1. The document discusses challenges of teamwork such as conflict management and decision making. It covers components of team dynamics and reasons for team failure. 2. High-performing teams have clear goals and roles, effective communication, and recognize individual and team contributions. The four stages of team development are forming, storming, norming, and performing. 3. Building an effective team requires selecting members with complementary skills, establishing common goals and mutual accountability. Leaders must facilitate participation and manage conflict to foster cooperation.

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2. SABA NAWAB (06)
ATEEBA MALIK (49)
AYINA ALI (54)
TEHREEM NAQVI (31)
USMAN KHALIL (16)
AHMAD AMMAR (34)
BILAL ZAFAR(48)
I.A.S (TEAM BUILDING) 2

3. It's Easy To Get Good Players. Getting Them To Play
Together, That’s The Hard Part.
I.A.S (TEAM BUILDING) 3

4. CHALLENGES OF TEAM WORK ,CONFLICT
MANAGEMENT & DECISION MAKING
COMPONENTS OF TEAM DYNAMICS &
REASONS OF FAILURE
CHARACTERISTICS OF HIGH
PERFORMANCE TEAMS
FOUR STAGES OF TEAM DEVELOPMENT &
COHESIVENESS
BUILD AN EFFECTIVE TEAM,ROLES
LEADER & MEMBERS
“A Lessons from the Geese” AN EXAMPLE
CONCEPET/IMPORTANCE OF TEAM
I.A.S (TEAM BUILDING) 4

5. I.A.S (TEAM BUILDING) 5

6. A collection of individual with complementary skills who
cooperate with each other to achieve mutually recognized goals.
T • Together
E • Everyone
A • Achieve
M • More
I.A.S (TEAM BUILDING) 6

7. Shown that teams consistently outperform individuals or random groups.
In fact Fortune magazine has hailed well designed teams as potentially ‟the
productivity breakthrough of the 90s‟. Through team work:
Federal Express cut service error by 13%
Volvo’s Kalmar facility reduced defects by 90%
General Electric’s North Carolina plant increased productivity
by 250%
Honey well saved over $11 million after reducing production
times and shipping over 99% of orders in time.
3M turned around one division by tripling the number of new
products.
REF: I.A.S (TEAM BUILDING) 7
Fortune Magazine

8. I.A.S (TEAM BUILDING) 8

9. As Goose flaps its wings, it creates an "uplift“ .
By flying in a "V" formation, the whole flock adds 71% greater flying
range (IMPACT / EFFECTIVENESS)
If goose falls out of formation, suddenly feels the drag and resistance of
flying alone. (INEFFECTIVENESS)
It quickly moves back into formation , take advantage of the lifting power
of the bird immediately in front of it. (EMPOWERMENT /
BELONGINGNESS)
When the lead bird tires, it rotates back into the formation to take
advantage of the lifting power of the bird immediately in front of it.
(DELEGATION)
The geese flying in formation encourage those up front to keep up their
speed. (MUTUAL GOAL)
When a goose gets sick, wounded, or shot down, two geese drop out of
formation and follow it down to help and protect it. They stay with it until
it dies or is able to fly again. Then, they launch out with another
formation or catch up with the flock. (RELATIONSHIP)
I.A.S (TEAM BUILDING) 9

10. Synergy
Offset
Higher
personal
motivation
biases
BENEFITS
Generate
Higher
more
morale
alternatives
Higher
acceptance Improved
and problem
ownership solving
of decisions
I.A.S (TEAM BUILDING) 10

11. LEADER MEMBER
Impartial / unbiased Shaper(Extrovert)
Motivation / Incur age Implementer
Mentor Completer / Finisher
Encourage members to help each
Coordinator
other
Initiator to bring members close Team Worker
Resource investigator(external
Pilot of the team
contacts)
Specialist(Expertise)
Plants(introvert, innovator)
Ref: ChangingMinds.org:Belbin’s Team Roles I.A.S (TEAM BUILDING) 11
Maximizing Performance Through Teamwork: Belbin’s 9 Team Roles

12. Common Goal
Provide Team
Reward SMART Goal
Mutual Hard Work &
Accountabilities Contribution Of
every member
Examine Team
Strategies
EFFECTIVE Performance
measurement
Periodically TEAM system
Selection of
members Requisite Training
Team
Cohesiveness
/High performance Adaptability
team norms
Team external
relations
I.A.S (TEAM BUILDING) 12

