Team building ppt @ mba 2009

1. Teams- WORKE

2. Why Teams?
 Completing an AiS Challenge project is
time consuming and intellectually
challenging. When several people use their
skills and knowledge together, the result
should be a better project.
 People working together can sustain the
enthusiasm and lend support needed to
complete the project.

3. 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.

4. Stages in Team Building
Forming
Storming
Norming
Performing

5. Stage 1: FORMING
 Team Building  Task
 Define team  Define problem
 Determine and strategy
individual roles  Identify
 Develop trust and information
communication needed
 Develop norms

6. Team Roles - Leader
Encourage and maintain open
communication.
Help the team develop and follow team
norms.
Help the team focus on the task.
• Deal constructively with conflict.

7. Team Roles - Recorder
Keep a record of team meetings.
Maintain a record of team assignments
Maintain a record of the team's work.

8. Team Roles – PR Person
Contact resource people outside of the
team.
Correspond with the team's mentor.
Work to maintain good communication
among team members.

9. Team Norms
How do we support each other?
What do we do when we have problems?
What are my responsibilities to the team?

10. From Individuals A Group
 Help members understand each other:
 Myers-Briggs Type Indicator (MBTI)
 Extraverts ------------------ Introverts
 Sensors --------------------- iNtuitive
 Thinker --------------------- Feelers
 Judger ---------------------- Perceiver
By selecting one from each category, we define our
personality type, ESTJ, ENTJ…INFP

11. Relevance to Teams (E/I)
 Extraverts  Introverts
 Need to think  Need time to
aloud process
 Great explainers  Great
 May overwhelm concentration
others  May not be heard

12. Relevance to Teams (N/S)
 iNtuitive  Sensor
 Great at big  Great executors
picture
 May miss big
 See connections
picture, relative
 May make importance
mistakes in
carrying out
plans

13. Relevance to Teams (T/F)
 Thinker  Feeler
 Skillful at  Knows why
understanding something
how anything matters
works

14. Relevance to Teams (J/P)
 Judger  Perceiver
 Good at  Always curious,
schedules, plans, wants more
completion knowledge
 Makes decisions
 May not get
easily (quickly)
around to acting
 May overlook
vital issues

15. What Type are You?
Online Personality Tests
 Jung types
http://www.allhealth.com/onlinepsych/person
ality/olpgen/0,6103,7119_127651,00.html
 Keirsey types
http://www.keirsey.com/cgi-
bin/keirsey/newkts.cgi

16. Stage 2: STORMING
During the Storming stage team members:
 realize that the task is more difficult than
they imagined;
 have fluctuations in attitude about chances
of success;
 may be resistant to the task; and,
 have poor collaboration.

17. Storming Diagnosis
 Do we have common goals and objectives?
 Do we agree on roles and responsibilities?
 Do our task, communication, and decision
systems work?
 Do we have adequate interpersonal skills?

18. Negotiating Conflict
 Separate problem issues from people issues.
 Be soft on people, hard on problem.
 Look for underlying needs, goals of each
party rather than specific solutions.

19. Addressing the Problem
 State your views in clear non-judgmental
language.
 Clarify the core issues.
 Listen carefully to each person’s point of
view.
 Check understanding by restating the core
issues.

20. Stage 3: Norming
 During this stage members accept:
 their team;
 team rules and procedures;
 their roles in the team; and,
 the individuality of fellow members.
 Team members realize that they are not going
to crash-and-burn and start helping each
other.

21. Behaviors
 Competitive relationships become more
cooperative.
 There is a willingness to confront issues
and solve problems.
 Teams develop the ability to express criticism
constructively.
 There is a sense of team spirit.

22. Giving Constructive Feedback
 Be descriptive.
 Don't use labels.
 Don’t exaggerate.
 Don’t be judgmental.
 Speak for yourself.

23. Giving Constructive Feedback
 Use “I” messages.
 Restrict your feedback to things you know for
certain.
 Help people hear and accept your
compliments when giving positive feedback.

24. Receiving Feedback
 Listen carefully.
 Ask questions for clarity.
 Acknowledge the feedback.
 Acknowledge the valid points.
 Take time to sort out what you heard.

25. Stage 4: PERFORMING
Team members have:
 gained insight into personal and team
processes;
 a better understanding of each other’s
strengths and weaknesses;
 gained the ability to prevent or work
through group conflict and resolve
differences; and,
 developed a close attachment to the team.

26. Recipe for Successful Team
 Commitment to shared goals and
objectives
 Clearly define roles and responsibilities
 Use best skills of each
 Allows each to develop in all areas

27. Recipe for Successful Team
 Effective systems and processes
 Clear communication
 Beneficial team behaviors; well-defined
decision procedures and ground rules
 Balanced participation
 Awareness of the group process
 Good personal relationships

28. Project Process – Important Dates
There are several milestones throughout the year
designed to help you organize and evaluate
your project development process.