(၂၀၁၅)ခုႏွစ္၊ ၾသဂုတ္လ (၂၉)ရက္ေန႔၊ မႏၱေလးျမိဳ႕၊ ဟိုတယ္မႏၱေလး မွာ က်င္းပခဲ့တဲ့ Better Future Better Myanmar 2015 စီးပြားေရးဆိုင္ရာ အခမဲ့ ေဟာေျပာပြဲမ်ားရဲ႕ (၁၀)ၾကိမ္ေျမာက္ ေဟာပြဲမွာ ႏိုင္ငံေတာ္သမၼတ ၏ စီးပြားေရးအၾကံ ပါေမာကၡ ေဒါက္တာေအာင္ထြန္းသက္ ေဟာေျပာခဲ့တဲ့ " Transforming Teams" ရဲ႕ PowerPoint Slide ျဖစ္ပါတယ္။

2. Transforming Teams
PROF.DR.AUNG TUN THET

5. Organizations

6. Inattention to RESULTS
Avoidance of
ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST
Five Dysfunctions of Teams

7. Positive Approach
 Trust one another
 Engage in unfiltered conflict around ideas
 Commit to decisions and plans of actions
 Hold one another accountable
 Focus on achievement of collective results
 Discipline and persistence

10. 17 Indisputable Laws of Teamwork

11. Teamwork
1. Significance: One is too small a number to achieve greatness
2. Big Picture: The Good is more important than the Role
3. Niche: All players have a place where they add the most value
4. Mount Everest: As the challenge escalates, the need for
teamwork elevates
5. Chain: The strength of the team is impacted by its weakest link
6. Catalyst: Winning teams have players who make things happen

12. Teamwork
7. Compass: Vision gives team members direction and confidence
8. Bad Apple: Rotten attitudes ruin the team
9. Countability: Teammates must be able to count on each other
when it counts
10. Price Tag: Team fails to reach its potential when it fails to pay the
price
11. Scorecard: Team can make adjustments when it knows where it
stands
12. Bench: Great teams have great depth

13. Teamwork
13. Identity: Shared values identify the team
14. Communication: Interaction fuels action
15. Edge: The difference between two equally talented team is
leadership
16. High Morale: When you are winning nothing hurts
17. Dividends: Investing in the team compounds over time

14. Forming, Storming, Norming, and
Performing
UNDERSTANDING STAGES OF TEAM FORMATION

15. Transforming Teams
 Takes time
 Members go through recognizable stages
 Change from strangers to united group with
common goals

16. Stages
1. Forming
2. Storming
3. Norming
4. Performing
 Team effective more quickly
 Build highly productive team

17. Stages
 Path teams follow on way to high performance
 Fifth - "adjourning" (“mourning")

18. Forming
 Formation of team
 Team comes together
 Finding out about each other
 Situational Leadership style: Directing

19. Forming
 Members positive and polite
 Anxious
 Excited
 Leader play dominant role
 Members' roles and responsibilities not clear

20. Forming
 Last for some time
 Start to work together
 Effort to know new colleagues

21. Storming
 Start to push against boundaries established
 Many teams fail
 Conflict between members' natural working
styles

22. Storming
 People work in different ways
 Differing working styles cause unforeseen
problems
 Frustrated

23. Storming
 Members challenge authority
 Jockey for position
 Question team's goal
 Resist taking on tasks

24. Storming
 Members experience stress
 No support of established processes or strong
relationships

25. Storming
 Team members come up with ideas through
debates
– about task priorities
– clarity on purpose of the task
– roles & responsibilities
– processes to follow

26. Storming
 Influence of ideas
 Power struggles arise
 Compromises required
 Members challenge leader
 Leader coaches
 Situational Leadership style: Selling

27. Norming
 Members resolve differences
 Appreciate colleagues' strengths
 Respect authority

28. Norming
 Team members know one another better
 Socialize together
 Ask one another for help
 Provide constructive feedback

29. Norming
 Stronger commitment to team goal
 Good progress
 Prolonged overlap between storming and
norming
 Team may lapse back into storming stage

30. Norming
 Work as team starts
 Roles and responsibilities clear and accepted
 Team exhibit participative behaviour
 Decision making by group agreement
 Commitment, trust and unity increases
 Situational Leadership style: Supporting

31. Performing
 Hard work leads
 Without friction
 Structures and processes support
 Delegate work

32. Performing
 Concentrate on developing team members
 Easy to be part of team
 Joining or leaving won't disrupt performance

33. Performing
 High levels of:
– goal orientation,
– interpersonal relations,
– independence, motivation,
– knowledge and
– competence in team members

34. Performing
 Team know what,why & how of task
 High level of in communication between team
members
 Equivalent Situational Leadership style:
Delegating

35. Adjourning (Mourning)
 Eventually
 Project teams
 Permanent teams
 Difficult - future uncertain

36. Adjourning (Mourning)
 Project completes
 Members moving out
 Everyone move on

38. Using The Tool

39. Team Leader
 Help people perform well as quickly as possible
 Change approach at each stage
 Doing the right thing at the right time

40. Team Leader
 Identify stage of team development
 Consider what to do to move towards
performing stage
 Schedule regular reviews
 Adjust behaviour and leadership approach
appropriately

