Team building

1. TEAM BUILDING INTERVENTIONS
Submitted by: Submitted to:
ANJALI GUPTA Prof. ASHOK PRATAP SINGH
SEM.-4th MPMIR , Prof. SANDEEP KUMAR
DEPARTMENT OF PSYCHOLOGY
BANARAS HINDU UNIVERSITY

2. INTERVENTION
• The term intervention refers to a set of sequenced, planned action or events
intended to help an organization to increase its effectiveness.
• Intervention purposely disrupt the status quo.
• These interventions aim to create activities that change leadership styles,
organizational structures, or behavioral patterns to maximize the
effectiveness and potential of both people and businesses.
• OD intervention include methodologies and approaches to strategic planning
, organization design, leadership development, change management,
performance management, coaching, diversity and work life balance.

3. TEAM BUILDING INTERVENTION
• Definition of team:
• By Katzenbach and Smith 1993.
“ A team is a small number of people with complementary skills who are
committed to a common purpose, set of performance goals, and approach for
which they hold themselves mutually accountable.”
• Team building refers to the various activities undertaken to motivate the team
members and increase the overall performance of the team.

4. Importance of Team Building
Enhanced Communication
Team building enhances communication among team members,
promoting open dialogue and the exchange of ideas. Effective
communication fosters a positive work environment and ensures that
information is conveyed clearly and efficiently.
Improved Morale and Motivation
Engaging in team building activities fosters a sense of belonging
and camaraderie, thereby improving morale and motivation. It
helps in creating a cohesive and supportive work culture where
individuals feel valued and motivated to contribute.
Increased Productivity
Strong team dynamics result in increased productivity as members are
aligned towards common goals, leveraging their collective strengths and
skills. Team building activities improve cooperation and collaboration,
leading to more efficient task completion.
Photos provided by Pexels

5. DIFFERENCE BETWEEN GROUP AND TEAM
GROUP
• A number of persons
• usually reporting to a common
supervisor
• Having face to face interaction
• Persons have some degree of
interdependence in carrying out
task for the purpose of achieving
organizational goals.
TEAM
• A form of group
• Has some characteristics in
greater degree than ordinary
groups
• More interdependency and
interaction

7. TYPES OF TEAMS
Problem-Solving Teams: The employees from the same department who met for a
few hours each week to discuss ways of improving quality, efficiency, and the work
environment. Members share ideas or offer suggestions on how work processes
and methods can be improved. Rarely are they given the authority to unilaterally
implement their suggested actions, e.i. quality circles.
Self-Managed Work Teams: Problem-solving teams did not go far enough in getting
employees involved in work-related decisions and processes
These groups of employees (typically 10-15 in number) perform highly related or
interdependent jobs and take on many of the responsibilities of their former
supervisors. This includes planning and scheduling of work, assigning tasks to
members, collective control over the pace of work, making operating decisions, and
taking action on problems. Fully self-managed work teams even select their own
members and have the members evaluate each other's performance.

8. Continued..
• Cross-Functional Teams: These are teams made up of employees from about the
same hierarchical level, but from different work areas, who come together to
accomplish a task. Many organizations have used horizontal, boundary-spanning
groups for years. A task force is really nothing other than a temporary cross-
functional team.
• Virtual Teams: The previous types of teams do their work face to face. Virtual
teams use computer technology to tie together physically dispersed members in
order to achieve a common goal. They allow people to collaborate online. Virtual
teams can do all the things that other teams do. They can include members from
the same organization or link an organization's members with employees from
other organizations. They can convene for a few days to solve a problem, a few
months to complete a project, or exist permanently.

9. Strategies for Effective Team Building
Clear Goal Setting
Establishing clear and
achievable goals provides
direction for the team. It helps
in aligning efforts, fostering a
sense of purpose, and boosting
motivation by offering a clear
path for collective action.
Promoting Trust and
Respect
Emphasizing trust-building
exercises and fostering a
culture of mutual respect
among team members lays the
foundation for a cohesive and
resilient team. These qualities
are vital for effective
collaboration and problem-
solving.
Diverse Team
Involvement
Incorporating diverse
perspectives and involving the
entire team in decision-making
processes promotes inclusivity
and creativity. It encourages a
broader range of ideas and
solutions, resulting in
innovative outcomes.

