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Making teams work


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People work together
Feelings aren’t part of the work
Conflict is accommodated
Trust and openness are measured
Information is given on a need to know basis
Goals/Objectives are either personal or unclear

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Making teams work

  1. 1. Making Teams WorkMaking Teams Work Building Teams & Managing TeamworkBuilding Teams & Managing Teamwork
  2. 2. Groups vs. TeamsGroups vs. Teams • People work togetherPeople work together • Feelings aren’t part of theFeelings aren’t part of the workwork • Conflict is accommodatedConflict is accommodated • Trust and openness areTrust and openness are measuredmeasured • Information is given on aInformation is given on a need to know basisneed to know basis • Goals/Objectives areGoals/Objectives are either personal or uncleareither personal or unclear • People support onePeople support one anotheranother • Feelings are expressedFeelings are expressed openlyopenly • Conflict is worked throughConflict is worked through • People trust each otherPeople trust each other • Information is sharedInformation is shared freelyfreely • Objectives are common toObjectives are common to allall (Shared Vision)(Shared Vision)
  3. 3. Stages of Team DevelopmentStages of Team Development The group gets together for the first time, formal methods/rules are yet to be established After the relatively polite forming stage, members grow in confidence and an amount of in- fighting is likely Now the group moves on to establish norms (systems/procedures): how it should work and a basis for decision making Finally, the group becomes far more of a cohesive unit and starts to perform as a team
  4. 4. Performance-Satisfaction CurvePerformance-Satisfaction Curve A B E C D Excitement Curve Basic Requirements Performance Awful Great Love it Hate it P E R F O R M A N C E S A T I S F A C T I O N
  5. 5. Dealing with BehavioursDealing with Behaviours • When team members don’tWhen team members don’t say much nor participatesay much nor participate • When team membersWhen team members challenge status quo or showchallenge status quo or show signs of demotivationsigns of demotivation • When norms start to emergeWhen norms start to emerge that influence behavioursthat influence behaviours • When the team starts toWhen the team starts to performperform • Break the ice, shareBreak the ice, share information ideas andinformation ideas and experiencesexperiences • Lead from the front; inviteLead from the front; invite questions/opinions; bequestions/opinions; be proactiveproactive • Keep communication open;Keep communication open; mediate differences; look formediate differences; look for new ideasnew ideas • Provide feedback; promoteProvide feedback; promote new ideas; simplify thingsnew ideas; simplify things
  6. 6. Recognizing Performing StageRecognizing Performing Stage • Problems get solved and work gets doneProblems get solved and work gets done • Team members are more supportive of eachTeam members are more supportive of each otherother • Information and ideas are sharedInformation and ideas are shared • Greater tolerance and flexibilityGreater tolerance and flexibility • More humour, energy and opennessMore humour, energy and openness • Nothing is too much trouble; no challenge tooNothing is too much trouble; no challenge too difficultdifficult
  7. 7. Conflict ManagementConflict Management AssertiveAssertive UnassertiveUnassertive UncooperativeUncooperative CooperativeCooperative AvoidingAvoiding CompetingCompeting AccommodatingAccommodating CollaboratingCollaborating CompromisingCompromising Lose/Lose Win/Lose Lose/Win Win/Win No Win/No Lose PassivePassive AggressiveAggressive PassivePassive AssertiveAssertive AssertiveAssertive