1.
EMI
Welcome!
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2.
Good Morning
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3.
EMI
Training on Attitudinal Change
and Team Building
for Employees of
Secretariat of the House of
Federation
April 20 & 21/2019
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4.
EMI
Introduction
1. Name
2. Educational background
3. Work experience
4. What you like most
5. What you hate most
6. Future plan
7. What you would like to see in this training
8. Your experience in soft skills
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5.
EMI
Facilitator:
Temesgen Dagne (Ph.D., MBA, Mcom, PGDHRM, PGDIM,
PGDIBO, DIM, BSc, AFP, CPMS, CLM)
Lecturer, Researcher and Consultant
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6.
Training Ground rules
 This is a training and is designed to be informal,
however:
1. Respect others and their opinions; give them the
space to successfully learn and grow.
2. Turn those phones off and put your beepers on
vibrate – PLEASE?
3. Resist those that are trying to summon you until
the break.
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Training Rules
4. Ask questions anytime!
5. Bring good mood!
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 Day 2: xxxx
Reporter
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1. Xxx
Energy Team
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Responsibilities
 Coordinator and Time Manager: xxx
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EMI
Objectives of the Training
Upon completion of this training, the trainees are able to:
 Understand the concepts of ethics and work ethics,
 Understand emotional intelligence,
 Describe the concept behind professionalism,
 Explain critical thinking,
 Explain employee commitment,
 Explain employee attitude,
 Appreciate teamwork and team building.
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12.
EMI
Contents
 Introduction to Soft Skills
 Work Ethics
 Emotional intelligence
 Attitude
 Critical Thinking
 Commitment
 Team building
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1. Presentation of concepts
2. Questions, Exercises and Reflections
3. Brainstorming
4. Group discussions
5. Group presentations
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1. Introduction to Soft Skills
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18th Century 19th Century 20th Century 21st Century
Agricultural Age
(farmers)
Industrial Age
(factory workers)
Information Age
(knowledge workers)
Conceptual Age
(creators and empathizers)
Affluence
Technology
Globalization
High
Low
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Soft Skills: Defined
 Soft skills refer to a cluster of personal qualities,
habits, attitudes and social graces that make someone
a good employee and compatible to work with.
 Skills, abilities and traits that pertain to personality,
attitude and behavior
 Unlike hard skills, which tend to be specific to a
certain type of task, soft skills are broadly applicable.
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Soft Skills: Examples of
Interpersonal Attributes
 Interpersonal abilities
 Empathy
 Leadership
 Communication
 Teamwork
 Good manners
 Ability to teach
 Works well with
diversity
 Self-confidence
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Soft Skills: Examples of
Personal Attributes
 Personal Attributes:
 Optimism
 Responsibility
 Sense of humor
 Integrity
 Time management
 Motivation
 Common Sense
It’s often said that hard skills will get you an interview
but you need soft skills to get (and keep!) the job.
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Soft Skills: What are they?
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20.
Hard Skills
Skills that are learned to
perform a specific job
function and are more easily
identifiable and quantifiable.
Mostly about “what you
know”
VS
Soft Skills
Skills that are less
tangible, and more
associated with one’s
traits or personality, that
determine how we
interact.
Mostly about “how you
act”.
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2. Ethics
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“ A man without ethics is a wild beast loosed
upon this world.” (Camus)
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 Ethics is the study of standards of behavior which
promote human welfare and the good.
 Ethics is about how we behave, about the standards we
hold ourselves.
 Ethics is about how we treat each other, even those we
do not know.
 Ethics is obedience to the unforeseeable.
 The rules and standards of a culture or group.
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Concept of Ethics

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Ethics can be really thought about at three different
levels:
1. How we act as individual?
2. How we structure our organization and their work?,
and
3. How we structure our society and our law?
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Concept of ethics… cont’d

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 In general, the term ethics refers to two things:
1. Ethics refers to well-founded/well-
substantiated/standards of right and wrong that
prescribe what humans ought to do, usually in
terms of rights, obligations, benefits to society,
fairness, or specific virtues.
2. Ethics refers to the study and development of
one's ethical standards. Meaning, Ethics is the
philosophical study of morality (moral
philosophy).
Concepts of ethics … cont’d
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26.
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Foundation of Ethics
Individual
ethics
Family
Situation
Peer
Experience
Moral &
value

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Why be Ethical?
 It’s just good business.
 It’s the smart thing to do.