10. Characteristics of an Effective Team
• Clear purpose (defined and accepted vision, mission, goal or task, and an
action plan)
• Informality (informal, comfortable, and relaxed)
• Participation (much discussion and everyone encouraged to participate)
• Listening (members use effective listening techniques such as questioning,
paraphrasing, and summarizing)
• Civilized disagreement (team is comfortable with disagreement; does not
avoid, smooth over, or suppress conflict
• Consensus decision making (substantial agreement through thorough
discussion, avoidance voting)divided)
• Open communications (feelings are legitimate, few hidden agendas)

11. Continued..
• Clear roles and work assignments (clear expectations and work
evenly
• Shared leadership (while there is a formal leader, everyone shares in
effective leadership behaviors)
• External relations (the team pays attention to developing outside
relationships, resources, credibility)
• Style diversity (team has broad spectrum of group process and task
skills) Self-assessment (the team periodically stops to examine how
well it is functioning)

12. TEAM OR WORK GROUPS:STRATEGIC UNIT
OF ORGANIZATION
• Much of the work in the organization is accomplished through teams
directly or indirectly.
• Work team culture exerts a significant influence on the individual
behavior.
• High-performance teams have the same characteristics but to a
higher degree. Katzenbach and Smith say that strong personal
commit- ment to each other-commitment to the others' growth and
success distinguishes high-performance teams from effective teams.

13. BROAD TEAM BUILDING INTERVENTIONS
• The most important single group of interventions in OD are team- building
activities, the goals of which are the improvement and increased effectiveness of
various teams within the organization.
• Some interventions focus on the intact work team composed of a boss and
subordinates, which we are calling the formal group.
• Other interventions focus on special teams such as startup teams, newly
constituted teams due to mergers, organization structure changes, or plant
startups; task forces; cross-functional project teams; and committees.

14. Broad Team Building
Interventions
• Interventions focus on:
1. Formal Groups (Intact
work teams)
2. Special Groups (Startup
teams, special project
teams, cross-functional
teams, parallel learning
structures etc.)

15. Continued..
• Team-building interventions are typically directed towards four main areas
1. Diagnosis
2. Task accomplishments
3. Team relationships
4. Team and Organization processes
• We will describe major approaches to team building, such as the formal work
group diagnostic meeting, formal work group team-building meeting, process
consultation, and Gestalt OD, as well as a number of techniques and exercises
used within team-building sessions to address specific issues.
• The major actors are a consultant, who is not a member of the group (the 'third
party), the group leader, and the group members.

16. MAJOT APPROACHES TO TEAM BUILDING

17. THE FORMAL GROUP DIAGNOSTIC MEETING
• Purpose is to conduct a general critique of the performance of the group .i.e. to
take stock of "where we are going" and "how we are doing" and also to identify
the problems so that we may work on.
• The formal group diagnostic meeting allows a group to be its own critique in
order to identify it's strengths and problem areas. It encourages every group
member to contribute and generate ideas.

18. Continued..
• The data collected during the meeting serves the foundation for future actions.
Whether formal group meeting is to be held or not depends upon the group
leader. By and large, the leader and the consultant talk about the idea first, and if
it appears to them that a actual need for a diagnostic meeting exists, then it is put
before the group.
• Naturally, the leader structures a set of questions in order to receive the group’s
reaction. The primary purpose of group diagnostic meeting is to surface those
issues and problems which need to be worked out
• It is generally a problem identifying meeting.

19. THE FORMAL GROUP TEAM BUILDING
MEETING
• The formal group team building meeting has the goal of improving the team's
effectiveness through better management of task demands, relationship demand
and group processes.
• It is an inward look by the team at its own performance, behavior, and culture for
the purposes of drop- ping out dysfunctional behaviors and strengthening
functional ones.
• The group critiques its performance, analyzes its way of doing things, and at
tempts to develop strategies to improve its operation. Sometimes the purpose of
the meeting is a special agenda item, such as developing the group's
performance goals for the coming year.

20. Purpose of team building
Richard beckhard has lists four major purposes for team building other than
sharing of information, these are as follows :
•To set goals and priorities
• To analyze or allocate the way work is performed
• To examine the way a group is working its processes (such as norms, decision
making, communication)
• To examine relationships among the people doing the work

21. Challenges in Team Building
Resistance to Change
Team members may resist adopting new ways of working or may be
hesitant to embrace change. Understanding and addressing this
resistance is crucial to foster a culture of adaptability and continuous
improvement.
Conflict Resolution
Conflicts within the team can arise due to differing opinions,
miscommunication, or diverse working styles. Implementing effective
conflict resolution strategies is essential for maintaining team
harmony and productivity.
Building Cohesion in Virtual Teams
In the context of remote work, building cohesion and rapport
among virtual team members poses unique challenges. Overcoming
distance barriers and ensuring effective communication are vital for
effective team building in virtual environments.
Photos provided by Pexels

22. PROCESS CONSULTATION INTERVENTION
• Process consultation places greater emphasis on diagnosing and understanding
process events.
• Process consultation (PC) –Developed by Edgar H. Schein.
• Process consultation assumes that an organization's effectiveness depends upon
how well its people relate to one another.
• Being not a member of the organization, the external consultant is in a better
position to suggest remedies to the problems being faced by the organization by
adequately diagnosing the same on the basis of better understanding of the
external environmental factors affecting the organization.

