Week 1 Working in a Team Environment.pptx

Carpentry Class
Sir Leo Niño G. Dulce
College of Our Lady of Mercy of Pulilan Foundation Inc.

Do you have advanced knowledge
or experience in Carpentry?

What is a Team?
ATeam is a group of people working
together to achieve common objectives and
willing to forego individual autonomy to
the extent necessary to achieve those
objectives.

• The smallest team consists of 2 people and the
upper limit can be to the size of the
organization.
• The whole organization can work as a team if
its members develop a common style of
working i.e., constructive and cooperative.

• This is normally described as teamwork.An organization is viewed as a
network of teams, temporary and permanent.
• For a team to achieve it’s common objectives, its members should
share its objectives and be identified wholeheartedly with them.
• By joining a team, the individual member “signs on” the team’s
objectives, he enters into a contract as a condition of becoming a
member of the team
• Ateam member is willing to forego personal autonomy to the extent
necessary to achieve common objectives, by joining a team one has to limit
his freedom to do as he likes.

There cannot be a team without a leader who has
ultimate responsibility for deciding the degree to
which autonomy of the team member has to be
constrained.

He has to exercise his responsibility in a way that it does
not erode the commitment of the team members. He
needs to establish the constraints through a consultation
process of problem solving and negotiations.

Skills needed for teamwork
• Listening- it is important to listen to other people's ideas. When people are allowed to freely express their
ideas, these initial ideas will produce other ideas.
• Questioning - it is important to ask questions, interact, and discuss the objectives of the team.
• Persuading - individuals are encouraged to exchange, defend, and then to ultimately rethink their ideas.
• Respecting - it is important to treat others with respect and to support their ideas.
• Helping - it is crucial to help one's co-workers, which is the general theme of teamwork.
• Sharing - it is important to share with the team to create an environment of teamwork.
• Participating - all members of the team are encouraged to participate in the team.
• Communication - For a team to work effectively it is essential team members acquire communication
skills and use effective communication channels between one another e.g. using email, viral
communcation, group meetings and so on. This will enable team members of the group to work together
and achieve the teams purpose and goals.

Different roles of a team:
Coordinator
• This person will have a clear view of the team objectives and will be
skilled at inviting the contribution of team members in achieving
these, rather than just pushing his or her own view.
• The coordinator (or chairperson) is self disciplined and applies this
discipline to the team. They are confident and mature, and will
summarize the view of the group and will be prepared to take a
decision on the basis of this.

Shaper
• The shaper is full of drive to make things happen and get things
going.
• In doing this they are quite happy to push their own views forward,
do not mind being challenged and are always ready to challenge
others.
• The shaper looks for the pattern in discussions and tries to pull things
together into something feasible which the team can then get to work
on.

Plant
• This member is the one who is most likely to come out with original ideas and
challenge the traditional way of thinking about things.
• Sometimes they become so imaginative and creative that the team cannot see
the relevance of what they are saying.
• However, without the plant to scatter the seeds of new ideas the team will
often find it difficult to make any headway.
• The plant’s strength is in providing major new insights and ideas for changes
in direction and not in contributing to the detail of what needs to be done.

Resource investigator
• The resource investigator is the group member with the
strongest contacts and networks, and is excellent at
bringing in information and support from the outside.
• This member can be very enthusiastic in pursuit of the
team’s goals, but cannot always sustain this enthusiasm.

Implementer
• The individual who is a company work is well organized and
effective at turning big ideas into manageable tasks and plans
that can be achieved.
• Such individuals are both logical and disciplined in their
approach.
• They are hardworking and methodical but may have some
difficulty being flexible.

Team worker
• The team worker is the one who is most aware of the
others in the team, their needs and their concerns.
• They are sensitive and supportive of other people’s
efforts, and try to promote harmony and reduce conflict.
• Team workers are particularly important when the team is
experiencing a stressful or difficult period.

Completer
• As the title suggests, the completer is the one who drives the
deadlines and makes sure they are achieved.
• The completer usually communicates a sense of urgency which
galvanises other team members into action.
• They are conscientious and effective at checking the details,
which is a vital contribution, but sometimes get ‘bogged down’
in them.