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We can always set the ethical bar higher!!
OUR WORKPLACE
SKILLS
CHARACTER
SYSTEM

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The Six Pillars of Character

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Trustworthy
 Integrity
 Honesty
 Promise-keeping
 Loyalty

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Respect
 It is our duty to treat everyone with respect
 Courtesy
 Politeness
 Dignity
 Value the differences they bring into our
workplace
 Tolerance

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Responsibility
 Don’t make excuses
 Accept responsibility for decisions
 Fulfill all obligations
 Do not over-promise
“Life is full of choices—what you do and don’t do
matters”
“Choosing not to choose is a choice.”

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Fairness
 Listen
 Make decisions based on careful and
appropriate consideration

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Caring
 Compassion and concern for others
 Kindness and consideration
 Mercy and forgiveness
 Empathy
 Gratitude and expressed thanks

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Citizenship
 Play by the rules
 Respect authority
 Do your share
 Within the workplace keep proper records
 Follow office procedures
 Be a good office neighbor and pursue the
common good

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Importance of Ethics in an Organization
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Organizational Ethics
• Organizational ethics is the ethics of an organization
and it is how an organization ethically responds to
an internal or external stimuli.
• Organizational behavior is the behavior of humans
who are part of an organization and the meanings
that the people attach to their actions.
• Culture includes the organization values, visions,
norms, working language, systems, symbols, beliefs
and habits.
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Organizational Ethics… cont’d
A healthy organization has the following characteristics:
1.Strong company leaders,
2.Strong communication,
3.Regard for and fair treatment of each employee,
4.Equal opportunity for each employee,
5.Employee pride and enthusiasm,
6.Acceptance and appreciation for diversity,
7.Investment in learning, training, and employee
knowledge,
8.Lower than average turnover rates.
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The Need for Ethics in an Organization
Applying workplace ethics has the following
significances:
1.Asset protection
2.Productivity and teamwork
3.Public image
4.Decision making
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The Impact of Ethics and its Contribution
 Employee commitment;
 Customer loyalty and confidence;
 Avoid legal problems and penalties;
 Customer satisfaction;
 The ability to build relationships with stakeholders;
 Cost control; and
 Performance, revenue, and profits.
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Professional Ethics/Work Ethics
 Professional ethics is the principle and standard that
guide members of the profession in their interaction
with internal and external stakeholders.
 It is also a set of standard adopted by a professional
community regulated by standards, which are often
referred to as codes of ethics.
 Work ethics is a sort of guideline which enables
workers to differentiate the right way of conduct
from the wrong way of conduct.
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Elements of Work Ethics
1. Punctuality in regular work time
2. Avoiding absenteeism
3. Work discipline
4. Proper utilization of instruments of labor
5. Cooperation with fellow mates/teamwork
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Concept of Professionalism
‘Profession’
 is often used synonymously with ‘occupation’ to refer
to the job someone does, or
 a recognized type of work.
 the term has additional connotations, relating to
»high level of social status,
»education,
»expertise,
»identity as occupational group and
»a certain type of self-consciousness about
ethics.
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Professional defined…
A professional is a person who is
 educated and trained,
 competent,
 motivated,
 impartial, and
 working in a system dedicated to serving the
public interest.
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Professional defined…
 Professionalization is connected with the progress
of knowledge – the process is accelerated by
scientific, technological and industrial evolution.
 Reinforced by and reinforces social mobility for
individuals, occupations, and individuals through
their occupations.
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Professionalism defined
It is meticulous/careful adherence to undeviating/lasting/
• courtesy,
• honesty, and
• responsibility in one's dealings with citizens
• a level of excellence that goes over and above the
commercial considerations and legal requirements.
 It means behaving in an ethical manner while assuming and
