Earthsoft brief-team building-v1-0


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Earthsoft Foundation of Guidance (EFG) is working as an NGO for students - Education & Career guidance and for Professionals for soft skills enhancements. We are working speading , sharing knowledge; experience globally.It has uploaded important presentations at and search using key word - earthsoft Read and view picture Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct free training/ workshop seeking help of existing platforms Kindly spread to your friends.Thank you! - Earthsoft Foundation of Guidance
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  • People Doing Something Together
    A team is “a number of persons associated together in work or activity.”
    Combine to achieve something together
  • Over 75% of professionals reported they “always” or “often” work in teams
  • (The more each members knows, the better chance of a solution).
    (Teams will support a solution if they are part of the solution. Value the difference in members).
  • “Old teams can’t learn new tricks”
    टीम प्रभावकारिता
    सामाजिक आवारगी
  • 1. Some members assume dual roles - these individuals are often selected as team leaders.
    2. Some members take a nonparticipative role and contribute little towards accomplishing the task or satisfying social and emotional needs.
    3. Teams should comprise an appropriate balance of both socio-emotional participants and task-focused members.
  • Task Specialist Role
    a. devote time and energy to helping the team accomplish its specific goals
    b. actively propose new ideas and solutions to problems
    c. evaluate others’ suggestions
    d. ask for clarification
    e. summarize group discussions.
    Socio-emotional roles
    a. devote their time and energy to supporting the emotional needs of team members and to maintaining the team as a social unit
    b. encourage others to contribute ideas
    c. try to reduce tensions and reconcile conflicts
    d. often change their own opinions to maintain team harmony.
  • Team cohesiveness is the extent to which team members are attracted to the team and motivated to remain in it.
    Team norms are standards of conduct shared by team members that guide their behavior.
    Highly cohesive teams, whose members share standards of conduct, tend to be more productive and effective.
  • Concept of teamwork also applies to entrepreneurs
    1. Reflecting various differences in team membership might be effective, including:
    •differences in work experiences
    •cultural backgrounds
    •work functions represented.
    2. This diversity provides benefit in serving customers represented by those diverse contingencies.
    3. Cultural differences must be understood, appreciated and utilized to the team’s benefit.
  • 1. No one style is appropriate for all types of conflicts.
    2. The various types of conflict resolution include:
    a. the competing style
    •decisive, assertive
    •does not build rapport, but is useful for unpopular, emergency, or quick decisions.
    b. the avoiding style
    •neither assertive nor cooperative
    •effective when the problem stems from a trivial, non-essential, or a no-win issue
    •also useful if more information would actually be useful to the conflict resolution or when open conflict would cause harm.
    c. the compromising style
    •blends both assertiveness and cooperation
    •works well when the conflict arises between two opposing and equally important goals, or when the members in conflict are equally powerful, or when an immediate outcome is desired.
    d. the accommodating style
    •active cooperation
    •helps to maintain team harmony
    •useful if a member does not have a particular need or desire regarding a specific outcome, or when maintaining team harmony is more important than the issue at hand.
    e. the collaborating style
    •combines active assertiveness and active cooperation
    •requires lengthy, time-consuming negotiations
    •can achieve a win-win situation
    •useful when consensus is important or when all viewpoints must be merged into a single outcome.
    3. a leader may handle a conflict by encouraging negotiation, or utilizing and outside mediator.
  • A team passes through five stages of development:
    Forming is an orientation period during which members get to know each other and find out what behaviors are acceptable to the group.
    Storming is the stage during which individual personalities emerge as members clarify their roles and expectations.
    Norming is a stage when differences are resolved, members accept each other, and consensus emerges about the roles of the team leader and other participants.
    Performing is characterized by problem solving and a focus on task accomplishment.
    Adjourning is the final stage, with a focus on wrapping up and summarizing the team’s experiences and accomplishments.
  • But what I want you to latch onto here is that we see the same words, hear the same phrases, but what you said is not what I heard. My frame of reference is very different from yours, so everything I process is based on my knowledge and experience. You on the, other hand, are speaking from your knowledge base and experience and the same words do not always translate in the same way.
    The result is difficulty identifying the high level issues of the team’s mission. We tend to get bogged down in the details early on, which makes the task more difficult than it has to be. Not ready to do that yet.
    So – how do humans react when they don’t understand and don’t want to get out of their comfort zone and meet someone else half-way? We whine! I have a sign that says,” Consider what you would do if whining and complaining were not an option.” I don’t like complaining. It is unproductive and self-defeating. Spend that energy figuring out what the real problem is and fix it!
    OK – Off my soap-box.
  • This group of disillusioned, disgruntled folks have got to build some relationships and it is the responsibility of the team lead to act to achieve that goal by providing opportunity and guidance. If you aren’t the lead and things aren’t going well, make some suggestions!
    informal luncheon or a 2 hour meeting with ice-breakers & team-building games. Help the team members get to know each other as people.
    Do a quick ice-breaker
    Support the effort and provide opportunity for the members to discover what they have in common and what they don’t. Remove the barriers of titles and positions. A good ice-breaker will do that and Level the playing field.
    Provide purpose and direction. Don’t assume that every one in the room knows why they are there.
    huge mistake. If you are lead, give a clear and detailed purpose for the team and explain why they are needed and why each person was chosen. If you are not, ask the question!
    Facilitate - give them the structure they will need and let them work through the details.
    Who is the sponsor? How will the roles be defined and decided?
    Who decides who decides? Establish who is in charge, but facilitate the decision making for clearly defined roles and let the team decide as much as is practical.
    What are the expectations of each role and the rules for changing roles?
    Make sure we know the boundaries?
    How far can we go in pursuit of solutions? Clearly articulate the groups limitations.
    Do all the hand-holding necessary through this stage.
    Seems unnecessary to the task, and many teams will try to rush through it or ignore it altogether, it is important to remember that a team who does not move successfully through this stage is much less likely perform well enough to produce the desired outcome.
  • Easily the most difficult stage for the team.
    The members have just gotten to know each other, and feel comfortable in the group when reality sets in.
    Task is different and more difficult than any of them ever imagined.
    As the frustration grows, so does the resistance to tasks and work different from what each individual member is accustomed to and comfortable with.
    Positive and negative attitudes about the chances of success are displayed and conflict erupts.
  • An effective project manager anticipates the storm and moves swiftly to redirect the energy.
    The stronger individuals can quickly gain control, often to the detriment of the team and its purpose.
    Rather than formally designated roles, roles and duty assignments result from the “pecking order”. Not Helping.
    You cannot allow one person’s power to squash another’s contribution.
    Guide the discussion to decide how roles will be assigned, and how they can be changed.
    Reach consensus about roles within the team.
    Adapt the leadership role - allow the team to become more independent and encourage appropriate self-direction.
