This document provides guidance on running effective meetings. It notes common complaints about meetings such as starting late or lacking clear objectives. It then outlines three steps for effective meetings: planning, conducting, and evaluating. For planning, it stresses establishing objectives and an agenda. For conducting, it recommends starting on time, assigning roles, following the agenda, and generating discussion. It also provides tips for evaluating meetings such as recapping outcomes and setting next steps. Overall, the document emphasizes the importance of proper preparation, clear objectives, and participant involvement for meetings to be effective.
Despite the daily onslaughts of e-mails, phone calls, and memos, meetings are still one of the most effective ways that people share and exchange information, get feedback, plan, collaborate and make important decisions for their organizations.
Despite the daily onslaughts of e-mails, phone calls, and memos, meetings are still one of the most effective ways that people share and exchange information, get feedback, plan, collaborate and make important decisions for their organizations.
Rules for effective meetings - seriously....stop wasting timeEric Tachibana
Whether you are in an industry led by multi-national firms that require many specialized knowledge workers doing related and dependent tasks to work together to create synergistic value, or if you are a fast-moving, hip start-up, it is necessary for us to have a lot of meetings.
In an average week, I probably spend at least 40% of my time working with between 3-10 people at once, and usually across locations. I am sure you are the same.
As such, having excellent meeting skills can make a huge difference in how well you deliver in your role and we deliver as a firm.
Effective meetings are essential to successful project management, helping to energize and connect the team. Unfortunately, too many project meetings are a waste of time!
Great things happen when people come together.
Face-to-face interaction is the platform where deals are struck, relationships are forged and ideas are generated.
That’s what Meetings Mean Business is all about: showing the real power of what business meetings, conferences, conventions, incentive travel, trade shows and exhibitions collectively do for people, businesses and communities.
When gathering a team together to advance a particular project, you want to ensure the meeting is as efficient and effective as possible.
Do you think all meetings are painful, time wasting, poorly run and unproductive torture sessions? If you hate meetings, you’re not alone. Practically everyone does, and although businesses have to run meetings, very often, meetings run businesses. More than just a drag, bad meetings can have a tremendous negative impact on productivity and the bottom line. Running productive meetings is a direct reflection of your leadership skills. Here are few tips that will help you run effective meetings without wasting time & energy.
Statistics show that not only do people spend a lot of time in business meetings, but almost half of those surveyed stated that "unfocused" meetings were their biggest workplace time waster.This presentation will offer tips on how to run more effective meetings .
Professional business meetings is the womb to the process of decision making in successful enterprises, here I present a guide to how to conduct a productive & time saving business meeting.
30 Rules to Follow for an Effective Team MeetingWeekdone.com
Most professionals waste almost 3.8 hours a week on unproductive, poorly prepared meetings. We need a solution.
Weekdone (https://weekdone.com) built a fun free interactive meeting assistant Team Meeting Checklist (http://teammeetingchecklist.com) that helps save time and increase focus on these time consuming meetings.
Taking together different researches we came up with a list of guidelines that offer a pretty clear glimpse to how an effective team meeting should look like. Going through the list one by one might be time-consuming, which is why we built the interactive version of the list called Team Meeting Checklist.
Quoting ArcticStartup: "Real secret ingredient of the meeting manager lies in the checklist, or the list of 25 criteria, which, according to Weekdone, takes no more than 5 minutes to go through (while potentially saving several working hours that would've otherwise been lost due to crappy meeting orchestration)".
The idea behind Team Meeting Checklist is simple: before each gathering, the team leader takes 5 minutes to go through the checklist and create a meeting invite including the most crucial details. The system will send an automatically compiled email to all participants, summarizing details and ground rules for the upcoming meeting. This simple solution acts as a meeting reminder for the participants and social pressure tool to honor the effective meeting criteria for the leader. Furthermore, it provides a fantastic base for giving feedback and reflecting on the progress.
