This slide can be used in HR Training and Development. This is good for organizations.

1. TEAM BUILDING
By: Jovit M. Cueva, RPm

2. objectives
Part I.) At the end of the session, the participants will
achieve the following:
Get acquainted with each other as part of the team;
Familiarize the common terms used;
Learn about the Stages of Group Development;
Learn about the Different Team Roles;
Know the Dysfunctions of a Team;
Know the Characteristics of a Good and High
Performance Teams.
PART II.) Team Building Activities

3. Definition of terms
• Team - two or more people working
interdependently towards a common goal. A
team develops products that are the result of the
team's collective effort and involves synergy.

4. Definition of terms
• Team Building - The process of gathering the
right people. It is a process meant to improve the
performance of the team and involves activities
designed to foster communication and encourage
cooperation.

5. Definition of terms
• Teamwork - is defined as a group of people
working together to achieve a common goal.

6. Symptoms that Signal a Need for Team Building
• Decreased productivity
• Conflicts or hostility among staff members
• Confusion about assignments, missed signals,
and unclear relationships
• Decisions misunderstood or not carried
through properly
• Apathy and lack of involvement
• Complaints of discrimination or favoritism

7. Symptoms that Signal a Need for Team Building
• Lack of initiation, imagination, innovation;
routine actions taken for solving complex
problems
• Ineffective staff meetings, low participation,
minimally effective decisions
• Negative reactions to the manager
• Complaints about quality of service

8. Team building can lead to:
• Good communications with participants as
team members and individuals
• Increased department/team productivity and
creativity
• Team members motivated to achieve goals
• A climate of cooperation and collaborative
problem-solving

9. Team building can lead to:
• Higher levels of job satisfaction and
commitment
• Higher levels of trust and support
• Diverse co-workers working well together
• Clear work objectives
• Better operating policies and procedures

10. Tuckman’s Stages of group development

11. forming
• First stage involves assembling the team
• Unsure about what it is supposed to do
• Defining the goals
• Members do not know each other well
• Most team members are positive and polite
• Members are not yet familiar with the way the
team leader and the other members function

12. storming
• The team members now feel more
comfortable giving their opinion
• Some challenge the team leader's authority
and recommendations
• Some maybe dissatisfied & challenge the
tasks, how these will be carried out, & the
leader's role and style of leadership.
• In this stage, communication is vital.
• This is the start of intragroup conflicts.

13. norming
• Norms are informal standard of conduct that
guides the behavior of team members
• This stage involves defining team roles, rights,
& responsibilities
• The role of the team leader should be salient
• Team members begin to show their own styles
• Establishing procedures for handling conflicts,
decisions, & methods to accomplish tasks.

14. performing
• The team is working together effectively
• The team will be able to tackle new tasks
easily and confidently
• Problems have been smoothed out, and
achievements begin to become evident
• A great deal of work will be accomplished
• Members contribute to meet the team’s
purpose.

15. adjourning
• The team dissolves when the team has
completed the project/task
• Often at this time the team will evaluate the
results
• Take time to learn and improve its processes
for future purposes

16. 9 Belbin Team Roles

18. Resource Investigator
• They use their inquisitive nature to find ideas
to bring back to the team.
• Strengths: Outgoing, enthusiastic. Explores
opportunities and develops contacts.
• Allowable weaknesses: Might be over-
optimistic, and can lose interest once the
initial enthusiasm has passed.
• Don't be surprised to find that: They might
forget to follow up on a lead.

19. Teamworker
• Help the team to gel, using their versatility to
identify the work required and complete it on
behalf of the team.
• Strengths: Co-operative, perceptive and
diplomatic. Listens and averts friction.
• Allowable weaknesses: Can be indecisive in
crunch situations and tends to avoid
confrontation
• Don't be surprised to find that: They might be
hesitant to make unpopular decisions

20. Co-ordinator
• Needed to focus on the team's objectives, draw
out team members and delegate work
appropriately.
• Strengths: Mature, confident, identifies talent.
Clarifies goals.
• Allowable weaknesses: Can be seen as
manipulative and might offload their own share
of the work.
• Don't be surprised to find that: They might over-
delegate, leaving themselves little work to do

21. Plant
• Tend to be highly creative and good at solving
problems in unconventional ways.
• Strengths: Creative, imaginative, free-thinking,
generates ideas and solves difficult problems.
• Allowable weaknesses: Might ignore incidentals,
and may be too preoccupied to communicate
effectively.
• Don't be surprised to find that: They could be
absent minded or forgetful.

22. Monitor Evaluator
• Provides a logical eye, making impartial
judgments where required and weighs up the
team's options in a dispassionate way.
• Strengths: Sober, strategic and discerning. Sees
all options and judges accurately.
• Allowable weaknesses: Sometimes lacks the
drive and ability to inspire others and can be
overly critical.
• Don't be surprised to find that: They could be
slow to come to decisions.