    You must ask the hard questions –
    Does everyone understand the reporting and accountability structure of
    the team?
    Do they clearly understand their boundaries?
    Do team members hold each other accountable for timelines, commitment and results?
    Ground rules were agreed upon in the beginning. This is a good time to review those rules so team members clearly acknowledge the group rules of conduct in areas such as conflict resolution, consensus decision making and meeting management. There must be guidance in this the process. Ensure that all opinions are heard and all ideas considered as the team evolves into a stage of self-governance and settles into the process for which the team was formed.
  • Every team will have conflict. Not necessarily a bad thing.
    Correctly assembled team: multigenerational participants, team members from differing ranks, and from many departments and backgrounds. (Tater People)
    Always one overbearing member.
    Also the non-contributing persons.
    How do you:
    deal with all of this and get to the project?
    get past the egos of some and fears of others?
    Anticipate and prevent problems. Remember the time you spent getting to know each other, establishing ground rules and discussing norms for group behavior? This is why you did that.
    Conflict can easily dissolve into win-lose struggles and all progress stops.
    if you have done the things we talked about as your group is forming, you will avoid most of these frustrations and hassles as the team gets down to work.
    Think of each problem as a group problem:
    avoid placing individual blame.
    Most problems arise because the group let’s them happen and the group needs to resolve them.
    What is presented as vital and necessary by one or more team members may be personal preference and not at all necessary to the outcome of the project. Don’t get derailed by ‘necessary’ considerations.
    Ask for information that supports the necessity.
    Don’t go on blind faith that what your team member is presenting as fact really is fact.
    It may be, but require sufficient evidence to make a decision.
    In the end, if one of you fails, you all fail. Develop a close relationship with your Project Sponsor or Owner. (UAB EXAMPLE)
  • If you are going to accomplish anything, you must level the playing field.
    Your team members will need to reconcile competing loyalties - those between the project and their ‘real’ jobs and departments.
    Your sponsor should have the power to set priorities, in our case it was the Vice President of Student Affairs.
    No one is any more important than anyone else.
    All ideas have merit, and all voices must be heard.
    Be clear what is expected from each team member, and
    Give reassurance that this is what they are supposed to be doing at
    this time in their lives.
    Because every person on your team is an individual, everyone must be willing to
    accept their position on the team,
    understand their value to the team, and
    accept other team members where they are.
    Generational differences in a team. What image does that conjure up? Take time to understand the individuality and use it to your advantage rather as a distraction.
  • Jealously gives way to support
    Understanding that others can do something better than I can
    Giving support and being willing to accept it
    Wants the best possible outcome
    Understands and accepts their role in the project
    Has become a team player
    Works within the set boundaries
    Does not expect others to cater to their wishes
    Honest and respectful dialog
    Seeks the best solution
    Looks for the Win-Win
    Takes the High Road
  • Team members will probably begin to drop off as the projects reaches various stages of completion.
    Members return to their home departments and former lives.
    Remain the content experts for questions training and ongoing work.
    Some members were absorbed by the project.
    The bigger the resulting change, the more management required.
    Data Integrity Committee
    BUG – Banner User Group
    Banner Functional Group
    Reporting Group
  • According to Bob Mendonsa and Associates’ web page
    http://www. on Team building :
    Team Building is a process and not an event.
    Team Building is about both willingness and ability. Sometimes teams problems occur because team members lack important skills. Sometimes there are trust issues.
    Team Building must address individual and group issues. People do not “disappear” when they choose to belong to a group. Any team building effort must address the strengths and development needs of individual team members that impact the group as a whole.
    Of course the corollary is true and groups or teams fail when they:
    Think differently
    Have poor leadership
    Have communications difficulties
    Have competition between members
  • 1. the practice of organizing a group of workers to achieve a common objective
    2. vital in both business, not-for-profits, and other areas
    3. the ability to work effectively as a team member is more important than ever, and is an important consideration in hiring
    4. Together employees can pool their talents and ideas, and achieve more than if they were working as separate individuals.
    What is a Team?
    1. a group of people with complementary skills who are committed to a common purpose, approach or set of performance goals
    2. All members hold themselves mutually responsible and accountable for accomplishing their objectives.
  • Earthsoft brief-team building-v1-0

    1. 1. Earthsoft Foundation of Guidance Edge-Aggressive-Reliable-Trust-Honesty-Soft-Obedient-Fun-Transparent Making earth little softer
    2. 2. About us Earthsoft Foundation of Guidance (EFG) has uploaded following presentations at Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct free training seeking help of existing platforms. Kindly share with your friends •Motivation for higher study, Planning for study, Education guidance, Career guidance, Career available after SSC & HSC •Personality development – 3 files •How to prepare resume, Tips to attend interview successfully •Religion related –To understand basic religion, Do & Don’t tips •Health related - Be vegetarian, Be healthy, Manage health •Corporate - Project management, Assertiveness, Ownership, Effective communication, Leadership, Be entrepreneur •Finance - To avoid speculation in stock market •Social - Women empowerment, Choosing life partner, conflict resolution, stop ragging, stop alcohol, snakebite treatment Making earth little softer
    3. 3. Index Making earth little softer
    4. 4. What is a Team? • A unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose In a team • People depend on each other • Members may or may not work in the same physical location Making earth little softer
    5. 5. Definition Making earth little softer
    6. 6. Quotations Making earth little softer
    7. 7. Components of Team • Goals • Actors • Activities Making earth little softer
    8. 8. Types of Teams •Task forces •Committees •Face-to-Face teams •Problem solving •Self managed •Cross functional •Virtual Making earth little softer
    9. 9. Types of Teams Functional Team Cross-Functional Team •Grouping individuals by activity •Leader centered •Vertical or command team •Coordinates across organization boundaries for change projects •Leader gives up some power •Special purpose problem-solving team Self-Directed Team •Autonomous, defines own boundaries •Member-centered •Self-managed team Need for traditional leadership Need for team leadership Making earth little softer
    10. 10. Types of Teams Problem-Solving Self-managed • Discuss ways of • Solve problems but improving quality, could also implement efficiency & work solutions and take full environment responsibility for outcomes Making earth little softer
    11. 11. Types of Teams Cross-functional Virtual • Made-up of employees • Use computer from about the same technology to tie up hierarchical level but together physically from different work dispersed members in areas who come order to achieve a together to accomplish common goal a task. Making earth little softer
    12. 12. Team versus Groups Work Group A group who interact primarily to share information and to make decisions to help one another perform within each member’s area of responsibility. Work Team Generates positive synergy through coordinated effort that result in improved level of performance that is greater than the sum of those individual inputs. Making earth little softer