Which are the guidelines you tend to forget the most?
Learn more from our blog (https://blog.weekdone.com/criteria-for-effective-team-meeting/).
On average, 1/3 of the meetings we attend are a waste of time. Effective meeting preparation can help reduce the number of meetings you have AND ensure the ones you do have are worthwhile. The team from Meeteor shares how to prepare a thoughtful agenda. -- Originally presented at NY OpCon.
www.meeteor.com
Effective meeting skills presentation by Dr. Salma KannaniDr Ghaiath Hussein
A presentation by Dr. Salma Kannani on effective meeting skills for the staff of the Department of health Policy, Planning and Research at the Federal Ministry of health in Sudan
Rules for effective meetings - seriously....stop wasting timeEric Tachibana
Whether you are in an industry led by multi-national firms that require many specialized knowledge workers doing related and dependent tasks to work together to create synergistic value, or if you are a fast-moving, hip start-up, it is necessary for us to have a lot of meetings.
In an average week, I probably spend at least 40% of my time working with between 3-10 people at once, and usually across locations. I am sure you are the same.
As such, having excellent meeting skills can make a huge difference in how well you deliver in your role and we deliver as a firm.
Effective meetings are essential to successful project management, helping to energize and connect the team. Unfortunately, too many project meetings are a waste of time!
Great things happen when people come together.
Face-to-face interaction is the platform where deals are struck, relationships are forged and ideas are generated.
That’s what Meetings Mean Business is all about: showing the real power of what business meetings, conferences, conventions, incentive travel, trade shows and exhibitions collectively do for people, businesses and communities.
When gathering a team together to advance a particular project, you want to ensure the meeting is as efficient and effective as possible.
Do you think all meetings are painful, time wasting, poorly run and unproductive torture sessions? If you hate meetings, you’re not alone. Practically everyone does, and although businesses have to run meetings, very often, meetings run businesses. More than just a drag, bad meetings can have a tremendous negative impact on productivity and the bottom line. Running productive meetings is a direct reflection of your leadership skills. Here are few tips that will help you run effective meetings without wasting time & energy.
Statistics show that not only do people spend a lot of time in business meetings, but almost half of those surveyed stated that "unfocused" meetings were their biggest workplace time waster.This presentation will offer tips on how to run more effective meetings .
Professional business meetings is the womb to the process of decision making in successful enterprises, here I present a guide to how to conduct a productive & time saving business meeting.
30 Rules to Follow for an Effective Team MeetingWeekdone.com
Most professionals waste almost 3.8 hours a week on unproductive, poorly prepared meetings. We need a solution.
Weekdone (https://weekdone.com) built a fun free interactive meeting assistant Team Meeting Checklist (http://teammeetingchecklist.com) that helps save time and increase focus on these time consuming meetings.
Taking together different researches we came up with a list of guidelines that offer a pretty clear glimpse to how an effective team meeting should look like. Going through the list one by one might be time-consuming, which is why we built the interactive version of the list called Team Meeting Checklist.
Quoting ArcticStartup: "Real secret ingredient of the meeting manager lies in the checklist, or the list of 25 criteria, which, according to Weekdone, takes no more than 5 minutes to go through (while potentially saving several working hours that would've otherwise been lost due to crappy meeting orchestration)".
The idea behind Team Meeting Checklist is simple: before each gathering, the team leader takes 5 minutes to go through the checklist and create a meeting invite including the most crucial details. The system will send an automatically compiled email to all participants, summarizing details and ground rules for the upcoming meeting. This simple solution acts as a meeting reminder for the participants and social pressure tool to honor the effective meeting criteria for the leader. Furthermore, it provides a fantastic base for giving feedback and reflecting on the progress.
Which are the guidelines you tend to forget the most?
Learn more from our blog (https://blog.weekdone.com/criteria-for-effective-team-meeting/).