fulfilling your rightful responsibilities in every situation every
time, without fail.
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Characteristics of a Professional
1. Loyalty,
2. Neutrality,
3. Transparency,
4. Diligence,
5. Punctuality,
6. Effectiveness,
7. Possess intellectual capacity,
8. Impartiality etc.
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Ethics issues at the workplace are:
1. conflicts of interest;
2. discrimination;
3. misuse of propriety;
4. fiddling of expense accounts;
5. misuse of organization’s assets;
6. misuse of information;
7. inaccuracies in documents and records;
8. receiving excess gifts and entertainment;
9. bribery;
10. fraud; and
11. embezzlement
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3. Emotional Intelligence
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Emotions
 Emotion refers to state of feeling that conveys
information about relationships.
 Emotions of wanting: greed, hope, envy, desire, love.
 Emotions of not wanting: fear, shame, repulsion,
contentment.
 Emotions of having: happiness, pride, jealousy.
 Emotions of not having: anger, sadness, distress.
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Emotions
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Emotional intelligence (EI)
 The awareness of our own moods and attitudes and
those of others.
 Helps for managing ourselves well in our
relationships with others.
 It is the foundation for leadership and a corner stone
of team building.
 Intelligence stands for the capacity to reason about
information.
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The five dimensions of EI
1. Self Awareness
2. Self management
3. Self motivation
4. Social awareness
5. Social management
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1. Self-awareness
• Deep understanding of one’s emotions, strengths
and weaknesses.
• Self awareness can be developed:
• Listen to your listening.
• Notice the origin of your story.
• Observe your automatic ways of being.
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57.
EMI
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Self Awareness –
Maturity Continuum
Put First Things
First
Begin with the End in Mind
Be Proactive
Sharpen the Saw
Synergiz
e
Seek First to Understand,
Then to be Understood
Think Win-Win
Private Victory
Habit #3
Habit #2
Habit #1
Public Victory
Habit #6
Habit #5
Habit #4
Renewal
Habit #7
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Johari window
Known to self Not known to self
Known to
others
Not known
to others
Open
Unknown
Hidden
Blind
Open
area/self,
free
area/self
Hidden
area/self,
Avoided
area/self
Unknown
area/self
Blind
area/self/
spot
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2. Self-management
 Self control
 Trustworthiness
 Conscientiousness
 Adaptability
 Innovativeness
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61.
2. Self-management…
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3. Self-motivation
 Channeling emotions in the service of a goal.
 Delaying gratification and stifling impulses.
 Drive to achievement and success.
 More productive.
 Show dedication.
 Outstanding performance.
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4. Social Awareness
 Empathy-ability to recognize emotions in others.
 Do more than sense others’ emotions-care.
 Reading the currents of office politics.
 Sensitive to change them when the impact is
negative.
 Appreciating and accepting differences between
people.
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5. Social management
• The ability to induce desirable responses in others.
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4. Attitude
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 a hypothetical construct that represents an individual's
degree of like or dislike for an item.
 “learned predisposition to respond in a consistently
favorable or unfavorable manner with respect to a
given object.”
 “state of mind or feeling with regard to some
matter”
Concept of Attitude
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Components of Attitude
Cognitive
Affective
Behavioral
Attitude
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Attitude…
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የጥናት ግኝቶች
1) በሕይወታችን 10% የሚይዘው በእኛ ላይ የሚደረግብን
ድርጊት ሲሆን 90% የሚያዘው ደግሞ እንዴት እኛ ምላሽ
እንደምንሰጥ ነው፡፡ ይኸ የሚያሳየው ሁሉ ነገር በእጃችን
መሆኑን ነው፡፡
2) ሰዎች ሥራና እድገት የሚያገኙት 85% በቀና አመለካከት
ሲሆን 15% በእውቀት መሆኑን ያሳያል፡፡
3) በ500 ኩባንያዎች ኃላፊዎች ላይ በተደረገ ጥናት 94%
ኃላፊዎች ስኬታቸው የተመሰረተው በአመለካከታቸው
መሆኑን ያመላክታል፡፡
4) ሠራተኞች ከሥራ የሚባሩት 30% በብቃት ማነስ ሲሆን 70%
ደግም በአመለካከታቸው ነው፡፡
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It is all about attitude
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Attitude is Everything.
IT IMPACTS
EVERYTHING
YOU DO.

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Impacts of Attitude:
Do Attitude cause Behavior?
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Life is 10% what happens to YOU and 90% how
YOU respond to it.