    13. 13. Work group & work team Work groups Work Teams Share information Goal Collective performance Neutral (sometimes negative) Synergy Positive Individual Accountability Individual and Mutual Random and varied Skills Complementary Making earth little softer
    14. 14. Teams don’t just happen Making earth little softer
    15. 15. Why have teams? • Too big a job for one person • More than one head is better • Genius is rare! Working with other members is a vital part • Draw from the strength of others • Use skills and knowledge together • Sustain the enthusiasm and support Making earth little softer
    16. 16. Purpose of team The purpose of assembling a team is • To accomplish bigger goals than would be possible by working alone • To perform, get results and achieve victory Making earth little softer
    17. 17. •The power of team is greater than the individual •Good team work will produce synergy Making earth little softer
    18. 18. Success & failure Success • Have good communication skills • Handle controversy constructively • Assess and improve team effectiveness Failure • Poor communication skills • Failure to handle controversy • Failure to respect diversity of the group Making earth little softer
    19. 19. What makes a Team? •Clear & Shared Goals •Result driven structure •Competent Team members •Unified Commitment •Collaborative climate •Standards & processes •External Support & Recognition •Principled Leadership Making earth little softer
    20. 20. • Define the problem before solutioning • Have structure with defined roles • Encourage new ideas • Allow issue related conflict • An open, pleasant environment • Well planned and structured meetings • The support of superiors • Knowledgeable people from relevant domains • A clear, documented purpose Making earth little softer
    21. 21. Effective Team •Set clear & realistic goals •Establish ground rules •Respect “Process” •Encourage full participation •Agree on a decision-making strategy •Collaborate •Challenge •Document Making earth little softer
    22. 22. Effective Team • Contribute ideas and solutions • Recognize and respect differences in others • Value the ideas and contributions of others (Make it a joy to meet and solve issues). • Listen and share information • Ask questions and get clarification • Participate fully and keep commitments • Be flexible and respect the partnership created by a team, strive for the "win-win" • Have fun and care about the team • Passion about the outcomes • Celebrate success Making earth little softer
    23. 23. Effective Team • Context: Factors that determine whether teams are successful • Adequate resources - timely information, proper equipment, adequate staffing, encouragement, and administrative assistance • Leadership and structure - empower team by delegating responsibility • Climate of trust – members trust each other and their leaders • Performance evaluation & reward - group based appraisal, profit/gain sharing, group incentive, etc. that reinforce team effort and commitment Making earth little softer
    24. 24. Effective Team • Common purpose • Specific goals • Team Processes • Team efficacy / influences • Conflict levels • Social loafing / popular • Team Composition • Abilities of members • Personality of members & Diversity of members • Allocation of roles • Size of teams • Member preferences Making earth little softer
    25. 25. Creating Effective Teams • Work Design • Enhances sense of responsibility and ownership of the members & team towards goal • Freedom and autonomy • Skill variety • Task identity • Task significance Making earth little softer
    26. 26. Creating Effective Teams Work Design Process • Autonomy • Common Purpose • Skill variety Team • Specific goals Effectiveness • Team Efficacy • Task identity • Task significance • Conflict • Social Loafing Composition • Ability - Personality • Roles and diversity • Size • Flexibility • Preference for Teamwork Context • Adequate Resources • Leadership • Performance Evaluation & rewards Making earth little softer
    27. 27. Team Effectiveness Setting Team Goals and Priorities Team Training Selecting Team Members Team Compensation Making earth little softer
    28. 28. • First step is to get to know each other • Maintain dialogue to understand more Understanding • What is common in nature • Differences • Methodologies of individuals Making earth little softer
    29. 29. Species of Teams Making earth little softer
    30. 30. Teamwork • Teamwork is a make or break situation. Either you help make it or the lack of it will break you. – Kris A. Hiatt Benefits • Members work to establish an effective team • Members accept role • Meetings are structured • Record keeping enhances your work • Each member uses their own and others skills • Differences are welcomed and used Making earth little softer
    31. 31. Elements of Teamwork Collaboration : • Communicate and share ideas • Have a feeling of respect for everyone’s contribution Conflict Resolution : • Leaving room for everyone’s contributions • Developing the ability to listen to all ideas • Creating a method of consensus to develop a solution the team can agree • Roles and Responsibilities : • Responsibilities are distributed fairly among the group members • Each member is assigned a part of the task based on is role within the group and his level of expertise Making earth little softer
    32. 32. Elements of Teamwork •Differing Points of View •Good team creates solutions using different perspectives of the members •It helps to see a situation from several different angles •It creates a solution that no one individual could create on his own. Making earth little softer
    33. 33. Factors promoting teamwork Leadership •Team is supported by effective leadership •All teams benefit from one or several sources of inspiration and direction Team-Building Exercises •Team building exercises can be targeted to improve particular aspects of team performance such as communication, problem-solving or creativity Making earth little softer
    34. 34. Team Work and Business •Teams to have clear responsibilities and authority to make decisions alone •Teams to be given time to develop together into a productive unit •Well managed teams are more likely to produce the correct solution •Teams that are well supported and trusted will produce the best results Making earth little softer
    35. 35. •John C. Maxwell - The author of The 17 Indisputable Laws of Teamwork •The Law of Significance: One Is Too Small a Number to Achieve Greatness •The Law of the Big Picture: The Goal is More Important Than the Role •The Law of the Niche: All Players Have a Place Where They Add the Most Value •The Law of the Great Challenge ("Mount Everest"): As the Challenge Escalates, the Need for Teamwork Elevates Making earth little softer
    36. 36. •The Law of the Chain: The Strength of the Team Is Impacted by Its Weakest Link •The Law of the Catalyst: Winning Teams Have Players Who Make Things Happen •The Law of the Vision ("Compass"): Vision Gives Team Members Direction and Confidence •The Law of the Bad Apple: Rotten Attitudes Ruin a Team •The Law of Countability: Teammates Must Be Able to Count on Each Other When It Counts Making earth little softer
    37. 37. •The Law of the Price Tag: The Team Fails to Reach Its Potential When It Fails to Pay the Price •The Law of the Scoreboard: The Team Can Make Adjustments When It Knows Where It Stands •The Law of the Bench: Great Teams Have Great Depth •The Law of Identity: Shared Values Define the Team Making earth little softer
    38. 38. •The Law of Communication: Interaction Fuels Action •The Law of High Morale: When You're Winning, Nothing Hurts •The Law of Dividends: Investing in the Team Compounds Over Time •The Law of the Edge: The Difference Between Two Equally Talented Teams Is Leadership *** Making earth little softer
    39. 39. People for Teamwork IndividualismIndividualismCollectivism Collectivism Team Team Level Level Team Team Diversity Diversity Making earth little softer
    40. 40. Working of people together as a team comes from the world of sport Making earth little softer
    41. 41. Skills For Teamwork Making earth little softer
    42. 42. Culture Of Teamwork • Communicate clear expectations • Identify the value of a teamwork culture • Teamwork is rewarded and recognized • Performance management system emphases value on teamwork Making earth little softer