On average, 1/3 of the meetings we attend are a waste of time. Effective meeting preparation can help reduce the number of meetings you have AND ensure the ones you do have are worthwhile. The team from Meeteor shares how to prepare a thoughtful agenda. -- Originally presented at NY OpCon.
www.meeteor.com
Effective meeting skills presentation by Dr. Salma KannaniDr Ghaiath Hussein
A presentation by Dr. Salma Kannani on effective meeting skills for the staff of the Department of health Policy, Planning and Research at the Federal Ministry of health in Sudan
Ppt telephone handling conversation (Mulok conversation bahasa inggris SMK)Didit Kurniadi
Materi telephone handling berupa receiving call, making call, taking/leaving message,holding a call, etc. materi ini saya gunakan untuk mengajar mapel conversation di SMK Antonius Semarang
Another essential function of leadership is encouraging team spirit. There is a saying that if you have a handful of dry grass you can use each individual blade to sweep a floor but it is much more effective to combine them into a brush. In the same way individual employees working alone, however motivated they might be, are nowhere as effective as when they work as a team.
Presents tit bits on managing project teams effectively. Answers the questions on assigning and evaluating team roles. Identifying team resources and aligning them with the strengths on a project
اللقاء التعريفي للدورة الالكترونية مهارات التفكير كورت
المحاور العامة التي سوف نتدارسها معا ان شاء الله ..والاستراتيجية المتبعة كل يوم خميس لدراسة مهارة في كل لاسبوع
اضراب الاسرى الاداريين عن الطعام.. هل من جدوى؟؟اسماء الشرباتي
الاسرى الاداريين يخوضون الان معركة الامعاء الخاوية بمطالب عالية المستوى، في الغاء ظاهرة الاعتقال الاداري المحرمة دوليا، فهل (تاريخيا) تم تحقيق مطالب الاسرى من خلال الاضراب؟
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
CLASS 11 CBSE B.St Project AIDS TO TRADE - INSURANCE
How to run effective meetings hu
1. How to Run Effective Meetings
Management Skills
Asma Sharabati
2. Some common complaints about meetings include:
❑ Starting late
❑ Not having a purpose
❑ No clear objective for the meeting
❑ Disorganized
❑ Some attendees don’t participate
❑ Some attendees do all the talking
❑ Longer than they need to be
❑ No common understanding of the results
3.
4. three steps for effective meeting :
1. Planning the meeting
2. Conducting the meeting
3. Evaluating the meeting
12. Conducting an Effective Meeting
❑ Start the meeting with some general information about the purpose.
This gives everyone the same foundation from which to begin the
communication.
❑ Establish ‘‘meeting-keeping’’ roles such as timekeeper, agenda
cop, scribe. This will help en sure that the meeting runs smoothly and that
meeting notes will be available for everyone.
❑ Introduce the use of a ‘‘parking lot.’’
When a participant introduces a topic that is not on the agenda, have her
put the thought on a Post-it Note and place the Post-it on the parking lot
(a piece of paper taped on the wall with the words parking lot at the top
of it). In this way, the thought is acknowledged and not forgotten.
13. ❑ Follow the agenda.
❑ Generate discussion among all attendees. Ways to do this include:
—Asking for feedback
—Asking another attendee to paraphrase what was just said
—Encouraging participation by asking quiet attendees what they think
—Reflecting on what you think is being said or thought
—Supporting participant ideas
❑ Recap the outcomes or results of the meetings. Make sure that
each attendee knows the action expected of him/her based
on the meeting.
14. ❑ Meet your time commitments. If the meeting is running late, ask
participants if they are able to extend the time, or reschedule the
meeting continuation for another time.
❑ Review ‘‘parking lot’’ items. If possible within the originally
scheduled time, address these concerns. If time will not permit, ask
if another meeting needs to be scheduled with these items on the
agenda.
❑ Set a time for a next meeting.
❑ Ask for a meeting evaluation. This ensures that participants
have an opportunity to let you know what worked well in
the meeting and what they would like to see done differently.