23. Process
The various stages, suggested by Schein in the process consultation technique are
explained as follows:
(i) Initiate Contract: This is where the client contacts the consultant with a
problem that cannot be solved by normal organizational procedures or
resources.
(ii) Define the Relationship: In this step, the consultant and the client enter into
both a formal contract, spelling out services, time and fees and a psychological
contract. The latter explains the expectations of results on both the clients and
consultant's sides.
(iii) Select a Setting and a Method: This stage involves an understanding of how
and where the consultant will do the job that needs to be done

24. Continued..
(iv) Gather Data and Make a Diagnosis: Through a survey, using questionnaires,
observations and interviews, the consultant makes a preliminary diagnosis. This
data gathering occurs simultaneously with the entire consultative process.
(v) Intervene: Agenda setting, feedback, coaching and/or structural interventions
are made in the process consultation approach.
(vi) Reduce Involvement and Terminate: The consultant disengages from the client
organization by mutual agreement but leaves the door open for future
involvement.

25. Kind of intervention PC makes:
1. Agenda-setting interventions, consisting of:
Questions which direct attention to interpersonal issues.
-Process-analysis periods
Agenda review and testing procedures.
Meetings devoted to interpersonal process.
-Conceptual inputs on interpersonal-process topics.
2. Feedback of observations or other data, consisting of:
Feedback to groups during process analysis or regular worktime.
-Feedback to individuals after meetings or after data-gathering.

26. Continued..
3. Coaching or counseling of individuals
4. Structural suggestions:-
Pertaining to group membership.
-Pertaining to communication or interaction patterns.
Pertaining to allocation of work, assignment of responsibility, and lines of authority.

27. GESTALT APPROACH TO TEAM BUILDING
• Focus more on the individual than on the group is the Gestalt Approach to OD
• based on belief that persons function as whole, total organism.
• Goals are awareness, integration, maturation, authenticity, self regulation and
behavior change
• Primary thrust is to make the individual stronger, more authentic, more in touch
with individuals own feelings

28. Continued..
• Works within a group setting but focus is on individual.
• People should accept the polarities- positive and negative.
• Use is not widespread.

29. TECHNIQUES AND EXERCISES USED IN TEAM
BUILDING
• In order to facilitate the team performance, a number of techniques are used.
These techniques help in understanding the key issues and to take the required
corrective actions, and also help in structuring the team’s activities.

30. Techniques and Exercises Used in Team
Building
Role analysis
technique
Interdependency
exercise
Role negotiation
technique
The appreciations
and concerns
exercise
Responsibility
charting
Visioning
Appreciative
inquiry
Field force
analysis

31. 1. Role Analysis Technique:
• This technique is used to clarify role expectations and obligations of team
members to improve team effectiveness. (Thomas & Dayal)
• The role being defined is called focal role.
• The first step consists of the focal role description initiated by the focal role
individual.
• The second step examines the focal role incumbent's (importance) expectations
of others.
• The third step consists of others' expectations and desired behaviors of the focal
role.
• In the fourth step the focal role person writes a written summary of the role as it
has been defined called a role profile.

32. 2. Interdependency
Exercise
• It improves cooperation among
the members of the group.
• In small groups of around ten
persons, in a face to face manner,
they interview each other about
the important interdependencies
between their two jobs and/or
units.
• It assist to get better acquainted,
surface problems that are latent.

33. 3. Role Negotiation
Technique
• It is used when the causes of
team ineffectiveness are based
on people's behaviors that they
are unwilling to change because
it would mean a loss of power or
influence to the individual.
• Technique of role negotiation is
developed by Rodger Harrison is
of great adavantage.

34. Continued..
• The technique is basically an imposed structure for controlled negotiations
between parties in which each party agrees in writing certain behaviors in return
for changes in behavior by the other.
• Negotiation styles

35. 4. The Appreciations and Concerns Exercise
• It is appropriate if interview data suggest that one of the deficiencies in the
interactions of members of a group is lack of expression of appreciation, and
another deficiency is the avoidance of confronting concerns and irritations.
• First, the facilitator ask each member to jot down three appreciations for each
member of the group.
•Secondly, they do the same with minor irritations that interferes in
communication.
• The third step is when the facilitator make some suggestions to motivate
conversation about that problems.

