Earthsoft brief-team building-v1-0

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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
Functional
Team

Cross-Functional
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

Self-Directed
Team
•Autonomous,
defines own
boundaries
•Member-centered
•Self-managed
team

Need for traditional leadership Need for team leadership

Types of Teams
Problem-Solving

Self-managed

• Discuss
ways
of • Solve problems but
improving
quality, could also implement
efficiency
&
work solutions and take full
environment
responsibility
for
outcomes

Types of Teams
Cross-functional

Virtual

• Made-up of employees • Use
computer
from about the same technology to tie up
hierarchical level but together
physically
from different work dispersed members in
areas
who
come order to achieve a
together to accomplish common goal
a task.

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

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


Work group & work team

Work groups

Work Teams

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


Purpose of team
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


•The

power of team is greater
than the individual
•Good team work will produce
synergy


Success & failure
Success
• 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
Work Design
Process
• Autonomy
• Common Purpose
• Skill variety
Team
• Specific goals
Effectiveness • Team Efficacy
• Task identity
• Task significance
• Conflict
• Social Loafing
Composition
• Ability - Personality
• Roles and diversity
• Size
• Flexibility
• Preference for Teamwork

Context
• Adequate Resources
• Leadership
• Performance Evaluation
& rewards

Team Effectiveness
Setting
Team Goals and
Priorities
Team
Training

Selecting
Team Members
Team
Compensation


• 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
• 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

Elements of Teamwork
Collaboration :
• 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 teamwork
Leadership
•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

IndividualismIndividualismCollectivism
Collectivism

Team
Team
Level
Level
Team
Team
Diversity
Diversity


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 teamwork
Group 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


Team Building & Team work


Team composition
Team 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

Team
Team
Norms
Norms
Team
Team
Size
Size

Team
Team
Cohesiveness
Cohesiveness

Team
Team
Conflict
Conflict

Team
Team
Development
Development


• 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.


Performance

Team Size

Size


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
performance
• A-type Conflict
• affective conflict
• emotional, personal disagreements
• associated
with
decreases
in
performance
• Both types often occur simultaneously

team

team


A 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


• 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

• 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

• 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.


• 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

• 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

• 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.


• 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 Teamwork
Diversity:
•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 Team
Customer Satisfaction
Customer Satisfaction
Product and Service Quality
Product and Service Quality
Speed and Efficiency in Product Development
Speed and Efficiency in Product Development
Employee Job Satisfaction
Employee Job Satisfaction
Decision Making
Decision Making
Multiple perspectives
Multiple perspectives

More alternate solutions
More alternate solutions

Commitment to decisions
Commitment to decisions

Advantages of Team
• 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

Disadvantages of Teams
Initially High Employee Turnover
Initially High Employee Turnover
Social Loafing
Social Loafing
Disadvantages of
Disadvantages of
Group Decision Making
Group Decision Making
Groupthink
Groupthink

Minority domination
Minority domination

Inefficient meetings
Inefficient meetings

Lack of accountability
Lack of accountability

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


• 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


• 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!


Self managing teams
Percentage of Companies saying their Self
Managing teams perform
Schedule work assignments
Work with outside customers
Conduct training
Set production goals/quotas
Work with suppliers/vendors
Purchase equipment/services
Develop budgets
Do performance appraisals
Hire co-workers
Fire co-workers

67%
67
59
56
44
43
39
36
33
14

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 decisionmaking 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 Building
Team 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

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


Team Performance


Performing
Norming

De-Norming
De-Storming

Storming

De-Forming

Forming

Time

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


• 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.

• 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


Forming
Team 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

Tuckman Model - Forming
Team gets acquainted
•Introductions
•Shared experiences
•Personal Interests
•Personal histories

Team defines the goal
•Outcomes
•Explanation of goals
•Tasks to be done
•Resources
and
support
•Times lines
•Frequency of meetings
Members are flexible, agreeable,
but untrusting and careful about
what they say. No procedures for
working together.

