Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
A group of people with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and ...
definition of team
what makes a team
what defines a team
10 characteristics of effective teams
what makes a great team
what are team goals
characteristics of a good team
what are team building activities
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
A group of people with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and ...
definition of team
what makes a team
what defines a team
10 characteristics of effective teams
what makes a great team
what are team goals
characteristics of a good team
what are team building activities
A team that works well together understands the strengths and weaknesses of each team member. One of the benefits of strong teamwork in the workplace is that team leaders and members become proficient at dividing up tasks so they are done by the most qualified people.
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Team is two or more people working together to achieve a mutual goal. This presentation will help you understand what team work is and how you can build a super strong team.
Know how effective team management can lead to successful team work, which in turn can ultimately lead to the successful organization http://bit.ly/ZZNmC2
Success is not so easy by working alone, but it becomes much more easier when it goes with a perfect Team. The word TEAM means a lot-
T= Together
E=Everyone
A= Achieve
M=More.
Team work is much more better than individual work. While Individual work is very difficult , team work makes it easier. Teamwork is a skill to achieve.
By the end of todays session student will able to;
Define and Differentiate group & team
Explain roll of team member
Discuss on the advantages of working in teams
Discuss the characteristics of effective team player and team
Explain the stages in team development life cycle
Evaluate and analyze managerial action
A team that works well together understands the strengths and weaknesses of each team member. One of the benefits of strong teamwork in the workplace is that team leaders and members become proficient at dividing up tasks so they are done by the most qualified people.
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Team is two or more people working together to achieve a mutual goal. This presentation will help you understand what team work is and how you can build a super strong team.
Know how effective team management can lead to successful team work, which in turn can ultimately lead to the successful organization http://bit.ly/ZZNmC2
Success is not so easy by working alone, but it becomes much more easier when it goes with a perfect Team. The word TEAM means a lot-
T= Together
E=Everyone
A= Achieve
M=More.
Team work is much more better than individual work. While Individual work is very difficult , team work makes it easier. Teamwork is a skill to achieve.
By the end of todays session student will able to;
Define and Differentiate group & team
Explain roll of team member
Discuss on the advantages of working in teams
Discuss the characteristics of effective team player and team
Explain the stages in team development life cycle
Evaluate and analyze managerial action
A presentation that focuses on team building from an I/O organization point of view. Useful in describing the four principles of successful team building storming, forming, norming, and performing. Item has also been created into a YouTube video with music.
How are the three characteristics of effective teams evident in each.pdfamitseesldh
How are the three characteristics of effective teams evident in each of Tuckman
Solution
Every team goes through the five stages of team development. First, some background on team
development. The first four stages of team growth were first developed by Bruce Wayne
Tuckman and published in 1965. His theory, called \"Tuckman\'s Stages\" was based on research
he conducted on team dynamics. He believed (as is a common belief today) that these stages are
inevitable in order for a team to grow to the point where they are functioning effectively together
and delivering high quality results. In 1977, Tuckman, jointly with Mary Ann Jensen, added a
fifth stage to the 4 stages: \"Adjourning.\" The adjourning stage is when the team is completing
the current project. They will be joining other teams and moving on to other work in the near
future. For a high performing team, the end of a project brings on feelings of sadness as the team
members have effectively become as one and now are going their separate ways.
The five stages:
This article provides background on each stage and an example of a team going through all five
stages.
Stage 1: Forming
The \"forming\" stage takes place when the team first meets each other. In this first meeting,
team members are introduced to each. They share information about their backgrounds, interests
and experience and form first impressions of each other. They learn about the project they will
be working on, discuss the project\'s objectives/goals and start to think about what role they will
play on the project team. They are not yet working on the project. They are, effectively, \"feeling
each other out\" and finding their way around how they might work together.
During this initial stage of team growth, it is important for the team leader to be very clear about
team goals and provide clear direction regarding the project. The team leader should ensure that
all of the members are involved in determining team roles and responsibilities and should work
with the team to help them establish how they will work together (\"team norms\".) The team is
dependent on the team leader to guide them.