Monitor evaluator
• The monitor evaluator is good at seeing all the options.
• They have a strategic perspective and can judge
situations accurately.
• The monitor evaluator can be overcritical and is not
usually good at inspiring and encouraging others.

Specialist
• This person provides specialist skills and
knowledge and has a dedicated and single-minded
approach.
• They can adopt a very narrow perspective and
sometimes fail to see the whole picture.

Finisher
• Aperson who sticks to deadline and likes to get on
with things, Will probably be irritated by the more
relaxed member of the team.

Team Roles and
Responsibilities

• It is important that each member of a team to not only be an active
participant in the team, but also to be certain that all other team
members are contributing members of the team.
• There are many ways in which members of a team can contribute.
Some may lead with key concepts; others may supply key details;
while others may assist in sharpening or further development of
certain details or concepts.

Team membersmust agree to:
•Be enthusiastic and committed to the team's purpose.
•Be honest and keep any confidential information behind closed doors.
•Share the responsibility to rotate through other team roles like facilitator, recorder,
and timekeeper.
•Share knowledge and expertise and not withhold information.
•Ask questions, even seemingly "dumb" ones. Often the new perspective of
"inexperienced" team members can provide insight.
•Fulfill duties in between meetings.
•Respect the opinions and positions of others on the team, even if the person has an
opposing view or different opinion.

Individual Responsibilities Group Control or Override
Executive
Sponsor
1. Defines the team's Charter
approved by a Strategy Council
which controls/supports cross-
functional teams.
2. Recruits the team's
Coordinator.
3. Recommends potential
members for the team.
4. Requests budget of time from
managers of potential team
members.
5. Decides who should be
invited to the initial/kick-off
meeting.
1. Decide who
should be invited
to subsequent
meetings.
2. Request
specific
meetings which
Sponsor should
attend or not
attend.

Executive
Sponsor
6. Introduces team
members to each other.
7. Explains to the team the
need for their
contributions and how
their work fits within the
organization as a whole.
8. Reports the progress of
the team to a Strategy
Council.
9. Resolves conflicts the
team has with other
groups.
10. Clarify whether
different people carry
different "weight" in

Coordinat
or
/Chairp
erson
/Leader
1. Recruits members to join
the team.
2. Greets team members as
they arrive.
3. Calls the meeting to
order at the appointed
start time.
4. During the meeting,
controls the order of
events.
5. Proposes Agenda topics
and how much time
should be devoted to
each topic.
1. Agree on how
much
time to spend on
each
topic.

Individual Responsibilities Group Control or
Override
Coordinat
or
/Chairp
erson
/Leader
6. Concludes the meeting at the
appointed ending
time.
7. Clarifies the method for making
decisions (consensus, voice vote,
anonymous ballots, etc.) before
discussions begin.
8. Creates and maintains team
Project Plans (e.g., flow charts).
9. Anticipates, seeks, and
reserves support
services needed by the team.
10. Arranges for
refreshments food,
travel, lodging, etc. for
team members.

Override
Facilitator 1. Interrupts the meeting to
remind the group about a
process concern.
2. Evaluates norms and
methods used during the
meeting.
3. Between meetings,
coaches individual team
members.
4. Mediates conflict among
individuals within the
group.
5. Collects and summarizes
anonymous
questionaires and
ballots.
1. Agree on
specific
meetings
which
Facilitator
should
attend or not
attend.

Override
Team
Members
1. Notify Coordinator about
not being able to attend a
meeting.
2. Bring individual
calendars/schedules,
distributions received,
and personal notes to the
meeting.
3. Bring name tags or name
tents when appropriate.
4. Arrive at meetings prior
to the start time.
5. Help in room setup when
needed.
1. Define what
precautions
are
needed to
maintain an
appropriate
level of
confidentiality.
2. Define rules
for
members to
follow.

Override
Team
Members
6. Turn electronics (beepers,
phones, etc.) off tone
mode during meetings.
7. Greet other members of
the team.
8. Write questions and
comments down to
participate when
appropriate.
9. Clarify concerns before
identifying solution
options.
10. Focus on creatively
addressing interests
rather than selling
specific
options/positions.

Override
Team
members
11. Clean up the room
(align chairs, discard
trash, etc.) before leaving.
12. Respect requests
for confidentiality.
13. Complete
assignments between
meetings.
14. Brief members who
are absent.