75.
THE
ICEBERG
IN
OTHER WORDS

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SEA LEVEL
BEHAVIOR
VALUES – STANDARDS – JUDGMENTS
ATTITUDE
MOTIVES – ETHICS - BELIEFS
KNOWN
TO OTHERS
UNKNOWN
TO OTHERS

77.
Attitude & Behavior
SEA
LEVEL
BEHAVIOR
VALUES – STANDARDS –
JUDGMENTS
ATTITUDE
MOTIVES – ETHICS - BELIEFS
KNOWN
TO OTHERS
UNKNOWN
TO OTHERS
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78.
SEA LEVEL
10%
90%
VISIBLE
ABOVE SEA LEVEL
INVISIBLE
BELOW SEA LEVEL
How Much Do You See of an ICEBERG?

79.
 Attitudes Matter at Work; Because attitudes to
work and/or employing organisation might affect:
 whether a person seeks a new job,
 how co-operative they are with others at work,
 whether they present a positive image of the
organisation to clients or customers,
 how they react to change,
 how hard they work (motivation),
 their psychological or physical health.
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80.
1. Positive Attitude
 Positive attitude helps you cope more easily with the
daily affairs of life.
 It brings optimism into your life, and makes it easier to
avoid worry and negative thinking.
 Positive attitude leads to happiness and success and can
change your whole life. It brings constructive changes
in one’s life.
Types of Attitude
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81.
1. Positive thinking,
2. Constructive thinking,
3. Creative thinking,
4. Expectation of success,
5. Optimism,
6. Motivation to accomplish your goals,
7. Being inspired.
Manifestations of Positive Attitude
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82.
 The tendency of a person that result in an undesirable
outcome for individuals and organizations.
 It is characterized by a great disdain for everything.
 Negative attitude is contagious and therefore avoiding
people with one is the best way of prevention.
 Once you have a negative attitude, you will unlikely be
able to recover and self fulfilling prophecy takes a hold.
2. Negative Attitude
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83.
6 - 84
Root Causes of Negative Attitudes
 Low self-esteem
 Unresolved conflict
 Work that is not satisfying
 Fear or uncertainly

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The CHOICE is
YOURS!
With a Bad Attitude YOU can Never have a
Positive Day and with a Positive Attitude
YOU can Never have a Bad Day.

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Attributes of Positive Person
 Confident
 Caring
 Assertive
 Patient
 Humble

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Attributes of Negative Person
 Unhappy
 Pessimistic
 Unpleasant
 Defensive
 Argumentative
 Confrontational
 Disruptive

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Benefits of Positive Mental Attitude
1.The Individual
 Increases Confidence
 Reduces stress
 Career success
 High productivity
 Improves interpersonal relations
 Is energizing

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Benefits of … cont’d
 The Organization
1. Fosters Teamwork
2. Solves Problems
3. Makes For Congenial Atmosphere
4. Increases Productivity
5. Breeds Loyalty
6. Reduces Stress

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Effects of negative attitude on the Individual
 Self doubt
 Poor self esteem
 Increases stress
 Bitterness
 Resentment
 Poor Health

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Effects of negative attitude on the Organization
 Low productivity
 Low morale
 Coworker conflicts
 Scares of customers
 Poor quality work

92.
Strategies to bring Attitude Change
1. Providing information
2. Resolving discrepancies
3. Influence of friends and peers
4. Co-opting/include in your group
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93.
Creating a Positive Attitude in the Workplace
 Lead/teach/support by example-be a new positive
cure,
 Try to find the positive for everyone,
 Associate yourself with happy people,
 Read inspiring stories,
 Read inspiring quotes,
 Learn to master your thoughts,
 Learn concentration and meditation,
 Recognize and support
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94.
Creating a Positive Attitude … cont’d
 Discourage retro-virus submission (live in the now),
 Promote anti-viral acknowledgements (list the 10 best
things about working here),
 Smile and be happy,
 Self image and self reformation,
 Education and hard work,
 Discipline and organization,
 Belief in goodness's and truth.
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95.
Tips for Improving Your Own Attitude
 Don’t associate with people who have hostile
attitudes, you might get infected,
 Practice optimism and positive self-talk (inner voice),
 Dwell on positives,
 Maintain perspectives/choose battles carefully,
 Become a problem-solver,
 Be alert.
Creating a Positive Attitude … cont’d
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96.
Tips for Improving Your Own Attitude
 Utilize self-control,
 Manage stress,
 Stay physically healthy,
 Empathize.
Creating a Positive Attitude … cont’d
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97.
Tips to change attitude of others
1. Educate regarding appropriate attitude
2. Teach by coaching, role play
3. Provide positive reinforcement
4. Help identify triggers to the “attitude” and help with
coping skills to combat the situation.
5. Participatory decision making
6. Better communication
Creating a Positive Attitude … cont’d
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98.
Job Related Tips
 Look for creative ways to make tasks more
interesting,
 Try sharing or trading tasks,
 Ask for more responsibilities,
 Adjust your schedule to best manage boredom,
 Look for alternatives.
Creating a Positive Attitude … cont’d
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99.
THREE TYPES OF JOB RELATED
ATTITUDES
 Job satisfaction - Individual’s pleasurable or positive
emotional state toward his job
 Job Involvement - the degree to which people
immerse themselves in their jobs - It is identifying
with one’s job
 Organizational commitment - it is about employees
loyalty towards their organizations - It is identifying
with one’s organization

