nstp report

1. LESSON V
Team Building For Your Organization
A. Team Development
1. A youth organization is a collection of teams comprising of young people. The success of a youth organization
depends on the ability of the teams within it to work together to attain the commonly held objectives.
2. Factors contributing to team development and effectiveness. The development of a team is based on the
assumption that any team is able to work more effectively if its members are familiar with the four factors that contribute
to team development and effectiveness. These are:
a. Shared Goals and objectives. The team must state the goals and objectives. The goals must be an overall
understanding of the role of the team in the total organization.
b. Utilization of resources. The team must use effectively all the resources at its disposal. This means establishing an
environment that allows individual resources to be used. Maximum use of team members require full participation and
self regulation.
c. Trust and conflict resolution. The ability to openly recognize conflict and to seek to resolve it through discussion is
critical to the team’s success.
d. Shared leadership. Individuals will not function as a team if they are brought together simply to “rubber stamp”
decisions made by the team’s formal leader or others not in the team.

2. 3. Team relationship and management
a) a team is a number of the persons associated together in work or activity. It is
put together in a coordinated ensemble, marked by devotion to teamwork
rather than individual achievement.
b) In a relationship in an organization or movement, people have various
expectations of each other. These expectations sometimes are not stated;
sometimes they are unconscious. In the rush of activity, an organization may
move along, but friction often begins to build up between people. Many times,
it is because we have different expectation of others and ourselves in doing a
particular task.
c) The management of the organization depends on proper coordination.
Coordination implies enabling people to reach their own goals, transform their
situation, and take their destiny into their own hands.

3. 4. Building a better team
The following aspects are necessary for building a better team.
a) Teamwork reflects Camaraderie. A team will not work if members
are self-centered and if they do not know each other.
b) Teamwork reflects unity. Whatever the outcome of the project, it is
the team that works towards it.
c) Teamwork divides the effort and multiplies the success. Each group
has ample zest and inspiration to become a dream team.

4. 5. The characteristics of an effective
a. A team members share a sense of purpose or common goals, and each team member is
willing to work toward achieving these goals.
b. the team is aware of and interested in its own processes and it examines norms operating
within the team.
c. the team identifies its own resources an d uses them, depending on its needs. The team
willingly accepts the influence and leadership of a members whose resources are relevant to
the immediate task.
d. the team members continually try to listen to and clarify what is being said and show interest
in what others say and feel.
e. Differences of opinion are encouraged and freely expressed. The team does not demand
narrow conformity or adherence to formats that inhibit freedom of movement and expression.
f. The team is willing to surface conflict and focus on it until it is resolved or managed in a way
that does not reduce the effectiveness of those involved.

5. g. The team exerts energy towards problem solving rather than allowing it to be drained by interpersonal
issues or competitive struggles.
h. Roles are balanced and shared to facilitate both the accomplishment of tasks and feelings of team
cohesion and morale.
i. To encourage risk taking and creativity, mistakes are treated as sources of learning rather than reasons for
punishment.
j. The team is responsive to the changing needs of its members and to the external environment to which it
is related.
k. Team members are committed to periodical evaluation of the team’s performance.
l. The team is attractive to its members, who identify with it and consider it a source of both professional and
personal growth.
m. Developing a climate of trust is recognized as the crucial element for facilitating all of the above elements

6. 6. The characteristics of effective team leaders
Effective team leaders:
 communicate
Are open, honest, and fair
Make decisions with input from others
Act consistently
Give the team members the information they need
to do their jobs
Set goals and emphasize them
Keep focused through follow-up
Listen to feedback and ask questions
Show loyalty to the organization, the team, and
team members
Create an atmosphere of growth
Have wide visibility
Give praise and recognition
Criticize constructively and address problems
Develop plans
Share their mission and goals
Display tolerance and flexibility
Demonstrate assertiveness
Exhibit a willingness to change
Treat team members with respect
Make themselves available and accessible
Want to take charge
Accept ownership for team decisions
Set guidelines for how team members are to treat
one another
Represent the team and fight a “good fight” when
appropriate

7. 7. A dream team leader provides the support needed for success. The support is created when leader decide
to be facilitators rather than directors.
Dictators Facilitators
1. Hoard decisions. Push decisions down the line.
2.Make decisions alone or restrict them to an elite
group.
Involve others as much as possible, in key decisions
and give people space to make those decisions.
3. View truth and wisdom as their domain since they
are the leader.
View truth and wisdom as being accessible to
everyone throughout the organization.
4. Surprise their workers with edicts from above. Let those responsible decide how the jobs will be
done,
5. Guard their own interests. Serve everyone’s interest by developing people.
6. Take for themselves. Give to the organization.