    43. 43. Guideline for teamwork Group becomes a team when each member • is sure enough of himself and his contribution to praise the skills of others • Believes that thinking, planning, decisions and actions are better when done cooperatively • Creates a work culture that values collaboration • Motivates and appreciate other members Making earth little softer
    44. 44. Role of Team members Making earth little softer
    45. 45. Teamwork Making earth little softer
    46. 46. Teamwork - Example Making earth little softer
    47. 47. Teamwork Making earth little softer
    48. 48. Team Building & Team work Making earth little softer
    49. 49. Team composition Team Roles • Task specialist role - time and energy devoted to help the team to accomplish its specific goals • Socio-emotional role - time and energy devoted to support the emotional needs of team members to maintain the team as a social unit Team Size • Can range from 2 to 250 people • Maximum results achieved with about 6-7 people Making earth little softer
    50. 50. Characteristics of a Team Team Team Norms Norms Team Team Size Size Team Team Cohesiveness Cohesiveness Team Team Conflict Conflict Team Team Development Development Making earth little softer
    51. 51. Characteristics of a Team • Team Cohesiveness - extent to which team members feel attracted & attached to the team and motivated to remain part of it. • Team Norm - informal standard of conduct shared by team members that guides their behavior. • Team Conflict – an antagonistic interaction in which one party attempts to thwart the intentions or goals of another. Making earth little softer
    52. 52. Performance Team Size Size Making earth little softer
    53. 53. Team Norms • Informally agreed standards that regulate team behavior • Powerful influence on work behavior • Regulate the everyday behaviors of teams Making earth little softer
    54. 54. Team Cohesiveness • The extent to which members are attracted to the team and motivated to remain in it • Cohesive teams: • retain their members • promote cooperation • have high levels of performance • Team members to be present at team meetings • Create additional opportunities for teammates to work together • Engage in nonwork activities as a team • Make employees feel that they are part of a “special” organization Making earth little softer
    55. 55. Team Conflict • C-type Conflict • cognitive conflict • focuses on problems and issues • associated with improvements in performance • A-type Conflict • affective conflict • emotional, personal disagreements • associated with decreases in performance • Both types often occur simultaneously team team Making earth little softer
    56. 56. Characteristics of a Team A successful team would have • A clear, elevating goal • A results driven structure • Competent team members • Unified commitment • A collaborative climate • Standards of excellence • External support and recognition • Principled leadership Making earth little softer
    57. 57. Characteristics of a Team • Team Diversity • Members may bring varied perspectives based on differences in their work experiences and age, gender, and cultural backgrounds • Cross-functional team establishes one type of diversity by bringing together the expertise of members from different functions Teamwork in Small Organizations • Small companies can benefit from teamwork • In fact, small firms may function as teams • Owner-manager can cultivate the characteristics of successful teams Making earth little softer
    58. 58. Characteristics of a Team • Styles of Conflict Resolution • The Competing Style • The Avoiding Style • The Compromising Style • The Accommodating Style • The Collaborating Style • High level of independence among members • Leader has good people skills and is committed to team approach • Each member is willing to contribute • A relaxed climate for communication • Members develop a mutual trust Making earth little softer
    59. 59. Characteristics of a Team • Members understand why the team exists. • Members must know what needs to be done next. • Members know their individual roles. • Authority and decision-making lines are clear and understood. • Conflict is managed carefully. • Dealt with openly with an attitude toward a team member’s personal growth. Making earth little softer
    60. 60. Characteristics of a Team • Members feel their unique personalities are appreciated and well utilized. • Group norms for working together are set and seen as standards for every one in the groups. • Members find team meetings efficient and productive and look forward to this time together. • Members know clearly when the team has met with success and share in this equally and proudly. • Opportunities for feedback and updating skills are provided and taken advantage of by team Making earth little softer
    61. 61. Characteristics of a Team • Ability to take risk • Clarity about goals and establishes targets • The group has capacity to create new ideas • Member roles are defined • Everyone participates actively and positively • Carefully listened and receive thoughtful feedback • Willing to take risks • Focus on the ultimate goal • Teammates trusts the judgment of others • Plenty of communication • Everyone takes initiative to get things done Making earth little softer
    62. 62. Characteristics of a Team • Everyone participates actively and positively in meetings and projects. • Everyone understands team goals. • Individual members have thought hard about creative solutions to the problem. • Members carefully listen to thoughtful feedback. • Everyone takes initiative to get things done • Teammate trusts the judgment of the others. • The team is willing to take risks. Making earth little softer
    63. 63. Characteristics of a Team • Everyone is supportive of the project • Good communication between team members. • Effective decision making process • Full team acceptance is expected as decisions are made. • Dissenting opinions are recorded, and may be revisited if future situations dictate. • Team goals are given realistic time frames. • Everyone is focused on the ultimate goal of the project, while also digging into the underlying details. Making earth little softer
    64. 64. High-Performance Team • Participative leadership creating interdependence by empowering, freeing up and serving others • Shared responsibility - establishing an environment in which all team members feel responsibility as the manager for the performance team. • Aligned on purpose - having a sense of common purpose about why the team exists and the function it serves. • High communication - creating a climate of trust and open, honest communication. Making earth little softer
    65. 65. High-Performance Team • Future focused - seeing change as an opportunity for growth. • Focused on task - keeping meetings and interactions focused on results. • Creative talents - applying individual talents and creativity. • Rapid response - identifying and acting on opportunities. Making earth little softer
    66. 66. Good team players • Trust, supports other team members • Understands and committed to team objectives • Involve others in decision making • Influences others • “OWNS” problems rather then blaming them on others • Encourage and acknowledge others • Information givers and seekers • Opinion givers and seekers • Starters, Direction givers and Summarizers • Energizers and Diagnosers • Gatekeepers and Reality testers Making earth little softer
    67. 67. Bad Team players •Blockers •Attackers •Recognition Seekers •Jokers •Withdrawers Making earth little softer
    68. 68. Factors promoting Teamwork Diversity: •Good teams embrace and are constituted by a diversity of cultures, talents and personalities. Communication: •Good team is facilitated by clear and open communication. Making earth little softer
    69. 69. Advantages of Team • Productivity • Improved accuracy • Better products • More enthusiasm • Higher commitment Making earth little softer
    70. 70. Advantages of Team Customer Satisfaction Customer Satisfaction Product and Service Quality Product and Service Quality Speed and Efficiency in Product Development Speed and Efficiency in Product Development Employee Job Satisfaction Employee Job Satisfaction Decision Making Decision Making Multiple perspectives Multiple perspectives More alternate solutions More alternate solutions Commitment to decisions Commitment to decisions Making earth little softer
