teams need for structural accommodation•Teams need bureaucratic immunity


Problems1. Confusion about new roles

2. Feeling they’ve lost control

3. Not knowing what it means to coach or empower

4. Having doubts about whether team concept will work

5. Uncertainty about dealing with employees’ doubts

6. Confusion about when team is ready for more responsibility

7. Confusion about how to share responsibility & accountability

8. Concern about promotional opportunities

9. Uncertainty about the strategic aspects of leader’s role

10. Not knowing where to turn for help with team problems


Who’s in Team Building

Every member of the

Organization


BUILDING by LEADING


Definition of Leadership

Leadership is an influence relationship among leaders and

followers who intend real changes and outcomes that reflect their shared

purposes.


Types of Leadership•Centralized LeadershipLeaders usually•Participate early and often•Demonstrate competence•Don’t push too hard•Provide a solution in time of crisis

•Self-Directed Work Teams•Members usually•Have technical or functional expertise•Have problem-solving and decision making skills•Have good interpersonal skills


Leader versus Leadership• Leader development focuses on the development of

the leader, such as the personal attributes desired in a leader, desired ways of behaving, ways of thinking or feeling.

• Leadership development focuses on the development of leadership as a process. This includes the interpersonal relationships, social influence process, and the team dynamics between the leader and members, the contextual factors surrounding the team such as the perception of the organizational climate and the social network linkages , etc.


•Group dynamics are partly a product of leader style

•Empowerment is a key issue in leadership (eg. self-managed teams)

Leaders need:•“people skills” – versatility, pyramid learning, feedback

•“character skills” – charisma, integrity, altruism•“thinking skills” – problem-solving, fostering linkages, assisting in ,evolution and change

•“action skills” – decision-making, initiating activities

Leadership for team success


BUILDING by INFLUENCING


Building by Influencing

Personal Power (Influence) is more effective than Positional Power


BUILDING by CREATING INTER-DEPENDENCY


Creating inter-dependency• Dependency

• Independence

• Inter-dependency


Continuous learning• Learn

• Un-learn

• Re-learn


Team Learning •...the process of aligning and developing the capacity of a team to create the results its members truly desire. .......Peter Senge


Dialogue for Team Learning •Three conditions that are necessary for dialogue to occur:

•All participants must "suspend their assumptions;"

•All participants must "regard one another as colleagues;"

•There must be a facilitator (at least until teams develop these skills) "who holds the context of the dialogue


Building by empowering


Building by Empowering

Understanding people’s needs & aspirations and entrusting them to do

the right job enables people to be more effective.


Building by Communicating

Most of the causes of organizational breakdowns are the result of

ineffective and bad communication


Embracing Diversity• View diversity as strength

• Diversity offers variety

• Diversity offers flexibility


BUILDING by CHANGING


Building by Changing

Change or Perish!The only certainty in this uncertain

globalized world is CHANGE!


BUILDING with F.U.N.


Building with F.U.N.


BUILDING with ACTION


Building with Action• Success in all endeavours is the result of great

ideas backed by action!

• Nothing happens until we act!


Helpful Team Behaviour•Keeping the peace•Being a friend•Being enthusiastic•Giving opinions •Generating ideas•Initiating•Solving problems logically•Relieving tension with humour•Seeking approval•Encouraging others


GEMS quote

“Coming together is a beginningKeeping together is progress; and

Working together is success”


Build Trust • Objective:• Make personal connection to other team

members• Understand how personal experiences shape

individual responses and behaviors• Appreciate the diversity in personality and

decision styles• Learn about the personal goals and values that

others bring to the team• Identify areas that will cause conflicts in team


Inclusion•Everyone wants to believe they are part of a solution.

•Make them part of your team•Results in fewer complaints•Team members will work harder•Members won’t take individual credit•Members will defend your vision against others


Why Teams become popular•Teams typically outperform individuals.•Teams use employee talents better.•Teams are more flexible and responsive to changes in the environment.

•Teams facilitate employee involvement.•Teams are an effective way to democratize an organization and increase motivation.


Individuals Team Players•The Challenges•Overcoming individual resistance•Countering the influence of individualistic cultures•Introducing teams in an organization that has historically valued individual achievement.

•Shaping Team Players•Select employees who can fulfill their team roles.•Training employees to become team players.•Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions.


Teams & Quality Management•Team Effectiveness and Quality Management Requires That Teams:

•Are small enough to be efficient and effective.•Are properly trained in required skills.•Allocated enough time to work on problems.•Are given authority to resolve problems and take corrective action.

•Have a designated “champion” to call on when needed.


Beware•Teams are not always the answer•Three tests to see if a team fits the situation:•Is the work complex and is there a need for different perspectives?

•Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals?

•Are members of the group involved in interdependent tasks?


•You cannot easily describe the team’s mission•The meetings are formal, stuffy, or tense•There is much participation but little accomplishment

•There is talk but not much communication•Disagreements are aired in private after the meeting

•Decisions are made by the formal leader with little meaningful involvement by others

Dysfunctional Teams


•Members are not open with each other because trust is low

•There is confusion or disagreement about roles or work assignments

•People in other parts of the organization who are critical to the team’s success are uncooperative

•The team is overloaded with people who have the same team-player style

Dysfunctional Teams


Be The Best Possible•The Quality Of Your Work•It is a Measure of The Quality Of Yourself!