100.
101

101.
To change your life-change your attitude.
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102.
Exercise
1. Conduct SWOT analysis (Strengths, Weaknesses,
Opportunities, and Threats) of your organization in
connection with work ethics and professional ethics.
2. How do you evaluate the attitude of:
a) employees towards their (1) work, (2)
managers (3) customers and (4) peers
b) managers towards their (1) employees (2) work
(3) customers and (4) managers
c) The community towards your organization
3. Suggest possible remedial actions to fill the gaps in
connection with bad work ethics and attitudes
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103.
5. Critical Thinking
105
"As a man thinketh in his/her heart so is he/she.”

104.
Introduction
 Sitting on top of your shoulders is one of the finest
computers on the earth.
 But, like any other muscle in your body, it needs to
be exercised to work its best.
 That exercise is critical thinking.
106
I think, therefore I am.
Rene Descartes

105.
What is Critical Thinking?
 Critical: means requiring careful judgment.
 Thinking: means to have an opinion, to reflect on
or ponder, to call to mind or remember to devise
a plan, to form a mental picture of (image), to
reason.
 Thinking is basically any mental activity; can be
aimless and uncontrolled; it may serve a purpose.
 Critical thinking is controlled, purposeful and
more likely to lead to obvious beneficial results.
 Put your thinking cap on: think seriously about
something.
107

106.
What is Critical Thinking? … cont’d
 Commonly called problem solving.
 Not being content with the first solution to a
problem, but thinking more deeply about it.
 Knowing, understanding, analyzing, synthesizing,
applying and evaluating the idea or problem.
 Looking for what is implied in a question rather
than what is stated?
 Applying the rules of logic to problem solving.
 Not letting reason be clouded by emotion.
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107.
Critical Thinking… cont’d
 A self-directed process by which we take deliberate
steps to think at the highest level of quality.
 Making reasoned judgments that are logical and
well-thought out.
 Objective analysis and evaluation of an issue in
order to form a judgment.
 The ability to think clearly and rationally,
understanding the logical connection between ideas.
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108.
Components of Critical Thinking
 Interpretation
 Analysis
 Inference
 Explanation
 Evaluation
 Self-regulation
110

109.
Successful
intelligence
depends on 3
thinking skills:
Practical
Creative
Analytical

110.
Types of Thinking
1. Red thinking
2. Green thinking
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111.
1. Red Thinking
Red Thinking stops and assesses itself before going forward.
Disciplined Seeks the truth Self assessing
Critical Thinking Self correcting Probing
 In red thinking mode, we actively work to
eliminate prejudices, biases, dysfunctional
thinking from our thinking.
 We actively work on our thinking.
 We rigorously apply intellectual standards to our
thinking.
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112.
2. Green Thinking
Unconscious mixture of high quality and low quality
thinking:
Spontaneous Subconscious Uncontrolled
Impulsive Self protecting Unanalyzed
Reflexive Self validating
 Includes ideas that are invalid, as well as nonsense, confusion,
stereotypes, and prejudices.
 The key is that we cannot distinguish the difference between high
and low quality thought in green thinking mode.
 Green thinking goes without assessing itself.
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113.
The Critical Thinking Mind
=
The Educated Mind
115

