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Team building
The document discusses team building and team effectiveness. It defines what a team is and outlines the benefits of teamwork. It describes Tuckman's model of team development, which includes forming, storming, norming, performing, and adjourning stages. Key aspects of team effectiveness are clear goals, roles, procedures, relationships, and leadership. The importance of team culture and characteristics of effective team leaders are also discussed.
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Team building
- 1. Team Building Psychometric Analyst & Trainer: Tina Karkhanis 1
- 2. Introduction Team Team Building Examples & Stories Team Characteristics Model – Team Effectiveness Edwin Lee - Life Cycle of Team Tuckman – Team Building Stages Team Culture Team Leader Vision & Mission Team effectiveness & its effect in performance / revenue 2
- 3. Check in Check-in Instruction: eachperson checks in with Where are you now in your team? What is your role in team? and ‘what want’ from the session today? 3
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- 5. Team Benefits of Team Work Lack of Team Work 5
- 6. Why Teams? Several people’s skills and knowledge together, in-turn gives better result i t i b tt lt Sustain the enthusiasm and lend support needed to complete the task. “What we accomplish is dependent on working together, at least part of the time!” “A team is two or more people working together inter-dependently, to achieve a shared objective.” 6
- 7. TEAM T Together E Empowering each other to p g A Achieve M More United we stand, Divided we fall. A team is a group of people working towards a common goal goal. 7
- 8. What Is ATeam? Here are some terms that are often used to describe 'a team . team'. Which ones do you think define what a team is? A group of Having one people Synergy aim Whole > Sum Co-operation Flexibility Working Reporting to Serving one together one boss customer 8
- 9. What is team? Ina team, People depend on each other; May or may not work in the same physical location, Combine to achieve something together 9
- 10. Sales people Undertake selling to clients Sales Manager Ensures the Sales People are equipped to sell properly Marketing Manager Designs a product is attractive to potential buyers Control the costs of the product to keep it competitively Accountants priced Maximise the return on the client's investment, making , g Investment Analysts the product more attractive to buy Process the procedures quickly so that the client does Administrators not lose patience and move to a competitor company Recruit high performing sales people, and provide Personnel training to maximise sales Provide marketing literature that looks professional and Stationery suppliers makes the product seem attractive Keep premises looking attractive, so that clients and pp g , Cleaning staff Cl i t ff prospects feel comfortable visiting organization 10
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- 12. Expectations - WIFM Delegates: Trainer 1. 1 Learn 1. 1 Focus on 2. Share problems/difficulties for the team, not 3. Experience p 2. difficulties with individuals 4. Explore Ask questions to clarify or 5. Action Plan p probe to understand 3. Always remember – this is for the good of the team! 4. Confidentiality - what is discussed here, stays here 12
- 13. Teams in Park Various Departments Security Operation Administration Sales & Marketing Logistics Maintenance F&B HR Events Finance 13
- 15. Stories Dying oldman and bundle of sticks Synergy through teams 1+1 >> 2 What can we learn from little ants? From honeybees? From the birds flying in a formation?