Override
Time
keeper
1. Brings a timer to meetings.
2. Room are calibrated to a
common standard. Ensures that
clocks in
the meeting.
3. Before the meeting starts,
announces "x minutes before the
meeting".
4. Says "the meeting has started"
at the appointed start of the
meeting.
5. If the meeting has not started,
says "the meeting started x
minutes ago" every 5 minutes.
1. Stop
presentation
to
"Call the
Question" --
take a vote
whether to
continue.

Override
Time
keeper
6. Communicates to
presenters how much
time is remaining (e.g.,
10 minutes, 5 minutes, 2
minutes, 1 minute, 30
seconds).
7. Interrupts group with a
"Point of Order" to
announce end of time.

Override
Scribe 1. Brings large format
papers and dry-erase
pens to meetings.
2. Puts title and date on
each sheet of paper
produced by the team.
3. Legibly writes what the
group verbalizes onto
flip-chart paper or white
board.
1. Agree on
whether items
should be written
down or not. The
term Minutes of a
meeting orginates
from the Latin
minutus, meaning
“small”, because
they are meant to
be short

Override
Scribe 4. Posts flip-chart
paper or
white-board.
5. Ensures that charts
match Notes taken by
Note taker.
6. Gives charts to
Note taker.

Override
Note taker 1. Brings blank note
paper and writing
instruments to
meetings.
2. Takes legible notes
during team meetings.
3. If necessary, types
up notes.
1. Agree on
whether
notes need to be
typed up.
2. Review notes
for
mistakes/omission
s.
3. Agree on
whether
specific entries
should
be in or out of the
notes.

Override
Librarian 1. Brings team's Archive
Binder(s) to meetings (or
arranges someone else to
bring it/them).
2. Looks up and reads
information from archives
during team meetings.

Override
Publisher 1. Sends invitations to
those invited to the
meeting.
2. Makes copies for team
before, during, and after
meetings.
3. Maintains the team's
Distribution List.
4. Procures/Provides
binders and binds papers
as needed.
1. Agree on who
should
be invited to the
meeting.
2. Agree on who is
on
the team's
Distribution List.
3. Approve who
receives
the team's
Distribution List.
4. Agree on binding
and
distribution methods
and styles.

Override
Publisher 5. Provides copies of the
team's Distribution List.
6. Ensures that
recipients
actually received
publications.
7. Brings enough extra
copies to team
meetings.

Override
Technicia
n
/Facilities
Manager
1. Brings extra bulbs and
other supplies to the
meeting.
2. Makes sure equipment
operates properly x
minutes before the start
of the meeting.
3. Monitors environmental
conditions (heat, etc.).
4. Adjusts thermostats as
needed or as anticipated.
1. Agree on what the
desired
environmental
conditions.

Override
Presenter
s
1. Bring a presentation materials
(overhead foils, flip charts, etc.)
2. Make sure equipment operates
properly x minutes before the
start
of the meeting.
3. If new, provide Coordinator
with a
statement of introduction.
4. Request adjustments to
lighting, sound levels, etc.
5. Organize information logically -
- in chunks.
1. Approve the
objectives
of the
presentation.
2. Ask
questions only
when
appropriate.
3. Provide
feedback to
Presenter(s).

Override
Presenter
s
6. Make transitions of topic
logically easy to follow.
7. Define what
important/specialized
words mean.
8. Provide concrete examples
9. Explain why -- reasons
for statements and
questions.
10. Provide written
back-up to verbally
presented information.

Describe Work as a Team
Member

• Communication is the ability to share information with people and to
understand what information and feelings are being conveyed by others.
• Communication can take on many forms including gestures, facial
expressions, signs, vocalizations (including pitch and tone), in addition
to speech and written communication.
• Trainees often show disinterest in school by avoiding eye contact or
sitting back in their chairs with their arms folded across their chests
during instruction.

• Staff members may indicate that they have time to talk but they
may show disinterest by making themselves busy to something
unimportant while you are trying to talk.
• Smiling, nodding face indicates that the listener is interested in
what we are saying and encourages us to continue.
• Communication includes a broad range of actions which help
the students work more effectively with their teachers

Effective communication is an essential
component of organizational success whether it is
at the interpersonal, intergroup, intra group,
organizational, or external levels.

