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Training Section Team Building

Training Section Team Building

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Training Presentation Transcript

  • 1. ORGANIZATIONAL DEVELOPMENT UNITTRAINING AND DEVELOPMENT SECTION
    TEAM BUILDING
  • 2. WHAT IS TEAM BUILDING?
    Builds awareness of factors that influence team performance
    Learns to examine performance with respect to those factors
    Takes action to improve effectiveness
    Sets common goals, makes decisions, resolves differences, and solves common problems
  • 3. Team building supports and encourages risk taking, creativity, understanding, and trust
    — in ways that promote the teams mission while addressing individual needs.
  • 4. OBJECTIVES
    Create a realistic vision of improved effectiveness
    Develop teams that will address current business problems or expand World Class capabilities.
    Teach participants capabilities and skills
    Train internal resources to lead team meetings, instruct other teams, and coordinate the team building processes
    Establish and document plans for the team-building process
  • 5. SIR EDMUND HILLARY
    SHERPA TENZING NORGAY
  • 6. SYMBIOSIS
    Symbiosis , in biology, term for the interdependence of different species.
    There are three main types of symbiosis, based upon the specific relationship between the species involved: mutualism, parasitism, and commensalism.
  • 7. SYNERGY
    A synergy is where two or more things applied together have a greater or significantly different effect than the sum of effects of the things applied separately.
    If used in a business application it means that teamwork will produce an overall better result than if each person was working toward the same goal individually.
  • 8. TEAM
    We can define a team as a group of people who come together under shared leadership, mutual responsibility, and conscious authority to achieve agreed-upon goals in a mutually effective fashion.
  • 9. TEAM TYPES
    The Traditional Model
    A group of people who have a traditional boss but whom also share some of his/her responsibility and authority.
    The Team Spirit Model
    A group of people who are happy working for one boss, and everything seems to be going well.
    The Cutting Edge Model
    A group of people who manage themselves.
    The Task Force Model
    A group that comes together for a specific time to work on a special project or task.
    The Cyber Team
    In this team model, members see one another infrequently or not at all.
  • 10. DIVERSITY
    variety: a variety of something such as opinion, color, or style a city of great cultural diversity
    social inclusiveness: ethnic variety, as well as socioeconomic and gender variety, in a group, society, or institution a company committed to diversity
    discrepancy: discrepancy, or a difference from what is normal or expected
    Microsoft® Encarta® 2009. © 1993-2008 Microsoft Corporation. All rights reserved.
    Diversity is a simple business reality.
    What do you see as the advantages and disadvantages?
  • 11. STAGES OF TEAM DEVELOPMENT
  • 12. FORMING
    A set of individuals
    Individuals want to establish personal identity within the group
    Participation is limited
    Individuals begin to focus on task at hand
    Evolving ground rules 
  • 13. STORMING
    Conflicts and lack of unity
    Preliminary ground rules are damaged
    Hostile toward each other
    Friction increases
    Successfully handled, leads to new and more realistic objectives, procedures, and norms 
  • 14. NORMING
    Overcomes tensions and develops group cohesion
    Acceptance of idiosyncrasies
    Allegiance develops
    Spirit develops 
  • 15. NORMS
    All teams, whether they know it or not, have norms, rules, or guidelines that guide the behaviour of team members.
    Norms can be positive and thus help the team be an effective organization.
    Norms can also be counter productive.
  • 16. NORMING ACTIVITY
    What was your best experience as a team member?
    What happened?
    What made it special?
    Develop several norms for how you want to work together during this workshop.
    What do you want?
    What do you not want? 
  • 17. PERFORMING
    Characterized by full maturity and maximum productivity
    Members take on roles to fulfill the group activities
    Roles become flexible and functional
    Energy is channeled into identified tasks
    New insights and solutions begin to emerge 
  • 18. CHARACTERISTICS OF AN EFFECTIVE GROUP
    Clear Purpose
    Informality
    Participation
    Listening
    Civilized Disagreements
    Consensus Decisions
    Open Communication
    Clear Roles and Work Assignments
    Shared Leadership
    External Relations
    Style Diversity
    Self-Assessment
    What other characteristics can you think of ?
  • 19. TORI MODEL
    TRUST
    OPENNESS
    REALIZATION
    INTERDEPENDENCE
  • 20. TORI MODEL
    T is for Trust: interpersonal confidence and absence of fear.
    O is for Openness: free flow of information, ideas, perceptions, and feelings.
    R is for Realization: self-determination, being role free, doing what you want to do.
    I is for Interdependence: reciprocal influence, shared responsibility, and leadership.
  • 21. THE SUPERVISOR
    Involves everyone.
    Keeps the group on track toward the objectives.
    Helps the group understand its own processes in order to work more effectively.
    Supports members in assessing their current skills, as well as building new skills.
    Provides feedback to the group members so they can assess their progress and make adjustments.
    Manages conflict using a collaborative approach.
    Achieves agreement.
    Helps deal with difficult people.
    Helps the group communicate effectively.
    Helps the group access resources from inside and outside the group.
    Creates an environment where members enjoy a positive, growing experience while they work to attain group goals.
    Fosters leadership in others by sharing the responsibility for leading the group.
    Teaches and empower others to facilitate.
  • 22. Teams, not individuals, are the fundamental learning unit in modern organizations. Unless the team can learn, the organization cannot learn
    The Fifth Discipline: The Art & Practice of the Learning Organization
  • 23. SURVIVAL
    A quick source of energy until you can find or catch food.
    Essential for typing down your windbreak and useful making fishing lines or snares for small animals.
    Might be used to signal planes at night; more important for, going to the bathroom in the dark.
    Usually too overcast to see the stars, and besides it would be foolhardy to seek a way to the nearest mining town in the dark, what with all the bogs and streams. Better used as toilet paper.
    In this menacing wasteland, pure water is one of nature's few gifts to you.
    Not enough for even tiny nightcaps, but a good antiseptic.
    You'll need it to chop firewood and maybe smash holes in the lake ice for fishing.
    Razor blades are handy tools and the mirror might be useful to flash signals to a passing plane, although the sky is generally dark or overcast.
    Necessary for the hunters and fishermen, and helpful for shovelling snow or scratching messages in the snow to attract rescue parties, who will scour the area in low-flying planes.
    If you don't quickly build a fire to dry out, get warm, and stay warm, your chance of survival is nil.
    You are too close to the magnetic pole for it to point north reliably; besides the terrain is too treacherous for hiking.
    Use it as a windbreak and reflector of multiply the effectiveness of your fire.
    A generally useful material when cut into strips, e.g. for slingshots.
    Strings and other parts could be bent into fish hooks.
    The fire is not going to keep enough people from freezing on frigid nights.
  • 24. SUGGESTED SOLUTION