- 16. THE MAGIC OFSYNERGY Normally, 1+1=2. But, B sometimes when we work as a TEAM, h k TEAM 1+1 may become 11, 111, or even 1111! In fact, there i no li it f t th is limit. That is called SYNERGY; It is I i SYNCHRONISED ENERGY.ENERGY It has a MULITIPLIER EFFECT. It I grows in GEOMETRIC PROGRESSION, or PROGRESSION even EXPONENTIAL
- 17. Characteristics of Team Interdependent members Common goal(s) Each member’s distinct role Each E h member’s contribution is b ’ b important Congruency between individual and group goal 17
- 18. How do TeamsWork Best? Commitment to common objectives Defined roles and responsibilities Effective decision systems, communication and work procedures Good personal relationships. 18
- 19. TEAM EFFECTIVENESS MODEL Teams can continuously improve their effectiveness by focusing on improving their functioning in five key areas: Goals: What the team aspires to achieve Roles: The part each member p y in achieving the p plays g team goals Procedures: The methods that help the team conduct its work together Relationships: How the team members ‘get along” with each other h th Leadership: How the leader supports the team in achieving results results. 19
- 20. CLEAR Mission Purpose Values Goals 20
- 21. CLEAR ROLES ANDRESPONSIBILITIES Organization Structure Job Description Accountabilities Competencies Resources Tools and Equipment Qualifications 21
- 22. CLEAR PROCEDURES FOR: Solving Problems and Making Decisions Communicating Managing Conflict Completing Tasks Planning Pl Meetings Managing Change Evaluating Performance 22
- 23. POSITIVE RELATIONSHIPS Mutualrespect and trust Support Inclusion Involvement Value diversity Listening Feedback Okay with disagreement y g 23
- 24. STRONG LEADERSHIP PersonalCredibility Strategic Focus Clear Expectations Clear Communication Engagement and Involvement Develop People and Team All members responsible and accountable Manage Change g g Recognition 24
- 25. Life Cycle ofTeam - by Edwin Lee The P4 group, highly effective and highly cohesive. 25
- 26. An overview ofa Team's Life and Death Team s 26
- 27.
- 28. Little Learning withthe above theory with examples….1 When a team is formed it focuses on the future. Once it succeeds it focuses on the past. IBM lost most of the PC market (new challenge) because ( g ) its key business decisions were made by people who succeeded with mainframes (past successes). 28
- 29. Little Learning withthe above theory with examples…..2 Success breeds failure. The IBM PC (success) was followed by PC Jr. (abject failure). Apple II (success) was followed by Lisa (failure)! 29
- 30. Little Learning withthe above theory with examples…..3 Failure can breed success. Norman Schwartzkopf and Colin Powell endured the failure of Vietnam. They learned from that, and fought y , g Desert Storm with the wisdom and anxiety that Vietnam fostered. 30
- 31. Little Learning withthe above theory with examples…..4 Term limits of no more than 8 years for executives and executive teams would improve business effectiveness more than any other management change. 31
- 32. Effective teams arealways aware of and responsive to both th i internal and b th their i t l d their external environment 32
- 33. How to makeTeam more EFFECTIVE Answer to this question is Team Building. TEAM BUILDING The Th process of making team effective is called team b ildi f k ff ll d building. 'Team Building' is the process of enabling the group of people to reach their goal. 33
- 34. Stages in TeamBuilding Forming Storming Norming Performing 34
- 35. Stage 1: FORMING Team Building Define team D fi t Determine individual roles Develop D l trust and communication d i i Develop norms Task Define problem and strategy p gy Identify information needed 35
- 36. Team Norms Howdo we support each other? What do we do when we have problems? What are my responsibilities to the team? 36
- 37. From Individuals A Group Help members understand each other: How can I become a better team member? Keep the broader picture in mind rather than getting absorbed i ‘my’ ‘own’ task b b d in ‘ ’ ‘ ’ k My efforts should add value to the team My goal not achieved if team goal is not Use resources just sufficient to complete my part of the team task ‘Sail on’, rather than ‘pass on’ Create cooperative, friendly climate in team 37
- 38. Stage 2: STORMING Duringthe Storming stage team members: Realize that the task is more difficult than they i h imagined; i d Have fluctuations in attitude about chances of success; f May be resistant to the task; and, Have poor collaboration. H ll b i 38
- 39. STORMING DIOGNOSIS Dowe have common goals and objectives? Do we agree on roles and responsibilities? Do our task, communication, and decision systems work? Do we have adequate interpersonal skills? 39
- 40. Negotiating Conflict Separateproblem issues from people issues issues. Be soft on people, hard on problem. people problem Look for underlying needs, goals of each party rather than specific solutions.
- 41. Addressing the Problem State your views in clear non judgmental language non-judgmental language. Clarify the core issues. Listen carefully to each person’s point of view. Check understanding by restating the core issues.