If you’re a Team Member:
• Communicate, Communicate, andCommunicate- If you have a problemwith someone
in your group, talk to him about it.
• Don't Blame Others- People in your group lose respect for you if you're constantly
blamingothers for not meeting deadlines.
• Support Group Member'sIdeas- If a teammate suggests something, always consider it –
even if it's thesilliest idea you've ever heard!
• No Bragging- It's one thing to rejoice in your successes with the group, but don't act like
a superstar. Doing this will make others regret your personal successes and may create
tension within the group.

• ListenActively- Look at the person who's speaking to you, nod, ask probing questions
and acknowledge what's said by paraphrasing points that have been made.
• Get Involved- Share suggestions, ideas, solutions and proposals with your team
members.Take the time to helpyour fellowteammates, no matter the
request.

Team and Individual
• In a team, individual members tend to be highly aware of their
responsibility, whether it stems from social pressure or the fulfillment of
personal needs.
• Teams are capable of performing functions and achieving
some goals more efficiently and accurately than individuals can.
• Although there is evidence that individuals sometimes perform better than
teams, the quality of decision making is much high in teams working under
certain conditions.

To performeffectively in a teamrequires three different types of skills:
• It needs people with technical expertise
• It needs people with problem-solving and decision-making skills to be able to
identify problems, generate alternatives, evaluate those alternatives,and make
competent choices.
• Teams need people with good listening, feedback, conflict resolution, and other
interpersonal skills.

Essential Team Roles
Involvingrole- One initiates action.Ateam member may motivate others by getting them involved in an
idea or problem.
Listening role-Amember listens actively (nodding, leaning forward), expressing that he/she is really
hearing what is being said.Active listeners encourage group members to express themselves.
Supportingrole- Ateam member gives an added dimension to good ideas by their support. By
supporting and encouraging others, the team member strengthens confidence and trust.
Compromisingrole- One member gives up something for problem solving to take place. Compromising
can lead to team productivity. It is a role that is necessary for cooperation and collaboration.

Types of Group Decision-making
Decision By Lack of Response (The"Plop" Method)- The most common--and perhaps least visible--group
decision-making method is that in which someone suggests an idea and, before anyone else has said anything
about it, someone else suggests another idea, until the group eventually finds one it will act on.
Decision byAuthorityRule- Many groups start out with--or quickly set up--a power structure that
makes it clear that the chairman (or someone else in authority) will make the ultimate decision.
Decision by Minority Rule- One of the most-often-heard complaints of group members is that they feel
"railroaded" into some decision.
Decision by MajorityRule (Votingand Polling)- More familiar decision-making procedures are often taken for
granted as applying to any group situation because they reflect our political system.

What are the actual steps in a decision made by a group?
1. Identify the Problem - Tell specifically what the problem is and how you
experience it. Cite specific examples. "Own" the problem as yours -- and solicit the help of
others in solving it, rather than implying that it's someone else's problem that they ought to.
2. Clarify the Problem- This step is most important when working with a
group of people.Ask the group the following questions: Who is involved with the problem?
Who is likely to be affected? Can we get them involved in solving the problem? Who
legitimately or logically should be included in the decision?Are there others who need to be
consulted prior to a decision?

3.Analyze the Cause- Any deviation from what should be is produced by a cause or
interaction of causes.
4. SolicitAlternative SolutionsTo the Problem- This step calls for identifying as many
solutions to the problem as possible before discussing the specific advantages and
disadvantages of each.
5. Selecting One or MoreAlternatives forAction- Before selecting
specific alternatives for action, it is advisable to identify criteria the desired
solution must meet.
6. Plan for Implementation- This requires looking at the details that must
be performed by someone for a solution to be effectively activated.

7. Clarify the Contract- This is to insure that everyone clearly understands what the agreement
is that people will do to implement a solution.
8.TheAction Plan- Plans are only intellectual exercises unless they are transformed into action.
9. Provide for EvaluationAndAccountability- After the plan has been implemented and
sufficient time has elapsed for it to have an effect, the group should reconvene and discuss
evaluation and accountability. Have the agreed upon actions been carried out? Have people
done what they said they would do?

Week 1 Working in a Team Environment.pptx

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