    71. 71. Advantages of Team • Increased awareness of the contribution and role of each member • Greater commitment because of increased participation and pride in team accomplishments • Increase in cooperative attitude • Better quality decisions because of increased member input. • Greater commitment to decision implementation. • More creative problem solving. • Improved interpersonal relationships • Improved communication in all directions • Increased efficiency in quantity and quality Making earth little softer
    72. 72. Disadvantages of Teams Initially High Employee Turnover Initially High Employee Turnover Social Loafing Social Loafing Disadvantages of Disadvantages of Group Decision Making Group Decision Making Groupthink Groupthink Minority domination Minority domination Inefficient meetings Inefficient meetings Lack of accountability Lack of accountability Making earth little softer
    73. 73. Disadvantages of Teams Factors that Encourage People to Withhold Effort in Teams • The presence of someone with expertise • The presentation of a compelling argument • Lacking confidence in one’s ability to contribute • An unimportant or meaningless decision • A dysfunctional decision-making climate Making earth little softer
    74. 74. Disadvantages of Teams • Workers must be selected to fit the team as well as requisite job skills • Few individuals are not compatible • Some members may experience less motivating jobs as part of a team • Organization may resist change • Conflict may develop between team members and other teams Making earth little softer
    75. 75. Disadvantages of Teams • Team may be time-consuming due to need for coordination and consensus • Team can stymie creativity and inhibit goo decision if “group think” becomes prevalent • Evaluation and rewards may be perceived as lees powerful • Less flexibility may be experienced in personal replacement or transfer • “Free-riding” within the team may occur Making earth little softer
    76. 76. Case Studies • Ineffective and Effective examples NO! YES! Making earth little softer
    77. 77. Self managing teams Percentage of Companies saying their Self Managing teams perform Schedule work assignments Work with outside customers Conduct training Set production goals/quotas Work with suppliers/vendors Purchase equipment/services Develop budgets Do performance appraisals Hire co-workers Fire co-workers 67% 67 59 56 44 43 39 36 33 14 Making earth little softer
    78. 78. What is a Successful Team? • It is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. • Benefits result only if the type of team created matches the task to be accomplished Making earth little softer
    79. 79. Why Team Building? • Teamwork is essential for competing in today's global arena, where individual perfection is not as desirable as a high level of collective performance. In knowledge based enterprises, teams are the norm rather than the exception. A critical feature of these team is that they have a significant degree of empowerment, or decisionmaking authority. Making earth little softer
    80. 80. Why Team Building? • An organization is engaged in team building, when in its organizational development context, embarks upon a process of self-assessment in order to gauge its own effectiveness and thereby improve performance. Desire to realize its full organizational potentials. Making earth little softer
    81. 81. When to build a Team? When to build a team? • When an organization seeks to enhance its performance and attainment of its vision and goals by getting its people to work together as team members to achieve shared objectives for the common good of its stakeholders. Making earth little softer
    82. 82. Team Building • The process of working with a team to clarify its task and how team members can work together to achieve it. • A strategy that can help groups to develop into a real team is “team building” • “Team building is a term used to describe a group problem-solving task that involves the structuring of participants’ interactions so that each depends on, and is accountable to, the other members of the group” (Gibbons, 66). Making earth little softer
    83. 83. Team Building • The selection, development, and collective motivation of result-oriented teams. • Team building is pursued via a variety of practices, such as group self-assessment and group-dynamic games • Sits within the theory and practice of organizational development. Making earth little softer
    84. 84. Team Building • What is Team Building? • Why Team Building? • When to use Team Building • Who’s in Team Building • How to implement Team Building Team building means… • Creating courteous behaviors • Improving communication • Becoming better able to perform work tasks together • Building strong relationships Making earth little softer
    85. 85. Team Building Making earth little softer
    86. 86. Types of team building • Individuals • Small teams • Team islands • Organization Making earth little softer
    87. 87. Tips for team building • Organize seminars, planning sessions and team building activities • Celebrate group successes publicly • Provide training in systematic method • Hold department meetings to review projects, progress and to coordinate shared work processes • Build fun and shared occasions into the agenda Making earth little softer
    88. 88. Benefits of team building • Improves morale and leadership skills • Clearly defines objectives and goals • Improves processes and procedures • Improves organizational productivity • Improves the ability to problem solve Making earth little softer
    89. 89. Benefits of Teambuilding • Goals and accomplishments are more realized through a team effort • A team offers both the leaders and individuals support and encouragement of one another • A team by its very nature encourages communication • Problem solving becomes far more effective because all team members can offer ideas from their own experience • Since the team works closely together and encourages communication, there is rarely a concern over conflicts Making earth little softer
    90. 90. Benefits of Teambuilding • Each member of team clearly understands the objectives and expectations of both the team and its individual members. • Within a well-built team, members are motivated and inspired to achieve goals and maintain high levels of productivity • Success within the team offers opportunity for reward and recognition on two levels, from both individual and team accomplishments • Team work encourages disciplined work habits • Team work and productivity go hand in hand Making earth little softer
    91. 91. Implement Team Building • The process of team building involves, • clarifying the goal, and building ownership across the team • identifying the inhibitors to teamwork and removing or overcoming them, or if they cannot be removed, mitigating their negative effect on the team. • To assess itself, a team seeks feedback to find out: • its current strengths as a team • its current weakness Making earth little softer
    92. 92. Implement Team Building • To improve its current performance, a team uses the feedback from the team assessment in order to: • To identify any gap between the desired state and the actual state • To design a gap-closure strategy Making earth little softer
    93. 93. Team Motivation Associate with “HUMAN BEHAVOIR” “MEANING” State of mind that “MOVES” to “ACTION” Making earth little softer
    94. 94. Team Motivation Making earth little softer
    95. 95. Key actions in Team Building • Setting and maintaining the teams objectives and standards • Involving the team as a whole in the achievement of objectives • Maintaining the unity of the team • Communicating efficiently with the team • Consulting the team – members before taking any decisions Making earth little softer
    96. 96. Stages of Team Building Making earth little softer
    97. 97. Stages of Team Building Making earth little softer
    98. 98. Team Performance Stages of Team Building Performing Norming De-Norming De-Storming Storming De-Forming Forming Time Making earth little softer
    99. 99. Stages of Team Building • Stage I: Forming - Provide clear direction to establish the team’s purpose, setting goals, etc., • When a group is just learning to deal with each other, less work gets accomplished • Stage II: Storming – Provide strong, hands-on leadership to keep people talking and taskfocused • Stressful negotiation of the terms while team works together; a trial by fire. Making earth little softer