114.
Importance of Critical Thinking
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115.
Attitude/Skills of Critical Thinkers
 Active thinkers
 Knowledgeable of their biases and limitations
 Fair-minded
 Good communicators
 Emphatic
 Open-minded
 Independent thinkers
 Creative and committed to excellence
117

116.
Attitude/skills of Critical Thinkers … cont’d
 Curious and insightful
 Humble
 Proactive
 Honest with themselves and others, admitting
when their thinking maybe flawed or requires
more thought
 Flexible
 Organized and systematic in their approach
 Cognizant of rules of logic
 Realistic
 Team players.
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117.
Standards for Critical Thinking
1. Universal intellectual standards for Critical
Thinking:
 Clarity
 Accuracy
 Precision
 Depth
 Breadth
 Logic, applied to managerial reasoning
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118.
Standards for Critical Thinking…. Cont’d
Additional intellectual Standards … cont’d
1. Confidence
2. Interdependence
3. Fairness
4. Responsibility
5. Risk taking
6. Discipline
8. Perseverance
9. Creativity
10. Curiosity
11. Integrity
12. Humility
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119.
Standards for Critical Thinking
2. Professional Standards
 Sound ethical standards
o When critically thinking must have a sense of
their own values, beliefs, feelings and their
clients/client’s family's values, beliefs, feelings
 Scientific based practice with standards
developed by experts
o Evidenced based practice
o Standards developed as a result of evidence
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120.
6. Employee Commitment
123

121.
Concepts of Employee Commitment
 Commitment is dedication to a particular organization,
cause, or belief, and a willingness to get involved.
 People who are committed to an organization or effort
truly believe that it is important, and they show up,
follow through, and stick with it.
Some examples of how people show commitment
 Get to the program early
 Make sure people understand what is at stake
 Take a public stance
 Stay late
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122.
Commitment… cont’d
 Commitment is defined as the act of binding
yourself to a course of action.
 Commitment is at root of personal decision,
whether at work or at home.
 It rests on three main ideas: (a) giving the best of
one-self, (b) going the extra mile, and (3) not
abandoning the situation you find yourself in.
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123.
 Commitment means showing up and doing what it
takes for however long it takes to achieve.
 Commitment is one of the bases of integrity.
 A person who is able to make and keep
commitments has learned how to earn trust and
respect from those around them, including
themselves.

124.
 Commitment is doing what you say you are going to
do, and when you say you are going to do it.
 Commitment is the little engine of dependability:
without it nothing happens.

125.
 Commitment is not won or created overnight. It takes time to
nurture it, yet it is very easy to lose.
Why?
 Commitment is based on trust, and trust is like a glass.
Once it is broken, it is very difficult to put it back together
again without the cracks showing.

126.
Importance of Commitment
 Commitment is the most important factor after a person’s culture.
 It builds a person’s motivation and confidence to engage in the
new behaviors required by change.
 The more committed people are, the more influential they will be.
 Committed people don't give up.
 People will cooperate more when committed.
 Committed people will be more effective.
 People do not follow uncommitted leaders.
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127.
Commitment requires balancing two behaviors—supporting
and improving.
 Focus on what is important
 Lead by example
 Reward success
 Manage disrespect
 Look for a better way
 Learn from others
 Challenge current expectations
 Risk making changes
Supporting Improving
Building Commitment

128.
Tips for building commitment
 Commitment grows steadily but often slowly. Be patient.
 Appreciate whatever level of commitment a person can make.
 You can always encourage people to do more. If they do,
great. If they don't, appreciate them for what they can do.
 People are often yearning for meaning in their lives.

129.
Sustaining Commitment
 Welcome people into your organization.
 Be clear about the mission.
 Model commitment.
 Give people work to do.
 Build organizational culture of appreciation and respect.
 Be patient and appreciate people's commitment.
 Encourage people to do more.
 Listen, listen, listen.
 Support people’s leadership.
 Celebrate success

130.
Types of Commitment
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131.
Affective Commitment
 Employees who feel a sense of affective commitment identify
with the organization, accept that organization’s goals and
values, and are more willing to exert extra effort on behalf of
the organization.
Continuance Commitment
 Continuance commitment exists when there is a profit
associated with staying and a cost associated with leaving.
 Tends to create a more passive form of loyalty.
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132.
Normative Commitment
 The sense that people should stay with their current
employers may result from personal work
philosophies or more general codes of right and
wrong developed over the course of their lives.
 Build a sense of obligation-based commitment
among employees.
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133.
7. Teamwork
137