13. 12 C, s is actually the 12 Questions that the organizations
ask their employees before making teams.
Clear Expectations
• Should be clarified at all levels (team & organization)
Context
• Team members should know why a team approach was selected.
• How the work fits into the total context of the organization.
Commitment
• Commitment of all the team members is important for success.
• Getting team members to understand significance of team‟s mission.
• Expected outcomes..
Competence
• Members must be equipped with knowledge, skills, and resources to accomplish their
mission.
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14. Charter
• A written and widely distributed document.
• Defines what the team is going to do and how it will go.
• Define the scope of the work to be performed and the timeline.
Control
• Team empowerment and freedom must be balanced with the organization‟s
expectations.
• Boundaries like timeframes and budgets must be understood. expectations.
Collaboration
• Collaboration is essential for a team to function effectively.
Communication
• Important for team and organization.
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15. Creative Innovation
• Project managers are change agents.
• People will react positively or negatively as it affects them.
• Be assure about organization‟s readiness or willingness to accept changes .
Consequence
• Team members must be recognized.
• They have Accountability for accomplishing the team‟s goals.
• To foster that accountability they need reasonable consequences for their actions.
Coordination
• Commitment of all the team members is important for success.
• Getting team members to understand significance of team‟s mission.
• Expected outcomes..
Cultural Change
• To become a successful organization ,need to utilize a team approach,
• This approach may represent a change in the organization‟s culture
I.A.S (TEAM BUILDING) 15

16. Adjourning
I.A.S (TEAM BUILDING) 16

17. FORMING
• Team leader takes charge & form groups.
• Provide direction.
• Clarify mission, goals and responsibilities to team members.
STORMING
• Soon after the group is formed, it experiences a dip in morale.
• Task are more complex and difficult than anticipated.
• Members become frustrated and feelings of incompetence.
• Team leader needs to be an effective mediator and manage conflict.
• Coalitions to bond the overall team.
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18. NORMING
• Resolve the differences of members and develop a group & trust.
• Structure that with acceptable norms and cohesiveness.
STORMING
• Team operates smoothly like a well oiled machine.
• All parts are functioning in perfect harmony to produce the
desired result.
• Leader can stand aside, supportive, and let the team work with
minimal interference.
ADJOURNING
• Complete task & breaking up team.
• Should be planned
• Some become comfortable some not ,other get ready for next
challenge.
• Leader should celebrate team achievement ,people should leave
team on positive note.
Ref: Mind tools ltd. I.A.S (TEAM BUILDING) 18
Essential skill for excellent career

19. • Attractive the team.
cohesiveness • Motivated the members are to remain in the team.
• Degree to which team member influence each other.
The degree of cohesiveness in a team depends upon:
Size
•The stronger the •Generally the more
commitment to achieve similar the group
the objectives the •Generally the smaller members, the greater
greater the the group the greater the cohesiveness.
cohesiveness. the cohesiveness.
Objectives Homogeneity
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20. Participation
• More equal the level of participation, the greater the cohesiveness.
• Group dominated by one of two members tend to be less cohesive.
Competition
• Intra-group competition results in low cohesiveness.
• If the group focus is inter-group, the member tends to pull together as team to
beat rivals.
• It is amazing how much a team accomplishes when no one cares who get the
credit.
Success
• The more successful goal achievement more cohesiveness.
• Success tends to breed cohesiveness which breeds more success.
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21. The ratio of We’s to I’s the best indicator of the
development of a TEAM
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23. Purpose Empowerment Relationship and
communication
• Goals are clear • Member have • Members express
• Strategies for access to themselves openly
achieving goals are necessary skill and and honestly
clear resources • Members listen
• Individual roles are • Policies and actively to each
clear practices support other
team objectives • Difference of
• Mutual respect and opinion and
willingness to help perspective and
each o valued
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24. Flexibility Optimal Recognition and
Performance Appreciation
• Members perform • High Outputs with • Individual & Team
different roles and excellent Quality contributions are
functions as • Decision making recognized and
needed is effective appreciated by
• Adaptability as groups &
changing organization
demands • Individuals are
• Various ideas and confident and
approaches are motivated
explored • Strong sense of
cohesion , team
spirit, belongingn
ess
I.A.S (TEAM BUILDING) 24