    100. 100. Stages of Team Building • Stage III: Norming – Codes of behaviour becomes established and an identifiable group culture emerges. People begin to enjoy each other’s company and appreciate each other’s contributions • Roles are accepted, team feeling develops, and information is freely shared • Stage IV: Performing – Teams that reach this stage achieve results easily and enjoyably. People work together well and can improve systems, solve problems and provide excellent customer service. Making earth little softer
    101. 101. Stages of Team Building • Performing: When optimal levels are finally realized in productivity, quality, decision making, allocation of resources, and interpersonal interdependence. • Stage V: Adjourning – Temporary project team reaches this stage; celebrate their team’s achievements. Making earth little softer
    102. 102. Forming • Stage 1: Form - The Team Forms but the team • has difficulty communicating • can’t identify high level issues • complains – a lot Making earth little softer
    103. 103. Forming Team Forms and the Team Lead MUST provide •opportunity and guidance •support •purpose and direction •Facilitation Stage 1 Lessons Learned •Politics is not your friend •Choose the brightest and the best •Choose skill sets •Choose informed decision makers Making earth little softer
    104. 104. Forming • Group members learn about each other and the task at hand. Indicators of this stage might include: Unclear objectives, Un-involvement, Uncommitted members, Confusion, Low morale, Hidden feelings, Poor listening, etc. • Members come together and lay foundation for the team • Excitement • Anxiety • Dependence • Uncertainties Making earth little softer
    105. 105. Tuckman Model - Forming Team gets acquainted •Introductions •Shared experiences •Personal Interests •Personal histories Team defines the goal •Outcomes •Explanation of goals •Tasks to be done •Resources and support •Times lines •Frequency of meetings Members are flexible, agreeable, but untrusting and careful about what they say. No procedures for working together. Making earth little softer
    106. 106. Storming • All the elements present for “The Perfect Storm” Team members will experience: • frustration • resistance • Conflict The storm converges and with it • arguing • competition • pecking order • shut down Making earth little softer
    107. 107. Storming • The Storm rages and the team leader • resolves issues of power • guides discussion and agreements • encourages self-direction • is an equal opportunity manager Members realize the amount of “COMPLICATED WORK” • Power • Conflict • Control • Panic • Frustration Making earth little softer
    108. 108. Storming – Lessons learnt •Storms are temporary •Every group will want it their way •Necessary is a relative term •Have open access to the keeper of the storm •Progress is never smooth •Expect and prepare for disruption. •Expect road blocks. •Be prepared for failed attempts. •Don’t change to much to quickly. Making earth little softer
    109. 109. Tuckman Model - Storming Team experiences conflict • Team purpose • Team leadership • Task assignments • Team operations Storming characteristics • Communication becomes more honest. • More frequent disagreements • People differentiate their personal needs from those of the team. • Morale dips as people think the team will never “get it together. Making earth little softer
    110. 110. Storming •Negativity - Continual criticism of team activities. •Dissatisfaction with anything and everything. •Can lead to negativity and other problems. •Hostility can take form of a person being aggressive, argumentative, even threatening. •Crisis Mode •Team operating style where anything and everything is a crisis. •Team must come together and honestly confront the issues. •Discussing the Ideas & Common activity •Thankfully, storming mode is temporary. Making earth little softer
    111. 111. Storming • As group members continue to work, they will engage each other in arguments about the structure of the group which often are significantly emotional and illustrate a struggle for status in the group. • These activities mark the storming phase: Lack of cohesion, Subjectivity, Hidden agendas, Conflicts, Confrontation, Volatility, Resentment, anger, Inconsistency, Failure. Making earth little softer
    112. 112. Norming • The storm subsides, the calm sets in, and team members: • reconcile competing loyalties • accept the team and the members’ individuality • replace competition with cooperation • The team lead should capitalize on the spirit of cooperation and: • use available skills, experience, and knowledge • acknowledge mutual respect • guide team members to effectively handle conflict Making earth little softer
    113. 113. Norming • People get used to working with one another • Sharing of responsibilities • Confidence building • Developing trust • Respect among members Making earth little softer
    114. 114. Norming •Group has overcome differences and agreed on how it will operate. •Team rules and norms established: •How can the team exceed the “standard” level of quality ? •What role each person is expected to play. •How group leadership will be addressed. •What types of communication will be used ? •What are the rules of communication ? •How often the group will meet. •“Stage represent the normal way the team will work.” Making earth little softer
    115. 115. Norming • Group members establish implicit or explicit rules about how they will achieve their goal. They address the types of communication that will or will not help with the task. • Indicators include: • Questioning performance, Reviewing/clarifying objectives, Changing/confirming roles, Opening risky issues, Assertiveness, Listening, Testing new ground, Identifying strengths and weaknesses. Making earth little softer
    116. 116. Performing •The team is an effective cohesive unit that others’ strengths •acknowledges weaknesses •accepts necessary change •works through problems The team lead MUST motivate the team by •managing change •marketing the team and its product •monitoring work progress •celebrating achievements and Making earth little softer
    117. 117. Performing • Lessons Learned • Nothing lasts forever • Disbanding the team • Decide who to keep • Establish standing committees • Members are comfortable with each other and everyone is “reading from the same page” • Continuous accomplishment • Maintaining the momentum Making earth little softer
    118. 118. Performing •Working toward the goal the team has established. (effective, efficient, healthy) •Team has established its goals and rules. •Team has developed a way to approach and resolve conflict. •Team can identify and solve problems outside the group. •Everybody knows their role, what is expected of them and the quality of work that must be done. •Communication is free and effective. •“Not all teams reach this stage, but success is still possible.” Making earth little softer
    119. 119. Performing • Groups reach a conclusion and implement the conclusion. • Indicators include: • Creativity, Initiative, Flexibility, Open relationships, Pride, Concern for people, Learning, Confidence, High morale, Success, etc. Making earth little softer
    120. 120. Adjourning • As the group project ends, the group disbands in the adjournment phase. • This phase was added when Tuckman and Jensen's updated their original review of the literature in 1977. Making earth little softer
    121. 121. Building Successful Teams • Lessons Learned • Teamwork is a roller coaster • Be prepared to replace • team members • Encourage in the valleys. • Celebrate the victories. • Expect each stage to cycle as the project changes. Making earth little softer
    122. 122. Building Successful Teams •Team members: •like to feel special, so sincerely compliment them •want assurance, so show them strength •desire direction, so navigate for them •are selfish, so speak their needs first •get low emotionally, so encourage them •want success, so help them win Making earth little softer
    123. 123. SCORE •Strategy •Clear Roles and Responsibility •Open Communication •Rapid Response •Effective Leadership Making earth little softer
    124. 124. Successful performance Strategy: • Shared purpose • Clearly articulated values and ground rules • Understanding of risks and opportunities facing the team • Clear categorization of the overall responsibilities of the team Clear Roles and Responsibilities: • Clear definition of roles and responsibilities • Responsibility shared by all members • Specific objectives to measure individual results Making earth little softer
