2. What is a Team?
Group of interdependent people having complementary
skills
Committed to a shared, meaningful and specific goal
Common work approach, clear roles & responsibilities
Mutually accountable for team’s performance!
3. What is a Team (continued …..)
In short:
“Pool of people who have to work together to achieve some
special common goal”
4. Difference Between
a GROUP & a TEAM
Group is a collection of people who interacts to share
information & to make decisions to help others to
perform within their areas of responsibility.
Group performance is a summation of individual
contributions
5. Why Teams have become Important?
Tasks have become complicated
Expertise have become more specified
Increasing demand of work
Getting commitment of people
Lateral thinking thru interaction
Increasing efficiency of people thru interaction
Access to greater amount of knowledge and
experience.
6. Tuckman’s Team Development Model
Stage I - Forming Stage
Team Members are;
Cautious & Guarded
First impressions are formed
Look for norms and roles
Polite and noncommittal behaviour
Confusion and anxiety
Heavy reliance on formal leadership
Team productivity – LOW!
7. Stage II - Storming Stage
Competition and strained relationships
Team conflicts
Issues of power, leadership & decision making
Challenge differences to regain individuality
Non-supportive behavior
Psychological notion of ‘fight’ or ‘flight’
Team productivity – still LOW!
8. Stage III - Norming Stage
Cohesiveness among team members
Discover common interests & learn to appreciate
Attempt at renegotiation and accomplishing tasks
Functional relationships develop on trust
Leadership issues are resolved
Team productivity - on the increase!
9. Stage IV - Performing Stage
Most harmonious of all stages
Team makes decisions, diagnoses & solves problems
Open and supportive communication
Participative and shared leadership
Healthy conflict – recognized as a ‘catalyst’
Team productivity – HIGH!
10. Six SINS of Team Building
1) Lack of Objective/Goal :
Translate common purpose into specific, measurable and
realistic performance goal.
2) Lack of Commitment :
Provides direction, momentum and drive to success.
3) Lack of Leadership :
Destroys team unity, common approach, focussed
direction and resource utilization.
11. 4) Individualism :
Forcing opinion, not listening, personal
5) Lack of Evaluation/Stewardship/Appraisal :
Redirecting, fault-finding, re-emphasis of commitment,
appraisal, rewards & recognition.
6) Lack of Trust :
Generates disintegration, utilization of abilities and
confidence.
.
12. Keys to Building Great Work Teams!
Commitment; to the purpose & values of the organization
Team members to understand how their work fits into
corporate objectives
To put aside personal needs for the benefit of the
company
Team ground rules are set with consideration for both
company & individual values
Value statements should be visible and ‘walked’
everyday
13. Contribution; Power of an effective team is directly
proportional to the members’ skills
Team needs technical & interpersonal skills, self-leaders
and the willingness to learn
Leaders to consider: Inclusion, confidence &
empowerment
Communication; to be friendly, open and positive
Members must be able to say what they think, ask for
help, share new ideas & risk making mistakes
Leaders to provide skill training in listening, responding
and the correct use of language for feedback and
consensus building
14. Cooperation; F.A.C.T.S. model
Follow-through; team members to be aware that
everything that they do – or don’t do – impacts
someone else
Accuracy; do it right the first time!
Creativity; forgive mistakes, respect individual
differences & support innovation
Timeliness; respect time of others and turn team
priorities into personal priorities
Spirit; to add value - develop a generous spirit
15. Conflict Management;
To maintain trust and tap the collective power of the team
Techniques to shifting obstructing paradigms;
Reframing – shifting shoes – affirmations!
Change Management;
Teams must not only respond to change, but initiate it!
Leaders to acknowledge danger and help teams see
inherent opportunities
Provide security necessary to take risks and tools to
innovate
16. Connections;
To the larger work organization – discuss team
performance in relationship to corporate priorities,
customer feedback and quality measures
To team members – volunteering help without asking
and to other work teams – considering them as
“internal customers”
To engage in win/win solutions!
17. Measures of GREAT TEAMS!
All teams have to be customer obsessed !
Transparency junkies! Spending a lot of time on
mutual support, responsibilities and ownership of
objectives.
Incubators of leaders! By polishing each other’s rough
edges
Value-adders! Eliminating waste.