20. To Ensure
a Successful Meeting
Ensure That the Right People
Attend, at the Right Time and
Place, and That They Reach the
Right Decisions
21. Role of the manager when Chairing a
Meeting
• Keep discussion focused on the topic
• Intervene if discussion fragments into
multiple conversations
• Tactfully prevent anyone from dominating
22. Role of the manager when Chairing a
Meeting
• Bring discussions to a close
• Ensure all participants are aware of all
decisions that have been reached
• Notify group when time for an item has
expired
24. IN SUMMARY . . .
Without proper preparation, meetings can be a waste
of time.
Agendas are critical to keeping a meeting on track and
keeping all participants informed.
Agendas must list one or more objectives, which state
the purpose of the meeting.
Invite only the necessary people to meetings to keep
the group focused and active.
25. When leading a meeting, speak with
energy, tone variability, and hand
gestures.
Maintain eye contact with your
listeners.
Listen carefully and completely
before preparing to disagree with
someone.
At the end of the meeting,
summarize all the actions or
decisions that were made to be
sure everyone is in agreement.
26. References
• Ellis, Carol W., Management skills for new
Managers, American Management
Association, 2004.
• Communication Skills, Ferguson Career Skills
Library, 2004.
27. Best Wishes
Asma Sharabati
asma_hatem@hotmail.com
Management Skills part 4
Hebron University
2011
30. DEFINITIONS:
Greenberg and Baron defines a team as
‘a group whose members have complementary skills
and are committed to a common purpose or a set
of performance goals for which they hold
themselves mutually accountable’
Stephen Robbins describes a work team as
‘a group whose individual efforts results in a
performance that is greater than the sum of
those individual inputs’
31. • A team is a group of people formed to achieve
a goal. Teams can be temporary, or indefinite.
With individuals sharing responsibility, the
group as a whole can take advantage of all of
the collective talent, knowledge, and
experience of each team member.
• Team building is an organized
effort to improve team effectiveness.
32. Teamwork Considerations
• Trust
• Effective communication, especially listening
• Attitude positive "can do"
• Motivation to perform and improve
• We mentality
• Ownership of process with pride in
accomplishment
• Respect and consideration of others
• Keeping focus
33.
34. What Makes a Good Team?
• A true team is a living, constantly
changing, dynamic force in which a
number of people come together to work
• Team members discuss their objectives,
assess ideas, make decisions, and work
towards their targets
together
35. Why Team?
Benefits of Teams:
Better decisions and motivation
Everyone can participate
Nurtures improved working relationships
Encourages rewards in the work itself
Freer contribution of information
Increases communication
Thrusts an organization towards common goal
Supports an organization-wide perspective
36. Benefits Of Teamwork
Integration of the Talents
The Collective Utilization and Competencies
Of Individuals’ Efforts they Possess
38. IMPORTANT
CHARACHTERISTICS OF A
TEAM:
1. SMALL NUMBER: A team consists of few people as the interaction and
influence processes needed for the team to function can occur only when
the number is small.
2. MIX OF SKILLS: A team includes people with a mix of skills appropriate
to the task to be done.
3. COMMON PURPOSE OR GOAL: A team comes together to take action
to pursue a goal. The purpose becomes the focus of the team, which
makes all decisions in pursuit of the goal.
4. MUTUALLY ACCOUNTABLE: Mutually accountable is a kind of
promise that members make to each other to do everything possible to
achieve their goals, and it requires commitement and trust of all members.
39. Finding the Right Balance Of Skills
Technical In disciplines
expertise
Problem-solving Team-working
skills skills Ability to cope
Ability to make
clear decisions with others
40. Responsibilities
Team Leader
• Moves the team to accomplish its task
• Provides a conducive environment for getting
the work done (location, resources)
• Communicates with the team
41. Team Facilitator
• Makes things happen with ease
• Helps the group with the process
• Enables the group to produce the "how"
decisions
• Note: Facilitators may be members or non-
members of the team.