    125. 125. •Open communication: •Respect for individual differences •Open communication environment •Rapid response: •Rapid response to the team’s problems •Effective management to change in the internal and external environment •Effective Leadership: •Team leader who is able to help members achieve the objective and build the team •Team leader who can draw out and free up the skills of all team members, develop individuals Making earth little softer
    126. 126. Secrets Of Successful Teams • Communication • Excellence • Followership • Understanding rules • Strengths & weaknesses • Fun • Common goal and vision • Appreciation Making earth little softer
    127. 127. Successful Team’s Checklist • Is there communication between stakeholders? • Is your team committed to excellence? • Do team members know to follow guidelines? • Does everyone know their specific role? • Do the individuals regularly operate out of their strengths as opposed to their weaknesses? • Does our team take a break from time to time to just have fun together? • Do we understand our common goals and vision? Can we all state it (them)? • Is there a sense of and communication of genuine appreciation among my team? Making earth little softer
    128. 128. Motivate Team Performance • Teams have a high degree of autonomy • Teams are empowered with control resources • Teams need for structural accommodation • Teams need bureaucratic immunity Making earth little softer
    129. 129. Problems 1. Confusion about new roles 1. Confusion about new roles 2. Feeling they’ve lost control 2. Feeling they’ve lost control 3. Not knowing what it means to coach or empower 3. Not knowing what it means to coach or empower 4. Having doubts about whether team concept will work 4. Having doubts about whether team concept will work 5. Uncertainty about dealing with employees’ doubts 5. Uncertainty about dealing with employees’ doubts 6. Confusion about when team is ready for more responsibility 6. Confusion about when team is ready for more responsibility . Confusion about how to share responsibility & accountability 7. Confusion about how to share responsibility & accountability 8. Concern about promotional opportunities 8. Concern about promotional opportunities 9. Uncertainty about the strategic aspects of leader’s role 9. Uncertainty about the strategic aspects of leader’s role 10. Not knowing where to turn for help with team problems 10. Not knowing where to turn for help with team problems Making earth little softer
    130. 130. Who’s in Team Building Every member of the Organization Making earth little softer
    131. 131. BUILDING by LEADING Making earth little softer
    132. 132. Definition of Leadership Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes. Making earth little softer
    133. 133. Types of Leadership •Centralized Leadership Leaders usually •Participate early and often •Demonstrate competence •Don’t push too hard •Provide a solution in time of crisis •Self-Directed Work Teams •Members usually •Have technical or functional expertise •Have problem-solving and decision making skills •Have good interpersonal skills Making earth little softer
    134. 134. Leader versus Leadership • Leader development focuses on the development of the leader, such as the personal attributes desired in a leader, desired ways of behaving, ways of thinking or feeling. • Leadership development focuses on the development of leadership as a process. This includes the interpersonal relationships, social influence process, and the team dynamics between the leader and members, the contextual factors surrounding the team such as the perception of the organizational climate and the social network linkages , etc. Making earth little softer
    135. 135. Leadership for team success • Group dynamics are partly a product of leader style • Empowerment is a key issue in leadership (eg. self-managed teams) Leaders need: • “people skills” – versatility, pyramid learning, feedback • “character skills” – charisma, integrity, altruism • “thinking skills” – problem-solving, fostering linkages, assisting in ,evolution and change • “action skills” – decision-making, initiating activities Making earth little softer
    136. 136. BUILDING by INFLUENCING Making earth little softer
    137. 137. Building by Influencing Personal Power (Influence) is more effective than Positional Power Making earth little softer
    138. 138. BUILDING by CREATING INTERDEPENDENCY Making earth little softer
    139. 139. Creating inter-dependency • Dependency • Independence • Inter-dependency Making earth little softer
    140. 140. Continuous learning • Learn • Un-learn • Re-learn Making earth little softer
    141. 141. Team Learning • ...the process of aligning and developing the capacity of a team to create the results its members truly desire. .......Peter Senge Making earth little softer
    142. 142. Dialogue for Team Learning • Three conditions that are necessary for dialogue to occur: • All participants must "suspend their assumptions;" • All participants must "regard one another as colleagues;" • There must be a facilitator (at least until teams develop these skills) "who holds the context of the dialogue Making earth little softer
    143. 143. Building by empowering Making earth little softer
    144. 144. Building by Empowering Understanding people’s needs & aspirations and entrusting them to do the right job enables people to be more effective. Making earth little softer
    145. 145. Building by Communicating Most of the causes of organizational breakdowns are the result of ineffective and bad communication Making earth little softer
    146. 146. Embracing Diversity • View diversity as strength • Diversity offers variety • Diversity offers flexibility Making earth little softer
    147. 147. BUILDING by CHANGING Making earth little softer
    148. 148. Building by Changing Change or Perish! The only certainty in this uncertain globalized world is CHANGE! Making earth little softer
    149. 149. BUILDING with F.U.N. Making earth little softer
    150. 150. Building with F.U.N. Making earth little softer
    151. 151. BUILDING with ACTION Making earth little softer
    152. 152. Building with Action • Success in all endeavours is the result of great ideas backed by action! • Nothing happens until we act! Making earth little softer
    153. 153. Helpful Team Behaviour • Keeping the peace • Being a friend • Being enthusiastic • Giving opinions • Generating ideas • Initiating • Solving problems logically • Relieving tension with humour • Seeking approval • Encouraging others Making earth little softer
    154. 154. GEMS quote “Coming together is a beginning Keeping together is progress; and Working together is success” Making earth little softer
    155. 155. Build Trust • Objective: • Make personal connection to other team members • Understand how personal experiences shape individual responses and behaviors • Appreciate the diversity in personality and decision styles • Learn about the personal goals and values that others bring to the team • Identify areas that will cause conflicts in team Making earth little softer
    156. 156. Inclusion • Everyone wants to believe they are part of a solution. • Make them part of your team • Results in fewer complaints • Team members will work harder • Members won’t take individual credit • Members will defend your vision against others Making earth little softer
    157. 157. Why Teams become popular • Teams typically outperform individuals. • Teams use employee talents better. • Teams are more flexible and responsive to changes in the environment. • Teams facilitate employee involvement. • Teams are an effective way to democratize an organization and increase motivation. Making earth little softer
    158. 158. Individuals Team Players • The Challenges • Overcoming individual resistance • Countering the influence of individualistic cultures • Introducing teams in an organization that has historically valued individual achievement. • Shaping Team Players • Select employees who can fulfill their team roles. • Training employees to become team players. • Reworking the reward system to encourage cooperative efforts while continuing to recognize Making earth little softer
    159. 159. Teams & Quality Management • Team Effectiveness and Quality Management Requires That Teams: • Are small enough to be efficient and effective. • Are properly trained in required skills. • Allocated enough time to work on problems. • Are given authority to resolve problems and take corrective action. • Have a designated “champion” to call on when needed. Making earth little softer