134.
Brainstorming
 Have you ever participated in a working group/team
in your organization? For what purpose?
 What have you experienced, good or bad?
 What do you think are the difference between a team
and a group
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135.
Group
 Is a collection of individuals:
That may or may not have common purpose.
Who have relations to one another that make
them interdependent to some significant
degree.
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136.
Team
 Is a group of people:
 Who need to work together closely to get a task
done well.
 With complementary skills who are committed
to a common goal/purpose, with performance
targets and approach for which they hold
themselves accountable.
 Organized to work together to accomplish a set
of objectives that cannot be achieved
effectively by individuals.
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137.
EMI
Team Vs Group
141

138.
A B
142

139.
Group
 Task and individual oriented
 Low level of
interdependence
 Avoid risks
 Leadership is solo
 Membership selection is not
that much important
 Competition is inward
Team
 Oriented towards team goals
and agendas
 High level of
interdependence and
synergy
 Risk is accepted
 Leadership is shared
 Membership selection is
important
 Competition is with the
outsiders
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140.
Group
 Performance is measured
indirectly, by leaders
influence on others
 No membership obligation
 No commitment to goal
 Are told what to do, no
creativity
 Training is individualistic
 May or may not participate in
decision making
Team
 Performance is measured
directly by collective work
procedure
 Members feel sense of
ownership
 Commitment to goal jointly
established
 Take initiative to contribute
to organizations success
 Skills and talents developed
are for success of team
goals, synergy
 Group decision making
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141.
EMI
Team Building
145
“Coming together is a beginning. Keeping
together is progress. Working together is
success.”
Henry Ford

142.
Brainstorming Question
Why do you think is teamwork
important to the organization?
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143.
Why Team?
1. The power of team is greater than the individual
2. Good team work will produce synergy.
3. Demand of today’s competition
4. Complexity of work process
5. Need for improved quality and quantity of output
6. Introduction of Participative management, employees
empowerment, self management
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144.
Advantages of Teams to the Organization:
Team
work
enhances
Innovation
and creativity
Faster
achievement
of goals
Reduced
differences,
conflict, and
turnover Restoration of
members’
dignity
Staff
satisfaction
due to
empowerment
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145.
 Is the process of working with a team to clarify its
task and how team members can work together
to achieve it.
 It’s main purpose is to create synergy.
Synergy = team members together achieve
more than each individual can.
( 2+2=5)
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Team Building

146.
Principles of Team Basics
150
Small
numbers
Meaningful
purpose Clear
performance
goals
TEAM
BASICS
Mutual
accountability
Complementary
skills
Well-defined
Working
approach

147.
Existing teams
might regress
back to an
earlier stage of
development
Forming
Storming
Norming
Performing
Adjourning
Stages of Team Development
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148.
Forming
 In this stage:
 Most team members are positive and polite.
 Some are anxious, as they haven't fully understood
what work the team will do.
 Others are simply excited about the task ahead.
 Members typically keep their true feelings private
 A leader should play a dominant role here, because
team members' roles and responsibilities aren't clear.
 This stage can last for some time, as people start to
work together, and as they make an effort to get to
know their new colleagues.
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149.
“Working together isn’t always easy”
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150.
Storming
 People start to push against the boundaries established
in the forming stage.
 Storming often starts where there is a conflict between
team members' natural working styles.
 Some may question the worth of the team's goal, and
they may resist taking on tasks.
 This is the stage where many teams fail.
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151.
Norming
 People start to resolve their differences,
appreciate colleagues' strengths, and respect
leader’s authority.
 Team members know one another better,
 they may socialize together, and
 they are able to ask one another for help and
provide constructive feedback.
 People develop a stronger commitment to the
team goal, and show good progress towards it
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152.
Performing
 Hard work leads, without friction, to the
achievement of the team's goal.
 The leader, can delegate much of the work,
and can concentrate on developing team
members.
 It feels easy to be part of the team at this
stage, and people who join or leave won't
disrupt performance
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153.
Adjourning
 Is a stage of task accomplishment and eventual
disengagement/disbandment
 Putting closure on tasks
 Members are acknowledged for their contributions
and the overall group success.
 Common for temporary teams that separate when
the project is completed
 Putting closure on relationships
 Members who have developed close working
relationships with colleagues, may find this stage difficult,
particularly if their future now looks uncertain.
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154.
158
Techniques of Effective Team
Building