When to Use Teams Use teams when… Don’t use teams

when…•The job can’t be done unless people work together

•Team-based rewards are possible

•Ample resources exist•Teams have authority

•There is no clear purpose

•The job can be done independentlyOnly individual-based rewards exist

•Resources are scarce•Management controls


Autonomy, Key Dimension

TraditionalWork

Groups

EmployeeInvolvement

Teams

Semi-autonomous

WorkGroups

Self-managing

Teams

Self-designing

Teams

Autonomy


Special Kinds of Teams

CrossFunctional

TeamsVirtualTeams

ProjectTeams


Cross-Functional Teams•Employees from different functional areas

•Attack problems from multiple perspectives

•Generate more ideas and alternative solutions

•Often used in conjunction with matrix and product organizational structures


Tips for ManagingSuccessful Virtual Teams

Virtual Teams


Project Teams•Created to complete specific, one-time projects within a limited time

•Often used to develop new products, improve existing products, roll out new information systems, or build new factories/offices

•Can reduce or eliminate communication barriers, and speed up the design process

•Promote flexibility


Managing Work Teams•After reading these sections, you should be able to:

•To understand the general characteristics of work teams.

•To explain how to enhance work team effectiveness.


To have a good fight•Work with more, rather than less, information•Develop multiple alternatives to enrich debate•Establish common goals•Inject humor into the workplace•Maintain a balance of power•Resolve issues without forcing a consensus


How do Teams Work Best?• Teams succeed when members have:• commitment to common objectives;• defined roles and responsibilities;• effective decision systems, communication and

work procedures; and,• good personal relationships.


Team Goals and Priorities•Team goals enhance team performance•Goals clarify team priorities•Challenging team goals help team members to regulate effort


Team Training

Conflict

Interpersonal Skills

Decision Makingand Problem Solving

Technical Training

Training for Team Leaders


Compensation & Recognition•The level of reward must match the level of performance

•Three methods of compensating teamparticipants:

•skill-based pay•gainsharing•nonfinancial rewards


Compensation & Recognition


Assess Your Team-sense• Which word/phrase defines a team most

appropriately?• A group of people - Synergy• Sharing one aim• Co-operation • Flexibility• Working together, Reporting to one boss• Serving one customer


Outcomes• Happier & More effective people• A more committed and cohesive organization• Attainment of meaningful shared goals made

easier• A stronger organizational culture• A stronger & better organization


The best way to deal with controversy is to learn how to handle it.


Learn to understand your own and others’ controversy behaviors


Respect team member’s diversity


Handling Controversy• Avoid controversy completely• Withdraw from participation• Create stalemates• Destroy team with dissention


Handling Controversy• Use landmines: Surfacing problems to discuss

potential problems• Deal with it in a timely manner• When it’s done – it’s done.• Ensure member equality by agreeing on a Code

of Conduct and monitoring the team’s behavior• Respect team member’s diversity• Learn to understand your own and others’

controversy behaviors• Identify and deal with controversial issues


Acknowledge and deal with controversial issues


Ensure member equality by agreeing on a Code of Conduct and monitoring

the team’s behavior


R’s of Conflict ManagementReframe• Think through the problem and develop a

win/win solution• Consider how it can be productive• Commit to behaving responsiblyRecognize• Core issues (contextual, relationship, person)• Your emotional response


R’s of Conflict ManagementRespond• Be proactive• Anticipate and prepare• Be sincere • Set the tone• Seek to understand first• Accept responsibility for your behavior and emotionsReflect• Analyze what happened• Consider what did/did not work• Decode what to do differently the next time


Responses to Controversy• Supportive – tries to understand where others

are “coming from.” Encourages and shows respect for others. Expresses appreciation and interest

• Constructive – seeks to clarify differences between ideas. Contributes information and opinions to the discussion. Seeks best solutions to problems.


Responses to Controversy• Aggressive – cannot tolerate ideas different from

own. Views a discussion as a contest of wills or a measure of power. Refuses to compromise.

• Defensive – does not readily share opinions and ideas. Becomes upset and angry when someone disagrees with him or her. Tends to dislike and sometimes insults those who disagree.


Creating Winning Teams

Practice

ProvideConstructive

Feedback

Organizefor Task

Build Trust

Agree onTeam Process

Agree on Rules of Behavior Practice

Dialog Skills

Correct

Measure

Reflect


•Building good teams is so important because it means building a successful business

•Best teams reach the best result •Teams are preferable when the combined expertise and skill is much greater than that of an individual

•Along with immense advantages, teams have few disadvantages too


Final Thoughts


Thank You


Teamwork•Team - A group of employees who are committed to a common purpose, approach, and set of performance goals

•Teamwork - cooperative effort by a group of workers acting together for a common cause.

•Work team - relatively permanent group of employees with complementary skills who perform the day-to-day work of organizations.

•Problem Solving Teams - temporary combination of workers who gather to solve a specific problem and then disband.