    160. 160. Beware • Teams are not always the answer • Three tests to see if a team fits the situation: • Is the work complex and is there a need for different perspectives? • Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals? • Are members of the group involved in interdependent tasks? Making earth little softer
    161. 161. Dysfunctional Teams • You cannot easily describe the team’s mission • The meetings are formal, stuffy, or tense • There is much participation but little accomplishment • There is talk but not much communication • Disagreements are aired in private after the meeting • Decisions are made by the formal leader with little meaningful involvement by others Making earth little softer
    162. 162. Dysfunctional Teams • Members are not open with each other because trust is low • There is confusion or disagreement about roles or work assignments • People in other parts of the organization who are critical to the team’s success are uncooperative • The team is overloaded with people who have the same team-player style Making earth little softer
    163. 163. Be The Best Possible •The Quality Of Your Work •It is a Measure of The Quality Of Yourself! Making earth little softer
    164. 164. When to Use Teams Use teams when… •The job can’t be done unless people work together Don’t use teams when… •There is no clear purpose •The job can be done •Team-based rewards independently are possible Only individual-based •Ample resources exist rewards exist •Resources are scarce •Teams have authority •Management controls Making earth little softer
    165. 165. Autonomy, Key Dimension SelfSelfdesigning designing SelfTeams SelfTeams Semi- managing Semi- managing autonomous Teams autonomous Teams Work Work Employee Employee Groups Involvement Groups Involvement Traditional Teams Traditional Teams Work Work Groups Groups Autonomy Making earth little softer
    166. 166. Special Kinds of Teams Cross Cross Functional Functional Teams Teams Virtual Virtual Teams Teams Project Project Teams Teams Making earth little softer
    167. 167. Cross-Functional Teams • Employees from different functional areas • Attack problems from multiple perspectives • Generate more ideas and alternative solutions • Often used in conjunction with matrix and product organizational structures Making earth little softer
    168. 168. Virtual Teams Tips for Managing Successful Virtual Teams Making earth little softer
    169. 169. Project Teams • Created to complete specific, one-time projects within a limited time • Often used to develop new products, improve existing products, roll out new information systems, or build new factories/offices • Can reduce or eliminate communication barriers, and speed up the design process • Promote flexibility Making earth little softer
    170. 170. Managing Work Teams • After reading these sections, you should be able to: • To understand the general characteristics of work teams. • To explain how to enhance work team effectiveness. Making earth little softer
    171. 171. To have a good fight • Work with more, rather than less, information • Develop multiple alternatives to enrich debate • Establish common goals • Inject humor into the workplace • Maintain a balance of power • Resolve issues without forcing a consensus Making earth little softer
    172. 172. How do Teams Work Best? • Teams succeed when members have: • commitment to common objectives; • defined roles and responsibilities; • effective decision systems, communication and work procedures; and, • good personal relationships. Making earth little softer
    173. 173. Team Goals and Priorities • Team goals enhance team performance • Goals clarify team priorities • Challenging team goals help team members to regulate effort Making earth little softer
    174. 174. Team Training Interpersonal Skills Interpersonal Skills Decision Making Decision Making and Problem Solving and Problem Solving Conflict Conflict Technical Training Technical Training Training for Training for Team Leaders Team Leaders Making earth little softer
    175. 175. Compensation & Recognition • The level of reward must match the level of performance • Three methods of compensating team participants: • skill-based pay • gainsharing • nonfinancial rewards Making earth little softer
    176. 176. Compensation & Recognition Making earth little softer
    177. 177. Assess Your Team-sense • Which word/phrase defines a team appropriately? • A group of people - Synergy • Sharing one aim • Co-operation • Flexibility • Working together, Reporting to one boss • Serving one customer most Making earth little softer
    178. 178. Outcomes • Happier & More effective people • A more committed and cohesive organization • Attainment of meaningful shared goals made easier • A stronger organizational culture • A stronger & better organization Making earth little softer
    179. 179. The best way to deal with controversy is to learn how to handle it. Making earth little softer
    180. 180. Learn to understand your own and others’ controversy behaviors Making earth little softer
    181. 181. Respect team member’s diversity Making earth little softer
    182. 182. Handling Controversy • Avoid controversy completely • Withdraw from participation • Create stalemates • Destroy team with dissention Making earth little softer
    183. 183. Handling Controversy • Use landmines: Surfacing problems to discuss potential problems • Deal with it in a timely manner • When it’s done – it’s done. • Ensure member equality by agreeing on a Code of Conduct and monitoring the team’s behavior • Respect team member’s diversity • Learn to understand your own and others’ controversy behaviors • Identify and deal with controversial issues Making earth little softer
    184. 184. Acknowledge and deal with controversial issues Making earth little softer
    185. 185. Ensure member equality by agreeing on a Code of Conduct and monitoring the team’s behavior Making earth little softer
    186. 186. R’s of Conflict Management Reframe • Think through the problem and develop a win/win solution • Consider how it can be productive • Commit to behaving responsibly Recognize • Core issues (contextual, relationship, person) • Your emotional response Making earth little softer
    187. 187. R’s of Conflict Management Respond • Be proactive • Anticipate and prepare • Be sincere • Set the tone • Seek to understand first • Accept responsibility for your behavior and emotions Reflect • Analyze what happened • Consider what did/did not work • Decode what to do differently the next time Making earth little softer
    188. 188. Responses to Controversy • Supportive – tries to understand where others are “coming from.” Encourages and shows respect for others. Expresses appreciation and interest • Constructive – seeks to clarify differences between ideas. Contributes information and opinions to the discussion. Seeks best solutions to problems. Making earth little softer
    189. 189. Responses to Controversy • Aggressive – cannot tolerate ideas different from own. Views a discussion as a contest of wills or a measure of power. Refuses to compromise. • Defensive – does not readily share opinions and ideas. Becomes upset and angry when someone disagrees with him or her. Tends to dislike and sometimes insults those who disagree. Making earth little softer
    190. 190. Creating Winning Teams Organize for Task Measure Provide Constructive Feedback Practice Agree on Team Process Correct Reflect Practice Dialog Skills Build Trust Agree on Rules of Behavior Making earth little softer
    191. 191. • Building good teams is so important because it means building a successful business • Best teams reach the best result • Teams are preferable when the combined expertise and skill is much greater than that of an individual • Along with immense advantages, teams have few disadvantages too Making earth little softer
    192. 192. Final Thoughts Making earth little softer
    193. 193. Thank You Making earth little softer
    194. 194. Teamwork • Team - A group of employees who are committed to a common purpose, approach, and set of performance goals • Teamwork - cooperative effort by a group of workers acting together for a common cause. • Work team - relatively permanent group of employees with complementary skills who perform the day-to-day work of organizations. • Problem Solving Teams - temporary combination of workers who gather to solve a specific problem and then disband. Making earth little softer