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Sports Studies - Session 3 - Sport In Action - Teamwork - WK11


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Sports Studies - Session 3 - Sport In Action - Teamwork - WK11

  1. 1. Over to you for your 5 minute presentations on your progress to date. Including: 1. Sport / Event name 2. Project Objectives 3. Project team / stakeholders / key stakeholders 4. Work Breakdown Structure 5. Gantt Chart
  2. 2. Week 11 – Session 3 – Sports Studies – Sport in Action Teamwork
  3. 3. So far in this unit 1. Leadership: Leadership style / Blake & Mouton Management Grid / Decision making continuum. 2. Project action plan: SMART Objectives / Stakeholders / Key Stakeholders / Project Team / Work Breakdown Structure / Gantt Chart. 3. Today: Issues surrounding teamwork.
  4. 4. Teamwork 1. Understand the stages a team goes through during its life span. 2. Understand the characteristics of a successful team. 3. Understand the characteristics and behaviours that occur in unsuccessful teams.
  5. 5. Teamwork Reflect upon your experiences of working in teams. Make a note of the behaviours, traits and characteristics of a successful team you’ve been involved with. Make a note of the behaviours, traits and characteristics of an unsuccessful team you’ve been involved with.
  6. 6. 11 characteristics of an effective team
  7. 7. Teamwork McGregor’s 11 characteristics of an effective team: 1. There is a clear unity of purpose. Agreed upon, meaningful, SMART objectives. 2. The group is self-conscious about its own operations. The group is aware how they will function to achieve its objectives. Clear, explicit, and mutually agreed-upon approach. Norms, expectations and rules are clear. 3. The group has set clear and demanding performance goals. Setting and achieving small wins along the way to larger goals.
  8. 8. Teamwork McGregor’s 11 characteristics of an effective team: 4. The atmosphere tends to be informal, comfortable and relaxed. There are no obvious tensions, a working atmosphere in which people are involved and interested. 5. There is a lot of discussion in which virtually everyone participates. Must be pertinent to the project. 6. People are free in expressing their feelings as well as their ideas.
  9. 9. Teamwork McGregor’s 11 characteristics of an effective team: 7. There is disagreement and this is viewed as good. Dissenters are not trying to dominate the group; they have a genuine difference of opinion. 8. Most decisions are made at a point where there is general agreement. However, the group does not accept a simple majority as a proper basis for action. 9. Each individual carries his or her own weight. Meeting or exceeding the expectations of other group members.
  10. 10. Teamwork McGregor’s 11 characteristics of an effective team: 10. Criticism is frequent, frank and relatively comfortable. The criticism has a constructive flavor; oriented toward removing an obstacle that faces the group. 11. The leadership of the group shifts from time to time. The issue is not who controls, but how to get the job done. McGregor, D. (1960) The human side of enterprise. New York: McGraw-Hill.
  11. 11. 5 dysfunctions of an ineffective team
  12. 12. Teamwork Lencioni’s five dysfunctions of a team Dysfunction #1: Absence of Trust Team members are reluctant to be vulnerable with one another and are unwilling to admit their mistakes, weaknesses, or need for help. Dysfunction #2: Fear of Conflict Situations where team conflict can easily turn into veiled discussions and back channel comments. In a work setting where team members do not openly air their opinions, inferior decisions result. Dysfunction #3: Lack of Commitment Without conflict, it is difficult for team members to commit to decisions, fostering an environment where ambiguity prevails. Dysfunction #4: Avoidance of Accountability When teams do not commit to a clear plan of action, even the most focused and driven individuals are hesitant to call their peers on actions and behaviours that may seem counterproductive to the overall good of the team. Dysfunction #5: Inattention to Results Team members naturally tend to put their own needs ahead of the collective goals of the team when individuals are not held accountable. If a team has lost sight of the need for achievement, the business ultimately suffers.
  13. 13. Social loafing
  14. 14. Teamwork Social loafing “Psychologists have found that – in some cultures, at least – people working in a group put less effort into tackling a task than if they are tackling it on their own.” Two reasons for this: 1. Technical takeover 2. Free-rider Levin, P. (2004) Successful teamwork. Maidenhead: Open University Press.
  15. 15. Four stages a team goes through
  16. 16. Teamwork Tuckman’s Four Stage Model Stage 1: Forming – The team are beginning to get to know each other and no- one wishes to get into any serious conflict or issues. At the same time the team members are assessing each other and the possible issues ahead. Stage 2: Storming – The team begin to challenge each other. Conflicts are common and potentially unpleasant. The team are testing the boundaries and exploring the ways the team could work together. Some teams never make it past this stage and the quality of their work/output/product displays this. Stage 3: Norming – Teams that reach this stage have started to adjust their behavior to take account of the other members. Team members know where they fit into the team and are likely to be reasonably happy about it. They are also working on who does what and why. Stage 4: Performing – They all know what they are doing. The team are confident and comfortable in taking more responsibility for their own work. Tuckman, B. and Jensen, M. (1977) ‘Stages of small-group development revisited’, Group Organization Management, 2(4), pp.419-427.
  17. 17. Help in holding effective meetings & making effective decisions
  18. 18. Teamwork De Bono’s six thinking hats White Hat: This is where you look analytically at data to help make your decision. You analyze past trends, and try to extrapolate from historical data. Red Hat: Look at problems using intuition, gut reaction, and emotion. Black Hat: Using black hat thinking, look at all the bad points of the decision. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. Yellow Hat: The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Green Hat: The Green Hat stands for creativity. This is where you can develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. Blue Hat: The Blue Hat stands for process control. This is the hat worn by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking, etc.
  19. 19. Teamwork: A recap
  20. 20. Teamwork 1. Understand the stages a team goes through during its life span. 2. Understand the characteristics of a successful team. 3. Understand the characteristics and behaviours that occur in unsuccessful teams.
  21. 21. For next week
  22. 22. Teamwork For next week 1. Look at Waldroop and Butler's Six Problem Behaviours for Overcoming Obstructive Behaviour Patterns. 2. You have the 5th, 6th, 7th, 8th & 9th of May to deliver your event. You need to NEGOTIATE with the other groups as to who will deliver on each day. You don’t want to be competing with one another for participants! This is up to you to organise. This time next week you can give us your dates.
  23. 23.