8. 8. The characteristics of effective team members
 support the team leader
Help the team leader to succeed
 ensure that all viewpoints are explored
Express opinions, both for and against
Compliment the team leader on team efforts
Provide open, honest, and accurate information
Support, protect, and defend both the team and the team
leader
Act in a positive and constructive manner
Provide appropriate feedback
Understand personal and team roles
Bring problems to the team(upward feedback)
Accept ownership for team decisions
Recognize that they each deserve as a team leader
Balance appropriate levels of participation
Participate voluntarily
Maintain confidentiality
Show loyalty to the organization, the team leader, and the
team
View criticism as an opportunity to learn
State problems, along with alternative solutions/options
Give praise and recognition when warranted
Operate within the parameters of team rules
Confront the team leader when his/her behavior is not
helping the team
Share ideas freely and enthusiastically
Encourage others to express their ideas fully
Ask one another for opinions and listen to them
Criticize ideas, not people
 avoid disruptive behavior such as side conversations and
inside jokes
Avoid defensiveness when fellow team members disagree
with their ideas
 attend meetings regularly and promptly

9. 9. Symptoms of team problems
Table 3. Common Team Problems
Symptoms Description Explanation
Backbiting and complaining Members of the team openly
complain about and find fault with
one another.
Team members are not cleared
about standards, leading to loss of
control over one another.
Presence of a “spy of the owner” Members of the team suspect and
distrust new members
New members have difficulty
breaking into established team.
Two coalitions The team has two factions, one of
which has very little influence or
power.
The team experiences a lack of
cohesiveness.
Personal stress Stress shows up in the team
members, evidenced by “blowing
up” and physical symptoms
Team members feel threatened and
thus become less efficient and
more dissatisfied.

10. Combative Behavior Team members resort to yelling
and to combative behavior in the
name of playing the devil’s
advocate.
Team members express conflict
through the use of threats, attacks,
and so on.
Infinite details Team members scrutinize every
detail and check on all aspects of
minor or major decisions.
Team members distrust one
another and fear being penalized
for errors.
Amount of time to make decisions Decisions on minor issues are
brought to the top of the
organization, requiring excessive
time.
Team members feel a lack of trust
directly related to team problem-
solving.
Shifting and changing decisions Decisions are often changed
shortly after being made.
Team members are not willing to
commit the team to a unified
course of action.

11. 10. Seven Team Well-Being Secrets
a. Purpose (Are we committed to the same purpose?)
A healthy team has a well-articulated corporate and team purpose,
usually phrased as a vision statement, mission statement, or values
statement. The team members have a common understanding of
this purpose. They willingly commit their energies to achieve this
purpose and frequently take time to recall, review, and relive it.
b. Role (how will we contribute to fulfilling our purpose?)
In a healthy team, the members continually ask themselves whether the team is
enacting the specific role needed to achieve its purpose. The members seek to
enact the optimal role for the moment with the understanding that its role may
change over time.
c. strategy( what will we do to achieve our purpose?)
In a healthy team, the members understand the team’s strategy and use it to
guide day-to –day activities. The members ask what new things they should do
and what things they should stop doing in order to achieve the team’s purpose.

12. d. Process (how will we work together?)
In a healthy team, the members aware of what processes or systems of operation are used to produce
results. They know which processes need attention and improvement. They take conscious effort to
frequently improve and update these process.
e. People (how will we care for one another?)
A healthy team has members who have the required expertise and knowledge to implement the team’s
strategy and achieve its purpose.
f. Feedback (how will we obtain and use information about our performance?)
A healthy team solicits feedback on its behavior and performance from key stakeholders, who might
include customers, suppliers, managers, and another teams. This feedback is used to improve the
quality of work of the team.
g. Interfaces (how will we manage the team’s relationship?)
A healthy team intentionally manage its critical relationships with external people or environment in
order to build needed relationships and enhance existing ones. They do not isolate themselves as
independent islands

13. Thank You!