41. Leadership Activities at Different Group
Formation Stages: Forming
• Direct team
• Establish clear objectives - team and individual
members

42. Leadership Activities at Different Group
Formation Stages: Storming
• Establish processes and structures
• Build trust and good relationships between
team members
• Resolve conflicts swiftly
• Provide support to team members less secure

43. Leadership Activities at Different Group
Formation Stages: Storming
• Remain positive and firm
• Explain "forming, storming, norming, and
performing"
• People understand why problems occurring

44. Leadership Activities at Different Group
Formation Stages: Storming
• Coach team members in assertiveness and
conflict resolution skills
• Help people learn different work styles and
strengths

45. Leadership Activities at Different Group
Formation Stages: Norming
• Step back
• Team members take responsibility for progress
towards goal
• Team-building event

46. Leadership Activities at Different Group
Formation Stages: Performing
• Delegate tasks and projects
• Have as light a touch as possible
• Start focusing on other goals and areas of work.

47. Leadership Activities at Different Group
Formation Stages: Adjourning (Mourning)
• Celebrate team's achievements
• People view past experiences positively

48. Key Points
 Team transformation follow recognizable
stages: "forming, storming, norming, and
performing"
 Fifth stage: "adjourning" or "mourning"

49. Key Points
 Identify stage of development team is at
 Use strategies that move team through to next
stage
 Focus and hard work - high-performing team

50. Team Roles:
Improving Team Performance

53. Team
 Clear responsibilities
 Every role performed fully and well

54. Members
 Assume different "team roles"
 “… behave, contribute and interrelate with
others in particular way"
 Nine underlie team success

55. Team Roles
Action
PeopleThinking
SH
IMP CF
CO
RITW
PL
ME SP

56. Team Roles
ORIENTATION ROLE DESCRIPTION
Action Shaper Challenges team to improve
Implementer Puts ideas into action
Completer Finisher Ensures thorough, timely completion
People Coordinator Acts as chairperson
Team Worker Encourages cooperation
Resource Investigator Explores outside opportunities
Thought Plant Presents new ideas and approaches
Monitor-Evaluator Analyzes options
Specialist Provides specialized skills

62. THANK YOU!
THANK YOU!

63. Action Oriented Roles
 Shaper (SH)
 Challenge team to improve
 Dynamic
 Extroverted
 Enjoy stimulating others
 Questioning norms

64. Action Oriented Roles
 Shaper (SH)
 Find best approaches for solving problems
 Shakes things up
 Make sure all possibilities considered
 Team does not become complacent

65. Action Oriented Roles
 Shaper (SH)
 See obstacles as exciting challenges
 Courage to push on when others feel like
quitting
 Argumentative
 Offend people's feelings

66. Action Oriented Roles
 Implementer (IMP)
 Get things done
 Turn ideas and concepts into practical actions and plans
 Conservative
 Disciplined
 Work systematically and efficiently
 Well organized

67. Action Oriented Roles
 Implementer (IMP)
 Inflexible
 Resistant to change

68. Action Oriented Roles
 Completer-Finisher (CF)
 See projects completed thoroughly
 Ensure no errors or omissions
 Pay attention to smallest of details
 Concerned with deadlines
 Perfectionists
 Orderly
 Conscientious

69. Action Oriented Roles
 Completer-Finisher (CF)
 Worry unnecessarily
 Hard to delegate

70. People Oriented Roles
 Coordinator (CO)
 Traditional team-leader role
 Chairmen
 Guide team
 Excellent listeners
 Recognize value of each team member
 Calm, good-natured and delegate tasks effectively

71. People Oriented Roles
 Coordinator (CO)
 Delegate away too much personal responsibility
 Manipulative

72. People Oriented Roles
 Team Worker (TW)
 Provide support
 Make sure people working together effectively
 Negotiators
 Flexible, diplomatic and perceptive
 Popular

73. People Oriented Roles
 Team Worker (TW)
 Indecisive
 Uncommitted during discussions and decision-making

74. People Oriented Roles
 Resource Investigator (RI)
 Innovative
 Curious
 Explore available options
 Develop contacts
 Negotiate for resources

75. People Oriented Roles
 Resource Investigator (RI)
 Enthusiastic
 Identify and work with external stakeholders
 Outgoing
 Extroverted

76. People Oriented Roles
 Lose enthusiasm quickly
 Overly optimistic

77. Thought Oriented Roles
 Plant (PL)
 Creative innovator
 New ideas and approaches
 Thrive on praise
 Criticism hard for them to deal with

78. Thought Oriented Roles
 Plant (PL)
 Introverted
 Work apart
 Impractical
 Poor communicators
 Ignore given parameters and constraints.

79. Thought Oriented Roles
 Monitor-Evaluator (ME)
 Best at analyzing and evaluating ideas
 Shrewd
 Carefully weigh pros and cons of all options
 Critical thinkers
 Strategic approach

80. Thought Oriented Roles
 Monitor-Evaluator (ME)
 Detached
 Unemotional
 Poor motivators
 React to events

81. Thought Oriented Roles
 Specialist (SP)
 Specialized knowledge
 Pride themselves on skills and abilities
 Maintain professional status
 Expert

82. Thought Oriented Roles
 Specialist (SP)
 Limit contribution
 Preoccupation with technicalities