2. First, Assess Your
Team
Guideline:
◦ 10 indicators of effective work teams
are listed here.
◦ To what extent are they descriptive of
your organization (or the team to which
you belong)?
◦ Please use the following scale to
indicate your responses:
1 = Never
2 = Seldom
3 = Sometimes
4 = Usually
5 = Always
3. 1. Clear goals which are well understood &
accepted by the group
2. Informality: Atmosphere is informal,
comfortable, relaxed; no obvious signs of
tension or boredom
3. Participation: There is a lot of focused
discussion in which all participate
4. Listening: members listen to each other.
Every idea or viewpoint is given a hearing
5. Disagreement exists—but the team is
comfortable with this and shows no signs of
avoidance or cover-up
4. 6. Consensus: Most decisions are reached
by consensus; formal voting is kept to a
minimum.
7. Open communication: team members
feel free to express their feelings about
their work and team processes.
8. Clear roles: Each member is assigned a
clear responsibility and accountability
9. Shared leadership: The formal leader
allows others to assume leadership
depending on their skills and
circumstances
10. Self-assessment: The team periodically
stops to review how well it is
functioning—and improve.
5. How Did Your Team
Fare?
Please add the scale values
you assigned to each
statement
Divide the total by 10 to get
an average “team index”
Higher indices better
teams
6. Teambuilding
What is a team?
◦ A group of people who are
committed to achieve common
objectives, who work well
together and produce high quality
results.
What is teambuilding?
◦ Any planned event designed to
improve the way a group of
people work together.
9. Team Formation &
Membership
5-Stage Model:
◦ Forming (Members come to know each
other)
◦ Storming (Members resist control by
leaders)
◦ Norming (Members develop
camaraderie & norms of conduct in the
team)
◦ Performing (Members work towards
achieving their goals)
◦ Adjourning (Team disbands—either
because job is done or members
leave)`
10. Teambuilding
Factors leading to team
effectiveness:
◦ Context
Adequate resources
Leadership & structure
Climate of trust
Performance evaluation & reward system
◦ Composition
Abilities of members
Personality
Size
Diversity
11. Teambuilding
Factors leading to team
effectiveness (contd):
◦ Work design
Autonomy
Skill variety
Task identity
Task significance
◦ Process
Goal-setting
Communication
Decision-making
Handling of grievances & complaints
Social loafing
12. Profile of Effective Teams
Goals: Clear to all; shared
Participation: All get involved—and listened
to.
Feelings: Freely expressed; empathy
Careful problem diagnosis; root causes
attacked
Distributed / shared leadership
Decisions through consensus
High trust level
Creativity encouraged
Negativity and Cynicism avoided
13. Why Teams Often Don’t Work*
1. Mismatched needs
Symptom: People with private
agendas working at cross-
purposes
Solution: Get hidden agendas on
the table
2. Confused goals
Symptom: People don’t know
what they are supposed to do
Solution: Clarify the reason the
team exists; define its purpose
and expected outcomes
14. 3. Unresolved roles
Symptom: Team members are
uncertain what their job is
Solution: Inform team members what
is expected of them
4. Bad decision making
Symptom: Teams may be making the
right decisions—but in the wrong way
Solution: Choose an appropriate
decision making approach
5. Bad policies, stupid procedures
Symptom: Team is at the mercy of an
employee handbook from hell
Solution: Throw away the book; make
a fresh start keeping ground reality in
mind
15. 6. Personality conflicts
Symptoms: team members do
not get along
Solution: Learn about each team
member; value & use differences;
work on improving relations
7. Bad leadership
Symptom: Tentative, inconsistent,
and even stupid leadership at
times
Solution: Leader must learn to
serve the team; or change
leadership
8. Bleary vision
Symptom: The team is being
made to ramble around aimlessly
16. 9. Anti-team culture
Symptom: The organization is not really
committed to the idea of teams
Solution: Use teams for the right reasons;
never force people into teams
10. Insufficient information & feedback
Symptom: Performance is not being
measured; team members are groping in
the dark
Solution: Encourage free flow of relevant
information
11. Poor reward systems
Symptoms: People are being rewarded for
the wrong things
Solution: Reward individual as well as
team behavior; design rewards that make
teams feel safe
J
17. 12. Lack of trust
Symptom: Defensive behavior; lack of
coordination
Solution: Earn trust by being trustworthy;
reconstitute team if necessary
13. Unwillingness to change
Symptom: A visible ‘knowing-doing gap’
Solution: Find out what the blockage is; use
dynamite or grease to remove it.
14. The wrong tools
Symptom: The team lacks required / appropriate
resources
Solution: Equip the team well for its tasks
* Gary Hamel & C K Prahalad: Competing for the Future (HBS; 1994)
18. 3 Main Qualities Of Team
Players
Responsibility
◦ Doing one’s best in one’s own and
company’s interest
◦ Expression of one’s commitment to
company’s success
◦ Responsibility for self-development—
and company’s development
◦ Management must give
responsibility—and people must be
willing to take responsibility
◦ How much do you give and take
responsibility?
19. 3 Main Qualities……(2)
Loyalty
◦ Being happy when the company succeeds
◦ Taking action when it is threatened
◦ Being proud of membership
◦ Talking positively about it
◦ Put forward constructive criticism—but keep it
within the company
◦ Loyalty is not blind obedience. It is OK to say
“no”. It is not OK to say “yes’ and not keep your
promise
20. 3 Main Qualities………(3)
Initiative
◦ To solve problems, improve and
innovate
◦ Take ownership
◦ Can you list the initiatives you
have taken in the last 6 months
to strengthen your team?
21. Conclusion
You can’t simply buy, or wish for, a
ready-made winning team.
You’ve got to invest time and effort in
building a team—and keeping it
together.
This investment has a very high ROI:
A Winning Team !
