Body Shop Performance Team

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Defined a team Stages of development Stages of growth Separating Teams from Groups

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Body Shop Performance Team

  1. 1. Body Shop PerformanceUnderstanding of Team<br />“Working managers, not managed workers,” is the way of the future.<br />
  2. 2. Defined a team Stages of development Stages of growth Separating Teams from Groups<br />
  3. 3. “Teamwork” <br />Is one of those words that trips off the tongue easily without us having to give much thought to what we actually mean by it.<br />In my opinion the starting point is to understand your own team situation and only then can you start to consider the team’s development needs.<br />NOTE: <br />“Potential Teams” are the most common types of teams in organizations. They are made up of people who probably see the advantage in working together but somehow never quite get round to it. If this is indeed the case, then maybe it provides a clue as to why good leaders can often have a dramatic impact on performance by moving “Potential Teams “ to “Real Teams” and in doing so enabling them to come much closer to achieving their potential. <br />
  4. 4. Define a team :<br /> a small number of people with complementary skills who are committed to a common purpose, performance goals, and a common approach that they hold themselves mutually accountable: <br />1) Small Number of people2) Complementary skills 3) Shared purpose 4) Clear specific goals 5) Clear working approach 6) Sense of mutual accountability <br />#1 Small number normally ranges from 2 to 5 members, and normally the most manageable and optimal. If the number goes above 9, communication tends to become centralized because members do not have an adequate opportunity to speak to each other. If the group size is below 5, then the collective experience, skill, and knowledge base could be inadequate. <br />#2 Complementary skills provide synergy when the team is diverse and various ideas and multiple skills are combined. If the team is composed of like-thinking individuals, a congenial group-think often sets in that limits the number of solutions for creative problem solving. <br />
  5. 5. #3 Common purpose is the driving force of teams. The team must develop its own purpose that must be meaningful and have ownership by all individuals. A team needs to periodically revisit its purpose in order to make it more relevant as the team develops (often called an agenda). This type of agenda is open. On the other hand are hidden agendas that select individuals try to push forth. Hidden agendas prevent the group from turning into a true team due to the emotions and motives that are hidden under the discussion table. <br />#4 Performance goals are the acting, moving, and energizing force of the team. Specific performance goals are established, tracked, met, and evaluated in an ongoing process. <br />Common approaches are the means in which members agree on how they will work together. Teams should develop their own charter or set of rules that outline the expected behaviors of its members. Members often assume roles, such as the Questioner or Devil's Advocate, Historian, Time Keeper, and Facilitator, to keep the team processes moving and on course. <br />#5 Mutual accountability is the aspect of teamwork that is normally the last to develop. It is the owning and sharing of the team's outcomes, both successes and failures.<br />
  6. 6. Four stages of team development:<br />Stage 1 Pseudo team – a collection of individuals for whom there could be significant performance benefits derived from working together, but who have not focused on collective performance and are not really trying to achieve it. <br />Stage 2 Potential team – a collection of individuals for whom there is a clear benefit to be derived from working as a team but who may lack clarity about their common purpose or goals. <br />STAGE 3 Real team – a small number of people with complementary skills who are jointly committed to a common purpose, goals, and working approach for which they hold themselves mutually accountable. <br />Stage 4 High performance team – a group that meets all the conditions of real teams and whose members are also deeply committed, even beyond the team setting, to one another’s personal growth and success. <br />
  7. 7. Teams normally go through five stages of growth: <br />Forming, Storming, Norming, Performing, and finally Adjourning<br />
  8. 8. Stage 1 Forming<br />In this stage, team members are introduced. They state why they were chosen or volunteered for the team and what they hope to accomplish within the team. Members cautiously explore the boundaries of acceptable group behavior. This is a stage of transition from individual to member status, and of testing the leader's guidance both formally and informally. <br />Forming includes these feelings and behaviors: <br /><ul><li>Excitement, anticipation, and optimism
  9. 9. Pride in being chosen for the project
  10. 10. A tentative attachment to the team
  11. 11. Suspicion and anxiety about the job
  12. 12. Defining the tasks and how they will be accomplished
  13. 13. Determining acceptable group behavior
  14. 14. Deciding what information needs to be gathered </li></ul>Activities include general discussions of the concepts and issues; and for some members, impatience with these discussions. There is often difficulty in identifying some of the relevant problems as there is so much going on that members get distracted. The team often accomplishes little concerning its goals. This is perfectly normal. <br />
  15. 15. Stage 2 Storming<br />The team's transition from the "As-Is" to the "To-Be" is called the Storming phase. <br />All members have their own ideas as to how the process should look, and personal agendas are often rampant. Storming is probably the most difficult stage for the team. They begin to realize the tasks that are ahead are different and more difficult than they previously imagined. Impatient about the lack of progress, members argue about just what actions the team should take. They try to rely solely on their personal and professional experience, and resist collaborating with most other team members.<br />Storming includes these feelings and behaviors: <br /><ul><li>Resisting the tasks