- 42. Stage 3: Norming During this stage members accept: Their team; Th i t Team rules and procedures; Their l in h Th i roles i the team; and, d The individuality of fellow members. Team members realize that they are not going to crash- and-burn and start helping each other. p g 42
- 43. Norming Stage: MemberBehaviors Competitive relationships become more cooperative. There is a willingness to confront issues and solve p problems. Teams develop the ability to express criticism p y p constructively. There is a sense of team spirit. 43
- 44. Stage 4: PERFORMING Teammembers have: Gained insight i t G i d i i ht into personal and t l d team processes; A better understanding of each other’s other s strengths and weaknesses; Gained the ability to prevent or work through group conflict and resolve differences; and, Developed a close attachment to the team. 44
- 45. Stage 5: Adjourning Tuckmanadded a 5th stage 10 years later in 1977 The process of "unforming" the group, that is, letting go of the group structure and moving on. g p g It involves completing the task and breaking up the team. p g g p 45
- 46. Stages of TeamDevelopment Adjourning Group disperses / G di completion of task Performing Begin t h B i to share common commitment and Team is purpose “buzzing” Norming Voice differences, jockeyi ng for position g p Storming Forming Get together, introductions Tuckman, B. & 46 involved - “ritual sniffing” Jensen, N. (1977)
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- 48. Team Culture LeadersMake Culture Vision Mission Team members maintain and create necessary team y culture Pros & Cons of Team culture Identify different team behaviors Performance driven People maintenance P l i Trouble shooters 48
- 49. Teamwork relationships (Oliva, M 1992 (Oliva L M. 1992. Partners not Competitors, London. Idea Group Publishing.) Competitors London Publishing ) Management-centred leadership Range of freedom manager has to exercise authority Range of freedom team members have to exercise their authority Team centred Team-centred leadership Manager Manager Manager Team develops Team makes Team is makes decides team develops and different decision responsible independent direction and presents a approaches to within its for decision and “sells” plan to variety of solve problem; scope of decision, defi announces it team approaches for works with authority nes the the team to management to problem and decide on implement solution 49
- 50. Personal Characteristics ofTeam Leader Appearance Intelligence Self – confidence Warmth Communication Sensitizing the Skills feedback Alertness Al Naturalness N l Maturity Ability to work Sense of Humor with others 50
- 51. BUILDING THE TEAM: Building the team is like recruitment. One needs to select the right people and motivate them. He understands the pressures and the soft points of people, and uses this knowledge to make them part of his team. Each one of his team members is treated as special, as being different.
- 52. ALLOCATING ROLES: Bhuvan alsoassigns responsibilities to each of his people. Just getting the people in the team is not good enough enough. They have to be told what the goal is. A team consists of different individuals. t i t f diff t i di id l The objective is to make them all work together like a fist, like a team.
- 53. SUPPORT THE TEAMMEMBERS: MEMBERS Bhuvan backs his team members to the hilt hilt, even when they make mistakes. It is indeed important in any team that the captain backs the right person at the right time for the right job person, time, job.
- 54. Lets Find outour Role in Team Building Team Building Test Instructions: Below is list of statement describing p possible contributions to effective team. Score each statement according to following scale. 1 – Not very often true to me 2 – Sometimes true to me 3 – Very often true to me 54
- 55. Team Building Test:Scoring Task - Related Maintenance - Behaviour Related Behaviour SS - SS - SS - SS - SS - SS - SS - SS - SS - SS - SS - SS - SS - SS - SS - SS - Total - Total - 55
- 56. Team Task Roles INITIATOR/CONTRIBUTOR INFORMATION GIVER OPINION GIVER INFORMATION SEEKER OPINION SEEKER COORDINATOR INFORMATION SEEKER 56
- 57. Team Task RolesContd… OPINION SEEKER COORDINATOR SUMMARIZER CLARIFIER/ELABORATOR EVALUATOR ORIENTOR PROCEDURAL TECHNICIAN ENERGIZER 57
- 58. Team Maintenance Roles ENCOURAGER HARMONIZER GATEKEEPER/EXPEDITER STANDARD SETTER COMPROMISER GROUP OBSERVER FOLLOWER 58
- 59. “Coming together isa Coming beginning Keeping together is K i t th i p g progress; and Working together is success success” 59