Stage 2: Storming
As the team begins to work together, they move into the \"storming\" stage. This stage is not
avoidable; every team - most especially a new team who has never worked together before - goes
through this part of developing as a team. In this stage, the team members compete with each
other for status and for acceptance of their ideas. They have different opinions on what should be
done and how it should be done - which causes conflict within the team. As they go progress
through this stage, with the guidance of the team leader, they learn how to solve problems
together, function both independently and together as a team, and settle into roles and
responsibilities on the team. For team members who do not like conflict, this is a difficult stage
to go through.
The team leader needs to be adept at facilitating the team throu.
Unlocking the collective wisdom of the executive team is a major step toward competitive advantage. When communication, collaboration and creativity are given room to breathe, the impact on both workplace behavior and strategic outcomes produces measurable profitability.
Tapping into this collective wisdom remains a challenge for many organizations. Alignment is not automatic and needs to be cultivated. Instilling collaboration within the executive team by driving deep understanding of each individual team member fosters reassurance that executives can rely upon each to engage mutual accountability.
2. Definition of a TEAM
Working towards a shared purpose or goal
Complementary skills• Sharing responsibility•
Interdependence• Collaborative decision making – acting as
a unit• Characterized by participation, trust, communication,
struggles, collaboration, clear struggles roles, quality control
Teamwork is the ability to work together toward a common
vision. It is the fuel that allows common people to attain
uncommon results." Andrew Carnegie
TEAM = Together Everyone Achieves More
“I am because you are, and you are because we are.”
2
3. Group Vs Team
Group:
Complementary effort by group of people
e.g. lifting something, stuffing envelopes
Team
Cooperative effort required to carry out a joint task
e.g. maintenance crews, project teams, Sales Team
3
4. How Teams Evolve?
Among other skills, one that most successful leaders
have mastered is the ability to build great teams. In the
absence of a great team, nothing worthwhile can get
accomplished.
Team building is a science.
Teams – irrespective of what field they are in – go
through the same four distinct stages on their way to
becoming well-functioning units. It is a science that you
would do well to master
4
5. Story of a NEW Hire - DM
Ravi had recently joined a team as a District manager from a large organization. He had
limited experience in handling and managing a team for less than four months in his earlier
place of work. He had been hired owing to the fact that he possessed strong Scientific and
Business Accumen and the fact that he had four months of managerial experience, had been
sufficient to get the hiring manager to choose him over the other candidates that had been
interviewed.
Ravi took charge of a team of Four members, comprising of Two tenured employees and
One who had joined a week after he had taken charge
Ravi found the team to be well knit with everyone seemingly on good terms with each
other. The new member had been welcomed warmly into the team.
Ravi soon began to notice the patterns of behavior that he had not, till then.
Nakul and Jai, two of his senior most members seem to be engrossed in proving their
knowledge and superiority over each other to everyone. Each began to run a campaign to
get the new recruits to be aligned to them, over the other. This mini-power struggle
between Nakul and Jai began to bother Ravi, but he let it pass thinking it will blow over
naturally
As time passed the infighting (disagreement) and team conflicts soon became the order of
the day. Team performance deteriorated resulting the team failing to meet the quarterly
performance targets
5
6. Why Kevin’s team began functioning poorly?
The answer to this question lies in Kevin’s lack of
understanding the basics of team management.
Specifically, in understanding the science behind, how a
bunch of dissimilar individuals turn into a well-
functioning unit.
6
8. 5 Facts of Effective Team-
Building
Focus on results
Accountability
Commitment
Trusting
Showing Vulnerability
8
9. How teams evolve into a
well-functioning unit?
How teams evolve into a well-functioning unit
Every team that finally turns into a well-formed unit
goes through four distinct stages.