  16. 16. Resisting quality improvement approaches suggested by other members
  17. 17. Sharp fluctuations in attitude about the team's chance of success
  18. 18. Arguing among members, even when they agree on the real issues
  19. 19. Defensiveness, competition, and choosing sides
  20. 20. Questioning the wisdom of those who selected the project and appointed the members of the team
  21. 21. Establishing unrealistic goals
  22. 22. Disunity, increased tension, and jealousy </li></ul>These pressures mean that team members have little energy to spend on progressing towards the intended goal. But they are beginning to understand each another. <br />This phase can often take 3 or 4 meetings before arriving at the next phase. <br />
  23. 23. Stage 3 Norming<br />The Norming phase is when the team reaches a consensus on the "To-Be" process. <br />Everyone wants to share the newly found focus. Enthusiasm is high, and the team is often tempted to go beyond the original scope of the process. During this stage, members reconcile competing loyalties and responsibilities. They accept the team, ground rules, roles, and the individuality of fellow members. Emotional conflict is reduced as previously competitive relationships become more cooperative. <br />Norming includes these feelings and behaviors: <br /><ul><li>An ability to express criticism constructively
  24. 24. Acceptance of membership in the team
  25. 25. An attempt to achieve harmony by avoiding conflict
  26. 26. Friendliness, confiding in each other, and sharing of personal problems
  27. 27. A sense of team cohesion, spirit, and goals
  28. 28. Establishing and maintaining team ground rules and boundaries </li></ul>As team members work out their differences, they have more time and energy to spend on the project. <br />
  29. 29. Stage 4 Performing<br />By now the team has settled its relationships and expectations. They can begin performing by diagnosing, problem solving, and implementing changes. At last, team members have discovered and accepted other's strengths and weakness. In addition, they have learned what their roles are.<br /> Performing includes these feelings and behaviors: <br /><ul><li>Members have insights into personal and group processes
  30. 30. An understanding of each other's strengths and weakness
  31. 31. Constructive self-change
  32. 32. Ability to prevent or work through group problems
  33. 33. Close attachment to the team </li></ul>The team is now an effective, cohesive unit. You can tell when your team has reached this stage because you start getting a lot of work done. <br />
  34. 34. Stage 5 Adjourning<br />The team briefs and shares the improved process during this phase. When the team finally completes that last briefing, there is always a bittersweet sense of accomplishment coupled with the reluctance to say good-bye. <br />Many relationships formed within these teams continue long after the team disbands.<br />
  35. 35. Factors Separating Teams from Groups<br />Roles and Responsibilities: <br />Teams have a shared understanding on how to perform their role and perceive the other team members' roles. <br />Within a group, individuals establish a set of behaviors called roles. These roles set expectations governing relationships. Roles often serve as source of confusion and conflict. <br />Identity:<br />A team has a clear understanding about what constitutes the team's mission and why it is important. They can describe a picture of what the team needs to achieve, and the norms and values that will guide them. <br />While teams have an identity, groups do not. It is almost impossible to establish the sense of cohesion that characterizes a team without this fundamental step. <br />
  36. 36. Cohesion<br />Teams have esprit that shows a sense of bonding and camaraderie. Esprit is the spirit, soul, and state of mind of the team. It is the overall consciousness of the team that a person identifies with and feels a part of. Individuals begin using "we" rather than "me." <br />Facilitate<br />Teams use facilitators to keep the team on the right path.<br />Groups have a tendency to get bogged down with trivial issues. Ask yourself, "How much time gets wasted in meetings you attend?"<br />Communication<br />Team members feel they can state their opinions, thoughts, and feelings without fear. Listening is considered as important as speaking. Differences of opinion are valued and methods of managing conflict are understood. Through honest and caring feedback, members are aware of their strengths and weaknesses as team members. There is an atmosphere of trust and acceptance and a sense of community. <br />While members of a group are centered upon themselves, the team is committed to open communication. <br />
  37. 37. Flexibility<br />However, Teams maintain a high level of flexibility, and they perform different task and maintenance functions as needed. The responsibility for team development and leadership is shared. The strengths of each member are identified and used. <br />Most groups are extremely rigid. <br />Morale<br />Team members are enthusiastic about the work of the team and each person feels pride in being a member of the team. Team spirit is high. To be a successful team, the group must have a strong ability to produce results and a high degree of satisfaction in working with one another. <br />
  38. 38. Thank you for giving me the opportunity to train your company in the development of Understanding Teams.<br />PRESENTED BY.<br />RANDY S FERRESE SR <br />824 BLUEBIRD CIRCLE<br />MAYS LANDING ,NJ 08330<br />FERRESEWV77@HOTMAIL.COM<br />609 553 4244<br />Additional Slide Methodology for building, Developing And Evaluating Teams.<br />

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