what makes teamwork work

the University of choice

What Makes Teamwork Work

David StonehouseSenior LecturerTel: 01695 657003E-mail: [email protected]


In Small Groups

• Build a tower with whatever you have with you.

• You can not use furniture or anything already in the room

• The tower must be free standing.• The tallest tower wins and must remain

upright for longer than 60 secs.


What Teams and Groups are you in?

Within Work?Outside of work?


My Groups• Family, small.• Family, large• Friends• Work.• Within work sub

groups X7+

• Running Club • Residents Association• Children’s Nurse• Union


Playwork Principles (Skills Active, 2004)

3. The prime focus and essence of playwork is to support and facilitate the play process and this should inform the development of play

policy, strategy, training and education. Team work is about delivering outcomes and

bringing about successful change Through all our team working activities we need to

keep at the forefront what the prime focus and essence of playwork is and the important role we play within it.



4. For playworkers, the play process takes precedence and playworkers act as advocates

for play when engaging with adult led agendas.

As advocates for children and young people we need to make sure that our teams are focussed and working effectively for our children and families



6. The playworker's response to children and young people playing is based on a sound up to date knowledge of the play process, and

reflective practice.

We need to reflect upon the teams we are in and whether or not they are successful in achieving the Playwork principles and children’s right to play within our organisations.


TeamsThe word team conjures up ideas and feelings

around sports and games.

“Each player in a team game has a position and a specific responsibility. The skills of the

players are important but the strength of the team depends more specifically on how well

the players combine.” (Belbin, 2010a:97)


A Definition of a Team

“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.” (Herriot & Pemberton, 1999:191)


Groups & Teams A group can be any number of people who

1. Interact with one another2. Are psychologically aware of one another3. Perceive themselves to be a group

(Schein, 1988)

“It is usually the case that whereas teams need leaders, groups need managers.”

(Williams, 1996:15)


Small vs Large Groups

Small Groups,- little structure / organisation required &

leadership can be fluid.

As they get bigger,- structure & differentiation of roles begins- face-to-face interaction less frequent.


Larger Groups

Larger Groups,- structure & role differentiation vital- subgroups start to emerge- positive leadership vital for success


Even Larger Groups 25+

• Almost impossible to maintain eye contact• Group interaction more superficial• Increased debate & excitement• More common ground• Loyalty to large group falls• More subgroups form• Less able to use participatory methods


Factors Affecting Participation• Content / task

- relevant; interesting; important• Environment

- physical e.g. comfort- social e.g. accepting- psychological e.g. non-threatening

• Individual’s pre-occupation e.g. distraction• Level of interaction & discussion – does everyone

understand• Familiarity – does everyone know each other


The life of a team goes through various stages

1. Forming – the getting together2. Storming – arguing over who does what, who is the

leader3. Norming – establish rules for working together,

both explicit and implicit 4. Performing – actually working well together to

complete the task5. Mourning – when the team breaks up

(Furnham, 1999:180)


Teams Are A Question of Balance

Not well-balanced individuals but individuals who balance well

with one another. (Belbin,

2010b)


Belbin’s (2010a) Teams – Nine Roles for a fully effective group

1. The Chairman/ Co-ordinator –

Strong sense of objectives

2. The Shaper – Drive, challenges

3. The Plant – Genius, imagination, intellect

4. The Monitor/ Evaluator – Judgement, discretion

5. The Resource Investigator – explore anything new


Belbin’s (2010a) Teams – Nine Roles for a fully effective group

6. The company worker/Implementer – practical common sense, hard working.

7. The Team Worker – promotes team spirit, responds to people, diplomate.

8. The Completer/Finisher – capacity for follow through, perfection.

9. Specialist – professional expertise on the subject matter.


Belbin’s Teams Continued

Too many people doing the same role will lead to imbalance

Too few roles and some tasks will not get done

In a small team individuals may have to perform more than one role

(Belbin,2010b)


Problems In Teams & How To Overcome Them.

The Monopoliser

- Ask for a contribution from each person in turn.

- “That’s one suggestion; what suggestions do other people have?”


Problems in Teams

The Silent Member- Draw them into the discussion- Challenging the person by asking them

what the problem is.


Problems in Teams

The Saboteur- Challenging them sooner than later- Find out what is making the person

want to undermine the group


Problems in Teams

The Habitual Joker/Clown- Point out what happens to the group’s

work or discussion when the person makes light of it

- Saying how you and the group feel about such behaviour


Problems in Teams

The know-it-all- Show to the member how the group

feels its work is being affected by this behaviour


Eight Critical Success Factors for Teams

• A Clear Elevating Goal

• A results-driven structure

• Competent team members

• Unified commitment

• A collaborative climate• Standards of excellence• External support &

recognition• Principled leadership


Choosing a Leader

• Expertise• Style of leadership.• Initiation of work• Workload expectancy• Functional responsibility• Hierarchical status

ORShared Leadership


Helping Teams to be EffectiveWell managed meetings

- Have a designated Chair Person or facilitator

- have an agenda including the purpose, topics, lead person for each topic, and time estimates

- Start on time and keep to time- Keep minutes- Action Points with individual responsibilities

assigned. (Davy & Gallagher, 2006)


Building Rapport!!!& Team Building

• Warm ups• Team member introductions• Games• Team building exercises - outward bound

courses


National Occupational Standards – Level 4 (Skills Active, 2010)

• PW20: Work with other organisations, agencies and professional. Joint working

• A319: Recruit, select and keep colleagues. Talks about skill of team building.

• A320: Allocate and monitor the progress and quality of work in your area of responsibility. Team working.

• PW17: Develop, manage and review operational plans for play provision. Teams within change.


Any Questions or Debate?


BibliographyBelbin, R. M. (2010a) Team Roles at Work. Second Edition, Oxford, Butterworth – Heinemann.

Belbin, R. M. (2010b) Management Teams: Why They Succeed or Fail. Third Edition, Oxford, Butterworth – Heinemann.

Davy, A. & Gallagher, J. (2006) New Playwork: Play and Care for Children 4 – 16. Fourth Edition. London: Thomson Learning.

Furnham, A. (1999) ‘Reaping the Benefits of Teamwork’ In: Billsberry, J. (ed) The Effective manager: Perspectives and Illustrations. Milton Keynes. The Open University.Herriot, P. & Pemberton, C. (1999) ‘Teams: Old Myths and a New Model’ In: Billsberry, J. (ed) The Effective manager: Perspectives and Illustrations. Milton Keynes. The Open University.Schein, E.H. (1988) Organizational Psychology. Third Edition, London, Prentice Hall.

Skills Active (2004) Playwork Principles. http://www.skillsactive.com/playwork/principles (accessed 8 February 2011)Skills Active (2010) National Occupational Standards- Level 4. http://www.skillsactive.com/training/standards/level_4/playwork (accessed 9 February 2011)

Williams, H. (1996) The Essence of Managing Groups and Teams. Essex, Pearson Education.

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