42. Team Recorder
• Writes down the team's key points, ideas and
decisions
• Documents the team's process, discussions,
and decisions
43. Team members
• Displays enthusiasm and commitment to the team's
purpose
• Behaves honestly; maintain confidential information
behind closed doors
• Shares responsibility to rotate through other team roles
• Shares knowledge and expertise and not withhold
information
• Asks questions
• Respects the opinions and positions of others on the
team, even if the person has an opposing view or
different opinion
45. Points to Remember
• A team member is still an individual, and
should always be treated as such
• Cross-functional teams offer the chance to
learn about roles and work of others
46.
47. Understanding Team Dynamics
An Overview of Tuckman and Jensen’s Four-Phase Model
Educational psychologist Bruce Wayne Tuckman, Ph.D. was charged by
his boss at the Naval Medical Research Institute, Bethesda MD with a
review of 50 articles about team behavior. From this body of work, Dr.
Tuckman conceived his theory of group developmental processes in
1965.
48. Stage 1 - Forming
During the first stage, the team is becoming acquainted with each
other and teamwork. Members are building rapport, honesty, trust,
and open communication. They are trying to determine what it
takes to fit in. The team members usually have great enthusiasm
for the project. However, they do not know how to work as a team
to accomplish it. During this stage the team is deciding what they
need to accomplish and who needs to accomplish it.
The Forming stage. Groups initially concern themselves with
orientation accomplished primarily through testing. Such testing serves to
identify the boundaries of both interpersonal and task behaviors.
Coincident with testing in the interpersonal realm is the establishment of
dependency relationships with leaders, other group members, or pre-
existing standards. It may be said that orientation, testing and dependence
constitute the group process of forming.
49. Stage 2 - Storming
Stage 2 is characterized by being overwhelmed by the information
and task. Sometimes power struggles, emotions, and egos become
evident. This stage is the most difficult to overcome. Some teams
never progress past this stage. If this happens, they should be
disbanded. To move forward to the next stage, the team must find
some small success as a group. Once the team understands they
can perform as a team, the team usually progresses to the next
stage.
The Storming stage. The second point in the sequence is
characterized by conflict and polarization around interpersonal issues,
with concomitant emotional responding in the task sphere. These
behaviors serve as resistance to group influence and task requirements
and may be labeled as storming.
50. Stage 3 – Norming
During Stage 3 the team moves toward the mission. In this stage
customer contact and measurements can help the team members
start to assist each other and focus on the mission. This is the first
stage where the team is actually working as a team. Here the team
knows how to operate as a team.
The Norming stage. Resistance is overcome in the third stage in which in-
group feeling and cohesiveness develop, new standards evolve, and new
roles are adopted. In the task realm, intimate, personal opinions are
expressed. Thus, we have the stage of norming.
51. Stage 4 - Performing
Finally in stage 4 the team becomes effective. The team members
work together to achieve the mission.
The Performing stage. Finally, the group attains the fourth and final stage in which
interpersonal structure becomes the tool of task activities. Roles become flexible
and functional, and group energy is channeled into the task. Structural issues have
been resolved, and structure can now become supportive of task performance. This
stage can be labeled as performing.
52. Stages of Team-development
The team first comes together;
discovering "Why? What? Who? When?".
Conflicts have not begin to emerge yet
53. manager’s Role
Forming
Use socializing and team discussion to initiate
group work
54. Stages of Team-development
Forming Storming
Disagreements arise about what needs to be done and who will do it.
People are annoyed by
The restrictions imposed by the team
55. manager’s Role
Forming Storming
Assert your authority to defuse conflict in
the team
56. Stages of Team-development
Forming Storming Norming
The goals, roles, and boundaries have been
clarified and accepted by team members.