Here is a quick glimpse of the four stages of team
development. We also mention the steps that a
manager need to take in guiding the team through the
stages:
Stage 1: The Coming Together Stage:
Stage 2 – The Falling Out Stage:
Stage 3 –Settling Down:
Stage 4 – The High Performing Stage:
9
10. Stage 1: Coming together
This is the initial phase of team formation. This could refer to a bunch of people coming
together to form an altogether new team, or it could refer to an existing team which has
seen a change in personnel, where new members or a new manager has joined in. You may
consider this stage to be one, where relationships are being formed.
In this stage, as is human nature when people get together for the first time, they are usually
putting their best foot forward.
They are on their best behaviour. They are looking for guidance on how to move forward
together.
Team members experience excitement, anxiety and a lot of nervous energy that needs to be
channeled in the right direction
Manager’s role is as under :
Define team structure, roles and responsibilities, team goals and objectives and expectations.
Managers should also look to help foster relationships between individual team members.
The importance of these actions on the part of the manager cannot be underestimated.
Failure to perform these tasks leaves the team feeling lost concerning what is expected of
them.
This stage lasts for a short time before the team moves to the second stage
10
11. Stage 2: Falling Out
As time progresses, people’s real selves begin to show.
The formality diminishes and there are possibilities of face to face outbursts and frustration being
expressed openly.
In this stage, infighting (disagreement) and conflicts also arise due to clashes of personality, ideas,
opinions, etc.
Team members often try to show themselves as being one-up on fellow team members, which
further intensifies conflicts.
Unfulfilled expectations and members’ failure to meet teams’ goals can also add fuel to the fire.
If you have seen teams fall apart due to infighting (disagreement) and ego clashes, then it is this
stage most often that they could not negotiate.
Manager Role
Initiate conflict management and group sessions to help clear the air.
Manager needs to constantly reiterate the need for individual members to work in conjunction
with others, both in words and in action (rewards and penalties)
Two things are the key to remember here:
The conflicts that come with this stage are part of the natural evolution of every team
Manager has to be actively involved in helping the team sort out differences and function as a
closely knit unit
11
12. Stage 3: Settling Down
If a team manages to overcome the second stage, then they
reach a stage that is called settling down.
In this stage, team members go through the phase of
acceptance of each other and greater unity in their
working.
A greater sense of comfort and friendliness is seen within
the team members. They discuss opinions and issues openly
and congratulate each other more warmly.
These developments lead to better productivity and
enhanced team performance. This makes it easier to
accomplish team goals and objectives.
The manager’s role in this stage of the team’s development
is to continue guiding the team to fulfill their fullest
potential.
12
13. Stage 4: High Performing
Stage
In this stage, members become more receptive to each
other’s strengths and weaknesses and even constructive
criticism (positive feedback).
There is a sense of understanding that the team is one
functional unit and its’ members drive it to success.
In Conclusion:
Every team goes through these four stages on the way to
becoming well-oiled, high performing unit. Managers will
do well to be mindful of these stages and then take the
steps required to guide the team to an immediate next
step till the team reaches the fourth. It is this that will
help a bunch of individuals to transform into a well-oiled
unit, performing at peak levels.
13
14. Characteristics of High
Performance team
Sense of purpose
Setting Clear Expectations
Open Communication
Regular Conversations
Trust & Mutual Respect
Sincerity, Integrity, Commitment, Reliability
Shared Leadership
Situational Leadership
14
15. Characteristics of High
Performance team
Effective working procedures
Building on differences
Strength based leaderships
Flexibility and Adaptability
Decision Making
Continuous Learning
Review Mechanism
15
Improve Quality & Output Reduce Time & Cost
Increase Safety Streamline Process
Meet Deadlines Enhance Interpersonal Cooperation
16. Review Mechanism
After Action Review (AAR)
What did you do well?
What was not done well?
What will you do differently next time?
“The Army's After Action Review (AAR) is arguably one of
the most successful organizational learning methods yet
devised. Yet, most every corporate effort to graft this
truly innovative practices into their culture has failed
because, again and again, people reduce the living
practice of AAR's to a sterile technique.” (Senge, 1999)
16
17. At what stage is my team?
Homework:
As you would have realized by now, this program has a
focus on the implementation of lessons learned.