Storming
• All the elements present for “The Perfect Storm”
Team members will experience:
• frustration
• resistance
• Conflict
The 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 manager
Members 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 - Storming
Team experiences
conflict
• Team purpose
• Team leadership
• Task assignments
• Team operations

Storming characteristics
• 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.


Storming
•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
• 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


Norming
•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
• 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
others’
strengths
•acknowledges
weaknesses
•accepts necessary change
•works through problems
The team lead MUST motivate the team by
•managing change
•marketing the team and its product
•monitoring work progress
•celebrating achievements

and


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


Performing
•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
• 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 performance
Strategy:
• 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


Problems
1. Confusion about new roles
1. Confusion about new roles
2. Feeling they’ve lost control
2. Feeling they’ve lost control
3. Not knowing what it means to coach or empower
3. Not knowing what it means to coach or empower
4. Having doubts about whether team concept will work
4. Having doubts about whether team concept will work
5. Uncertainty about dealing with employees’ doubts
5. Uncertainty about dealing with employees’ doubts

6. Confusion about when team is ready for more responsibility
6. Confusion about when team is ready for more responsibility

. Confusion about how to share responsibility & accountability
7. Confusion about how to share responsibility & accountability
8. Concern about promotional opportunities
8. Concern about promotional opportunities
9. Uncertainty about the strategic aspects of leader’s role
9. Uncertainty about the strategic aspects of leader’s role
10. Not knowing where to turn for help with team problems
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 Leadership
Leaders 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.

Leadership for team success
• 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

BUILDING by INFLUENCING


Building by Influencing
Personal Power (Influence) is more
effective than Positional Power


BUILDING by CREATING INTERDEPENDENCY


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 beginning
Keeping 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

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?


Dysfunctional Teams
• 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


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

Don’t use teams
when…
•There is no clear
purpose

•The job can be done
•Team-based rewards
independently
are possible
Only individual-based
•Ample resources exist rewards exist
•Resources are scarce
•Teams have authority
•Management controls

Autonomy, Key Dimension
SelfSelfdesigning
designing
SelfTeams
SelfTeams
Semi- managing
Semi- managing
autonomous Teams
autonomous Teams
Work
Work
Employee
Employee Groups
Involvement Groups
Involvement
Traditional Teams
Traditional Teams
Work
Work
Groups
Groups
Autonomy


Special Kinds of Teams

Cross
Cross
Functional
Functional
Teams
Teams

Virtual
Virtual
Teams
Teams

Project
Project
Teams
Teams


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


Virtual Teams
Tips for Managing
Successful 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
Interpersonal Skills
Interpersonal Skills
Decision Making
Decision Making
and Problem Solving
and Problem Solving
Conflict
Conflict
Technical Training
Technical Training
Training for
Training for
Team Leaders
Team Leaders

Compensation & Recognition
• The level of reward must match the level of
performance
• Three methods of compensating team
participants:
• skill-based pay
• gainsharing
• nonfinancial rewards


Compensation & Recognition


Assess Your Team-sense
• Which word/phrase defines a team
appropriately?
• A group of people - Synergy
• Sharing one aim
• Co-operation
• Flexibility
• Working together, Reporting to one boss
• Serving one customer

most


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 Management
Reframe
• Think through the problem and develop a
win/win solution
• Consider how it can be productive
• Commit to behaving responsibly
Recognize
• Core issues (contextual, relationship, person)
• Your emotional response


R’s of Conflict Management
Respond
• Be proactive
• Anticipate and prepare
• Be sincere
• Set the tone
• Seek to understand first
• Accept responsibility for your behavior and
emotions
Reflect
• 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
Organize
for Task
Measure
Provide
Constructive
Feedback Practice
Agree on
Team
Process

Correct

Reflect
Practice
Dialog Skills

Build
Trust

Agree on
Rules of
Behavior

• 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.

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