They have taken ownership and accountability
for getting the work done
57. manager’s Role
Forming Storming Norming
Encourage team members to establish a creative
work pattern
58. Stages of Team-development
Forming Storming Norming Performing
The team becomes a true team, working in harmony, supporting one another. The
team, not the leader, manages the project. Team members make adjustments to
keep the deliverables on track
59. manager’s Role
Forming Storming Norming Performing
Build-up team faith in their collective ability
and skills
60. ������ Identify what stage of team development your team is in.
My team is in the ______________________ stage.
63. manager’s Role in
Team-building Process
• Identifying purpose of forming team
• Selecting team members
• Identifying strengths and weaknesses
• Setting objectives and clarifying issues
• Allocating roles and responsibilities
• Supporting team members
64. manager’s Role in
Resolving Team Conflicts
• Clarifying impact of conflict on performance
• Identifying causes of conflict
• Inviting parties to explain their points of view
suggesting solutions
• Selecting appropriate methods for solution
• Agreement on roles to resolve the conflict
• Developing a plan of implementation
65. Action Steps to Success
Step 1
Ensure That All Partners Have a Part in Developing
the Shared Vision and Common Goals.
A jointly developed shared vision that
incorporates all partners’ expectations for the
project and that accommodates individual and
organizational agendas is a good foundation for
building a functional team that
will collaborate
to reach a common goal.
66. Step 2
Define Member Roles and Responsibilities.
Defining and articulating roles and responsibilities
demonstrates that the collaboration has carefully
planned how partners can contribute to the
success of the problem-solving initiative or other
community policing project.
Collaborations should define the roles and
responsibilities of the lead agency, partners,
committee chair, meeting facilitator, and
members.
For each of these roles,
the collaboration should define:
67. • What does it mean to assume one of these roles?
• What am I responsible for if I take on this role?
• How long will I have to serve in that role?
Developing a glossary of collaboration roles and responsibilities
answers questions, defines relationships, and promotes individual
and group accountability. Clear expectations allow members of the
partnership to have the information they need to make informed
decisions regarding participation. Moreover, clearly defined roles
and responsibilities increase the likelihood that
members will accept tasks that are reasonable and ensure that the
action plan will be successfully
implemented.
68. Step 3
Involve All Partners in Project Activities, Meetings, and
Discussions.
Whenever possible, try to schedule meetings so that all partners
can attend. Develop mechanisms to inform partners of
meeting minutes and decisions, especially those partners who
were absent from a particular meeting. Maintain open
communication and share decision making through
consensus. At times, core partners may be tempted to make
unilateral decisions or undertake tasks without team input or
assistance, especially if these partners feel that not enough
progress has been made. Developing
a pattern of operating single-handedly,
however,is a sure way of alienating
partners and losing resources.
69. Step 4
Seek Commitment from Partners.
Team leaders should seek commitment from partners to
participate actively as a team in the collaboration. This
commitment can be gained and sustained if core
partners lead the team with consistency and integrity,
respect the membership’s diversity without attempting
to change individuals, and if core partners strive to
generate equal participation and meaningful
contribution by all collaboration members. Core
partners who use their influence to compel other
partners to participate or concede
to “team” decisions may achieve
compliance, but they will not
generate teamwork.
70. Step 5
Acknowledge and Reward Team Members.
Ensure that all team members know how their
individual efforts contribute to the team’s
effort and to the common goal. Acknowledge,
credit, and support individual efforts as vital
to the success of the collaborative initiative.
Encourage all partners to
continually share their
individual contributions
with the entire team.
71. Team Cohesion Has A Great
Effect on Productivity
Cohesion
Productivity
72. Time spent
together
Challenges Proximity of
Facing team Team members
Previous
Size of team
achievements
73.
74.
75. References
• Teamwork and Team Building Student
Manual CorporateTrainingMaterials.com
• Teamwork Strategies Collaboration Toolkit
• Section 6: Teamwork Strategies