155.
Brainstorming
 What do you think are the qualities of a
good team?
 With a partner, make a list of what makes a
team effective? List them.
 Think about your own work teams – what
potential conflict do you think are there?
 How can this be dealt with?
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156.
Team Cohesiveness
 Refers to the tendency of a team to stick together
and remain united to satisfy objectives and members
satisfaction
 It also refers to the overall force that cause
individuals to remain in a group
 Strength of the bonds linking the group members to
the group, the unity of the group, the feeling of
attraction for specific group members
 Cohesiveness is important because it has been found
to be related with team productivity.
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157.
Cohesion & Performance
Performance
Success
Cohesion
161

158.
162
Three major consequences of cohesiveness:
1. Greater interaction (participation) between
groups
2. Lower turnover and absenteeism
3. Higher productivity
N.B Cohesiveness is important because it has been
found to be related group productivity

159.
Discussion point
 What are Factors affecting Group cohesiveness and
performance?
163

160.
164
Factors affecting team cohesiveness
 Team size: large group size (5, 7, 9) assumed to be
optimum number to create effective group
 Performance of the team members: success and
attractiveness of the group, improves cohesiveness a
 Skill complimentary:
 Communication: more easily members
communicate freely with each other, the greater the
likelihood of group cohesiveness
 External threats: When there exist threats in the
environment, high degree of cohesiveness

161.
165
Group Properties—Cohesiveness
Increasing Group Cohesiveness
1) Make the group smaller.
2) Encourage agreement with group goals.
3) Increase time members spend together.
4) Increase group status and admission difficultly.
5) Stimulate competition with other groups.
6) Give rewards to the group, not individuals.
7) Physically isolate the group.

162.
166
Group Properties—Size
Group Size
Performance
Other Conclusions
• Odd number groups do
better than even.
• Groups of 5 to 7 perform
better overall than larger
or smaller groups.
Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually

163.
Questions for reflection
 What is your experience about social
loafing?
 Possible solutions to address the problem
social loafing
167

164.
168
Managing teams and groups for high performance
Social loafing/
 The human tendency to put forth less effort in a group than
individually.
 Results in possibly lower group performance and failure to
attain group goals
Reducing social loafing
 Make individual efforts identifiable and accountable.
 Emphasize the valuable contributions of individual
members.
 Keep group size at an appropriate level.

165.
Roles of Team Members
 Clarity at the start helps to reduce friction-
roles/ shared goals/ conflict resolution…
 Allows people to get credit for their
achievements
 Clear responsibility and timelines for tasks
avoids undue last minute pressure
 Roles need to be shared where possible to
avoid boredom and assist in retention
169

166.
Factors Critical for Effective Teams
 Team Goals
 Team Structure
 Roles within Teams
 Timelines for Teamwork
170

167.
Basic Team Skills
The following features are fundamental to good
teamwork:
 Trust : making sure you meet all commitments and
maintain confidentiality when required
 Sharing information: to assist others do their job
 Flexibility: show a willingness to cooperate and
help others when possible
 Good manners: doing small, simple things, e.g.
thanking colleagues for their help
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168.
Team Communication
Teams need to master 3 types of
communications:
 The team members need to communicate well
with each other.
 The team needs to communicate well with other
teams at work.
 The team has to communicate directly with their
external customers.
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169.
Conflict Resolution
 Because of an inability to resolve conflict the team
may splinter and sub-groups may form.
 Anticipate conflict, know why it arises and have
personal and team strategies to deal with it.
 Importance of protocols to manage conflict and
other problems
"Don't blame the people. Blame the system"
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170.
Comments
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171.
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172.
Address:
Temesgen Dagne
Ethiopian Management Institute
Tel: 0911 103995
E-mail: teme2112@gmail.com
You can download books from
http://gen.lib.rus.ec
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173.
I wish you success in your Attitudinal Change
and Team Building journey!!!
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