Team Building


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Charlotte Leggatt workshop

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Team Building

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