We have looked at the four stages that a team goes
through on the way to becoming a highly performing
unit.
It is now time to apply this learning to your own work
scenario.
With this in mind, we request you to identify as to what
stage in its development is your team at currently.
Please note that this might be a team that you manage
or a team that you are a part of, even if you do not
actively manage a team.
17
Editor's Notes
Sense of Purpose • Setting clear expectations
7. Managing Expectations What are my expectations as the leader? Have I communicated these expectations to my team? Do my team understand my expectations? Do my team members accept my expectations? Are my team members committed to meeting those expectations? Do my team members know how they are performing against those expectations? Am I supporting my team members to achieve those expectations?
8. Open Communication • Regular conversations
9. The five conversations framework Date Topic Content Key Questions Month 1 Climate review Job satisfaction, morale and communication • How would you rate your current job satisfaction? • How would you rate morale? • How would you rate communication? Month 2 Strengths and talents Efficiently deploying strengths and talents • What are your strengths and talents? • How can these strengths and talents be used in your current and future roles in the organisation? Month 3 Opportunities for growth Improving performance and standards • Where are opportunities for improved performance? • How can I assist you to improve your performance? Month 4 Learning and development Support and growth • What skills would you like to learn? • What learning opportunities would you like to undertake? Month 5 Innovation and continuous improvement Ways and means to improve the efficiency and effectiveness of the business • What is the one way that you could improve your own working efficiency? • What is the one way that we can improve our team’s operations? Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
10. Trust and Mutual Respect • Characteristics of trust
11. Shared Leadership • Situational Leadership
12. Effective Working Procedures • Dimensions of innovation & continuous improvement
13. 8 Dimensions of Innovation & Continuous Improvement qualityImproving timeReducing costsReducing outputIncreasing safetyIncreasing deadlinesMeeting interpersonal cooperationEnhancing systems and processesStreamlining
14. Building on Differences • Strengths-based leadership
15. Flexibility and Adaptability • Decision-making
16. Three choices … Decisions that follow a process Decisions that can either follow a process or where initiative can be displayed Decisions where initiative is expected
Sense of Purpose • Setting clear expectations
7. Managing Expectations What are my expectations as the leader? Have I communicated these expectations to my team? Do my team understand my expectations? Do my team members accept my expectations? Are my team members committed to meeting those expectations? Do my team members know how they are performing against those expectations? Am I supporting my team members to achieve those expectations?
8. Open Communication • Regular conversations
9. The five conversations framework Date Topic Content Key Questions Month 1 Climate review Job satisfaction, morale and communication • How would you rate your current job satisfaction? • How would you rate morale? • How would you rate communication? Month 2 Strengths and talents Efficiently deploying strengths and talents • What are your strengths and talents? • How can these strengths and talents be used in your current and future roles in the organisation? Month 3 Opportunities for growth Improving performance and standards • Where are opportunities for improved performance? • How can I assist you to improve your performance? Month 4 Learning and development Support and growth • What skills would you like to learn? • What learning opportunities would you like to undertake? Month 5 Innovation and continuous improvement Ways and means to improve the efficiency and effectiveness of the business • What is the one way that you could improve your own working efficiency? • What is the one way that we can improve our team’s operations? Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
10. Trust and Mutual Respect • Characteristics of trust
11. Shared Leadership • Situational Leadership
12. Effective Working Procedures • Dimensions of innovation & continuous improvement
13. 8 Dimensions of Innovation & Continuous Improvement qualityImproving timeReducing costsReducing outputIncreasing safetyIncreasing deadlinesMeeting interpersonal cooperationEnhancing systems and processesStreamlining
14. Building on Differences • Strengths-based leadership
15. Flexibility and Adaptability • Decision-making
16. Three choices … Decisions that follow a process Decisions that can either follow a process or where initiative can be displayed Decisions where initiative is expected