25. Size
• Some say 3-9, other say 5 , some say 6-8. Number varies
depending upon team‟s purpose.
• If the group is too small it tends to be too cautions, if too large
may be too slow
• Larger groups break in to smaller groups
• Larger groups generate more alternatives & higher quality ideas
• Larger team size, more formal or autocratic leadership needs to
be directed.
• Managers are more informal & participative in smaller functional
groups.
• Larger groups tend to inhibit equal participation
• Larger groups encourage social binds. Members feel they can
get with doing less.
Norms
• All groups form their own unwritten rules about how things are
done.
• The group‟s beliefs, attributes, and knowledge influence the type
of norms develop
I.A.S (TEAM BUILDING) 25

26. Roles are the shared expectations of how group
members will fulfill the requirements of their position.
Task Roles
• Objectives clarifiers (ensure anyone understand the objectives),
• Planners (determine how objectives will be met),
• Organizers (assign and coordinate the resources),
• Controllers (take corrective actions to ensure the objectives are achieved.
Maintenance Roles:
• Formers (get the members involved and committed to the group),
• Consensus seekers (get members input and agreement on group decisions),
• Harmonized (help group members resolve their conflicts),
• Gate keepers (see that appropriate norms are developed and enforced)
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27. Unclear goals
&objectives
Un-defined
boundaries &
responsibilities
Inappropriate members –
required skills missing
Individually oriented rewards and/or
recognition
Inappropriate leadership style / meetings
Unbearable of creativity & Lack of Training
team working and problem solving for members
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28. • Groups take a longer time to make decisions.
Time management • It can cause the wastage of time and money.
• One individual or subgroups may dominate & develop and destructive
conflict.
• They may try to win an argument rather than find the best solution.
Domination
• Group members may feel pressured & out fear of not being accepted.
• Nullifies the advantage of diversity.
Conformity and
‘Group think
• Group decision spread responsibility over many people.
• Tends to show less serious attitude not being personally responsible.
• So managers are mainly responsible for decisions.
Responsibility
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29. TIME
DEVELOPMENT
COMPETENCIES
AL POTENTIAL?
WHOM DOES IT
ACCEPTANCE
IMPACT?
I.A.S (TEAM BUILDING) 29

30. Time
• In an emergency situation, no time to consult so take decisions alone.
• Such decision are exception not rule.
Competency
• You can take decision single-handedly (information, depth and experience & sound judgment on
problem) and vice versa.
Whom does it impact?
• If the problem influence only you ,you can take self-initiative.
• If it involves just one other person, involve him/her.
• If will impact the whole team, then involving everyone is the best strategy.
Acceptance
• The group will accept the appropriate style (consultative / participative).
Developmental potential?
• If the situation has no development potential, it may be dealt alone.
• If has management development implications for only one person, involve him/her.
• If has potential for all members, involve the entire team.
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31. Avoidance Accommodation Forcing
Compromise involves Highly competitive
Ignoring the problem by moderate attention to both response , people focus
doing nothing. parties' concerns neither strictly on their own wishes
highly cooperative nor and are unwilling to
highly assertive. recognize the other
person‟s concerns.
Addressing by merely de-
emphasizing the
disagreement.
Collaboration emphasizes
both cooperation and
This of course fails to assertiveness aims to
resolve the problem or maximize satisfaction for
clear the air. both parties.
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32. The Silent
Member
The Arguer The Talker
The Bored The
Member Wanderer
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33. The Silent Member
• To be successful, all group members‟ input is required.
• Appreciate group decision making / discussion
• Ask all members to write out their ideas or by asking each member in turn.
The Talker
• Are always assertive
• Preface questions with statements like „lets‟ give those who have not yet answered‟
• Employ a rotational contribution method.
The Wanderer
• Distracts the team from the agenda.
• Be kind, thank his contribution, then throw a question out to group to be on track.
• If the wanderer has legitimate and solvable problem, then allow group to discuss .
The Bored Member
• Keep members motivated.
• Assign the bored member a task(recording ideas, minutes , negative feelings)
The Arguer
• Arguers enjoy arguing for the sake of arguing, than helping the group.
• Bring others into the discussion.
• Keep the discussion on target.
• Try to minimize the opportunity for confrontation.
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34. “Coming together is a beginning. Keeping together is
progress. Working together is success-
SUCCESS
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