• A team is composed of a highly

communicative group of people. Poor

communication means no team.

• A team must have members with different

backgrounds, skills and abilities, so that the

team can pool these things to be effective.

In other words a team with no diversity in it

will be unlikely to work in an innovative

fashion.

• A team must have a shared sense of

mission. Whether we are talking about a

temporary work improvement team, or a

branch, all members must share the sense

of mission.

How Does A Team Differ From A Work Group? Which are you?

Group within a workforce who normally work together,

Collection of individuals working together on a task,

…workers engaged in a series of collaborative tasks who usually work together

How Does A Team Differ From A Work Group? Which are you?

On Competition:

• Work groups tend to compete inwardly, with members competing against each other for favour, recognition, etc. High performing teams compete, but with those outside the organization.

On Focus:

• Work groups tend to be task-oriented and characterized by members who follow their own personal agendas. High-performing teams are goal-oriented. Members work towards the achievement of the team goals and agenda, rather than pulling in different directions.

Without co-ordination ?• He Did not work in

group !!!!!!!!!!!!!!!!

On Style:

• Work groups tend to be autocratic and hierarchical in nature. Teams, on the other hand, tend to be participative and self-steering within the goals of the team.

On Tolerance:

• Work groups tend to tolerate each other, while teams tend to enjoy each other. Differences in teams are welcome and encouraged, while in work groups, differences and disagreements are suppressed.

On Risk:

• Work groups tend to avoid risk and maintain the status quo. High performing teams tend to accept risk.

Mutual understanding & co-operation-to

accomplish a task

Differences Between Teams and Groups• Have collective responsibility for

performance.• Determine individual success through

collective performance and behaviours.

• Recognise and understand each others’ roles and responsibilities.

• Have higher levels of trust and members openly express ideas, opinions, feelings and conflicts.

• Plan and share training and development.

• Deal with conflict openly and constructively and build on the trust the team experience.

• Use participative decision making – often based on win-win situations.

• Exercise leadership from any part of the team as appropriate. The designated leader sets agreed standards of performance.

• Responsible only for individual performance.

• Depend only on individual performance and behaviour for status and reward.

• Consider they are grouped together for administrative purposes.

• Tend to have lower levels of trust mainly because roles of other group members are not clear and motives can be suspect.

• Undertake training and development that is individually focussed, isolated, not shared.

• Find it difficult to manage conflict.• Either leave decision-making to the

leader or it is very process oriented. Win-lose situations are more common.

• Leadership tends to come only from the designated leader.

leadership factors that team building processes

• Highly developed inter-personal skills and understanding of some basic psychology regarding what makes people commit to, and perform.

• Must recognize the importance of balancing between tasks (getting the job done) and people (ensuring that team members are satisfied with the process of getting the work done).

• Willingness to listen and ability to communicate. Leaders must have a preference to listening and understanding rather than controlling and talking.

• Show Constancy of Purpose. Leaders must commit themselves to the team, and not give up when the going gets rough, or success is slow to come.

• Show Consistency In Behaviour. Leaders must behave in a consistent manner regarding team work. Leaders who sometimes encourage team process and sometimes bypass the team confuse the hell out of everyone. When this happens, nobody takes teams seriously.

• Model Desireable Team Behaviour. The team will take its cues from its leader, or the manager. You cannot break inter-personal rules, not listen, and use autocratic prerogatives, and expect members of your team to believe that you REALLY value working together.

• Be Able To Deal With Problem Team Members. Sometimes a team does not have the internal resources to deal with a member that is uncooperative or so unskilled in group behaviour that he or she becomes a barrier. A manager must be able to coach when necessary, problem-solve, establish consensus and mediate.

• Name your chosen gadget/item • offer (no more than three) points as to their

(the gadget's/item's) main purpose, strengths, characteristics, etc.,

• Should be a representation of him/herself (at work or home or in life generally,).

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STORM

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ADJOURN

Team Development

Team Development

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Team Work