23. Specialist
• Brings in-depth knowledge of a key area to the
team.
• Strengths: Single-minded, self-starting and
dedicated. They provide specialist knowledge and
skills.
• Allowable weaknesses: Tends to contribute on a
narrow front and can dwell on the technicalities.
• Don't be surprised to find that: They overload
you with information.

24. Shaper
• Provide the necessary drive to ensure that the team
keeps moving and does not lose focus or momentum
• Strengths: Challenging, dynamic, thrives on pressure.
Has the drive and courage to overcome obstacles
• Allowable weaknesses: Can be prone to
provocation, and may sometimes offend people's
feelings.
• Don't be surprised to find that: They could risk
becoming aggressive and bad-humored in their
attempts to get things done.

25. Implementer
• Needed to plan a workable strategy and carry it
out as efficiently as possible.
• Strengths: Practical, reliable, efficient. Turns ideas
into actions and organizes work that needs to be
done
• Allowable weaknesses: Can be a bit inflexible
and slow to respond to new possibilities.
• Don't be surprised to find that: They might be
slow to relinquish their plans in favor of positive
changes.

26. Completer Finisher
• Most effectively used at the end of tasks to polish
and scrutinize the work for errors, subjecting it to
the highest standards of quality control.
• Strengths: Painstaking, conscientious, anxious.
Searches out errors. Polishes and perfects.
• Allowable weaknesses: Can be inclined to worry
unduly, and reluctant to delegate.
• Don't be surprised to find that: They could be
accused of taking their perfectionism to extremes

29. Five Dysfunctions of a Team

30. Absence of trust
• Conceal their weaknesses and mistakes from
one another
• Hesitate to ask for help or provide
constructive feedback
• Hesitate to offer help outside their own areas
of responsibility
• Jump to conclusions about the intentions and
aptitudes of others without attempting to
clarify them

31. Fear of conflict
• Create environments where personal attacks
thrive
• Ignore controversial topics that are critical to
team success
• Fail to tap into all the opinions and
perspectives of team members
• Good conflict is not about winning a debate, it
is about listening to someone else’s ideas and
considering their point of view.

32. Lack of commitment
• Creates ambiguity among the team about
direction and priorities
• Watches windows of opportunity close due to
excessive analysis and unnecessary delay
• Breeds lack of confidence and fear of failure
• Revisits discussions and decisions again and
again
• Encourages second-guessing among team
members

33. Avoidance of accountability
• Creates resentment among team members
who have different standards of performance
• Encourages mediocrity
• Misses deadlines and key deliverables
• Places an undue burden on the team leader as
the sole source of discipline

34. Inattention to results
• Stagnates/fails to grow
• Rarely defeats competitors
• Loses achievement-oriented
employees/members
• Encourages team members to focus on their
individual goals
• Is easily distracted

35. Positive approach
• They trust one another.
• They engage in unfiltered conflict around
ideas.
• They commit to decisions and plans of actions.
• They hold one another accountable for
delivering against those plans.
• They focus on the achievement of collective
results.

36. Characteristics of a Good Team
• High degree of mutual trust
• Mutual support characterized by a genuine
concern for each other
• Communications are open and honest
• Mission and objectives are clearly understood
by all members
• Conflict is confronted and worked through

37. Characteristics of High Performance Teams
• Clear, common purpose
• Crystal clear roles
• Accepted leadership
• Effective team processes
• Solid relationships
• Excellent communications

39. references
• Belbin, M. (n.d.). Belbin Team Roles. Retrieved December 28,
2016, from Belbin: http://www.belbin.com/about/belbin-
team-roles/
• Leadership and Team Building. (n.d.). Retrieved December 27,
2016, from TLFeBOOK: http://www.abahe.co.uk/business-
administration/Leadership-and-Team-Building.pdf
• Lencioni, P. (n.d.). Retrieved December 27, 2016, from The
Five Dysfunctions of a Team:
http://flpbs.fmhi.usf.edu/pdfs/Five%20Dysfunctions%20of%2
0a%20Team.pdf
• Pat MacMillan, The Performance Factor: Unlocking the
Secrets of Teamwork. Broadman & Holdman Publishers, 2001

40. references
• Salas, I., Kumar, N., Sepulveda, C., & Villanueva, M. (2007).
Team Building. Geneva.
• Team Building. (n.d.). Retrieved December 27, 2016, from
UCSF Human Resources:
http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter
-14-team-building/
• Thomas, E. C. (n.d.). Team Building and Goal Setting.
Retrieved December 27, 2016, from
https://www.masc.sc/SiteCollectionDocuments/MEO_TeamB
uildingHandouts.pdf