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Team Building

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Charlotte Leggatt workshop

Charlotte Leggatt workshop

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  • 1. Team Building Charlotte Leggatt MDN Facilitator Practice Manager
  • 2. Objectives
    • Understand what a team is
    • Understand what aids and prevents good teamwork
    • Understand the important of team work
    • Understand the cycle of teams
    • Group Dynamics
    • Any others?
  • 3. Thinking about teams
    • What do you understand by the word team?
    • Or how would you describe a team?
  • 4. What is a team?
    • A team is a collection of individuals who join together to achieve a common goal. By working together, the members achieve synergy; that is the team performs more effectively than the sum total of the individual members contributions.
  • 5. What is a team
    • A common goal or aim
    • A clear structure, often including a recognised leader
    • An agreed way of working
    • An understanding of each others roles
    • Support each other
    • Recognised stages of development
  • 6. Benefits of working as a team
    • How many benefits of teamworking can you identify?
    • If your team (or a team you have worked in previously) is not functioning effectively you may not be enjoying a benefit but still list the benefits and aspire to them
  • 7. Benefits
    • Each member contributes and shares knowledge and skills
    • Teamwork allows division of labour
    • People know who to approach in the team
    • People cannot play one member off against another
    • Communication is improved
    • Opportunities for learning together and enhances mutual esteem
  • 8. Short comings
    • Think about a team you have worked in which has not worked well?
    • Why was that?
    • What went wrong?
  • 9. Shortcomings
    • Individuals not recognising others perspectives (all different, all bring different qualities) – clashes of personality
    • The battle for power! Sharing or surrendering authority
    • Divided loyalties
    • Poor communication
    • Is the team complete? Absences
    • It takes time to set up and function
  • 10. Team Formation and Stages
    • Forming
    • Storming
    • Norming
    • Performing
    • Mourning
    • A normal cycle of team formation
  • 11. FORMING
    • The Team FORMS as a new person joins.
    • Everyone works out their role
    • Everyone gets to know their job
  • 12. STORMING
    • A very rocky period
    • Some teams do not survive this
    • Each individual works out their role within the team
  • 13. NORMING
    • Individuals discover the way things are done
    • What is and what is not acceptable
  • 14. PERFORMING
    • Only once individuals are settled can the group become a team
    • The work gets done
    • There are good results
    • There is a shared purpose
    • There is job satisfaction
    • The team begins to perform
  • 15. MOURNING
    • When someone leaves the team is no longer a team
    • This can be sad
    • The group reverts to stage 1 – FORMING
    • This will happen whether or not the team member is replaced
    • The cycle returns to the beginning
    • High staff turnover makes team development difficult
  • 16. Communication
    • How do individuals in your team express their concerns?
    • Inform other of what is happening?
    • Provide good or bad news?
    • How do you get to hear about things?
  • 17. Poor Communication
    • Can prevent teams working effectively
    • Can lead to isolation
    • Jealousy of position and fear
    • Establishing power basis by holding into information
  • 18. Aids To Useful Teamwork
    • A good leader who inspires others but who also respects others and their opinions
    • Regularly re-focus on the common goal
    • Equality – is each person part of the team?
    • No one person’s contribution should be seen as less worthy than anyone elses
  • 19. Conflict
    • Recognise that it does and will happen
    • We all have different perspectives
    • Ignore it at you peril!!!!
    • Can conflict be a good thing? Yes, yes…..because conflict brings challenges, challenges bring change.
    • Learn how to give and take feedback
  • 20. Group Dynamics
    • Within teams people tend to occupy particular roles
    • Behavioural scientists have classified these – Meredith Belbin is the most well known
    • Some people are natural leaders, others are followers, some keen to generate ideas, others good at finishing tasks
  • 21. Group Dynamics
    • Best teams contain a mix of team types and are not dominated by one particular type
    • Remember the perspectives pictures – we are all different and come from a variety of different backgrounds with different viewpoints
    • Different is good = each role is equally important to a team
  • 22. Belbins
    • Individually complete the belbins self perception inventory
    • This should take about 15 minutes – do not analyse the questions too deeply – go on your gut instinct
    • There is not right or wrong answer – only the aswer that fits you.
  • 23. Team Roles Implementer Co-ordinator Shaper Plant Resource Investigator Monitor/Evaluator Team Worker Completer/Finisher
  • 24. Where could your team improve?
    • Undertake a SWOT analysis of your team
    • Strengths
    • Weaknesses
    • Opportunities
    • Threats
  • 25. Training for teams
    • Training is vital. Training as a team and training as individuals in skills and knowledge bases can make the difference between a team that merely gets there and a team that succeeds with style.
    • Look at your SWOT – where could things be improved by training? Or grasping an opportunity? Or staving off a threat?
  • 26. In summary
    • Teams are made and not born
    • Teams need a common goal
    • Teams need a leader
    • Individuals are “individual”
    • Individuals make up teams
    • Each individual has their own skills = each is equal in the team
  • 27. Your contribution
    • Do you believe in the goal – if you don’t share in the goal are you in the right job?
    • Responsibility is jointly shared by the team, not harboured by a few individuals
    • Be prepared to give up autonomy
    • Share information and skills – be prepared to give up individual power basis.