36. 5. VISIONING
• This is an intervention technique in which various group members are asked to
describe their dream of what they want their organization to be like in future.
• Name of Ronald Lippitt is associated with the development of this technique.
• Step1.On note paper, write down the characteristics you would like to see this
organization should have after some years downstream.
• Step2.- Using a marking pen, make characteristics visible on flipchart paper and
display on the wall.
• Step3. Report to the group, but no debate is allowed at this point.
• Step4During a half-hour break, a subgroup of three people extracts the themes
from the individual reports and prepares to report them to the total group for
discussion

37. 6.APPRECIATIVE INQUIRY
• An intervention broader than that of the appreciation and concerns exercise is
appreciative enquiry.
• This technique is developed by Frank Barrett and David Cooper Rider, and refined
by Gervase Bushe.
• It asserts that the fact of organizations is not a problem to be solved, but “ a
miracle to be embraced”. Appreciative inquiry refers to both a search for
knowledge and a theory of intentional collective action which are designed to
discover, understand, and encourage innovations in social organizational
arrangements and processes.

38. 7.RESPONSIBILITY CHARTING
• In work teams decisions are made, and chores are assigned to different team
members. Different members are responsible for different actions and decisions.
In order to clarify who is responsible for what action and decision, with what’
kind of involvement by others, a technique is used by Beckhard and Harris. This
technique is known as responsibility charting.

39. 8. FORCE FIELD ANALYSIS
• The oldest intervention in the OD practitioner's kit bag is the force-field analysis,
a device for understanding a problematic situation and planning corrective
actions.
• This technique rests on several assumptions: the present state of things (the
current condition) is a quasi-stationary equilibrium representing a resultant in a
field of opposing forces.

40. Continued..
• The force-field analysis involves the following steps:
• Step 1. Decide upon a problematic situation you are interested in improving, and
carefully and completely describe the current condition. What is the status quo?
What is the current condition? Why do you want it changed?
• Step 2. Carefully and completely describe the desired condition. Where do you
want to be? What is the desired state of things?
• Step 3. Identify the forces and factors operating in the current force field. Identify
the driving forces pushing in the direction of the desired condition; identify the
restraining forces pushing away from the desired condition. Identification and
specification of the force field should be thorough and ex haustive so that a
picture of why things are as they are becomes clear.

41. Continued..
exhaustive so that a picture of why things are as they are becomes clear.
• Step 4. Examine the forces. Which ones are strong, which are weak? Which
forces are susceptible to influence, which are not? Which forces are under
your control, which are not? (Important individual forces could themselves
be subjected to a force-field analysis in order to understand them better.)
• Step 5. Strategies for moving the equilibrium from the current condition to
the desired condition are the following: add more driving forces; remove
restraining forces; or do both. Step 6. Implement the action plans. This
should cause the desired condition to be realized.
• Step 7. Describe what actions must be taken to stabilize the equilibrium at
the desired condition and implement those actions.

42. Implementing Team Building Interventions
Customized Interventions
Tailoring team building interventions to the specific needs and
dynamics of the team is crucial for relevance and effectiveness.
Customized approaches ensure that interventions directly address
the team's challenges and opportunities for growth.
Leadership Support and Participation
Active involvement and endorsement of team building activities by
organizational leaders promotes a culture of collaboration and
reinforces the value of teamwork. Leadership support enhances the
credibility and impact of interventions.
Evaluating and Adjusting Strategies
Continuously evaluating the impact of team building interventions
and adapting strategies based on feedback and outcomes is
essential for sustained improvement. It allows for the refinement
and optimization of interventions over time.

43. Measuring the Impact
Employee Feedback and Surveys
Collecting feedback through surveys and assessments provides valuable insights into the
perceived impact of team building initiatives. It helps in identifying areas of improvement and
gauging the level of employee engagement.
Performance and Collaboration Metrics
Measuring key performance indicators and collaboration metrics allows for a
quantitative assessment of the impact of team building interventions. It provides
tangible data to evaluate the effectiveness of team dynamics and communication.
Long-Term Cultural Shift
Assessing the long-term organizational culture and the degree of sustained positive change
resulting from team building efforts is fundamental. It entails observing shifts in teamwork,
communication, and overall work culture over time.
Photos provided by Pexels

44. Conclusion and Next Steps
Key Takeaways
Summarizing the key benefits and strategies
discussed strengthens understanding and
retention of essential team building
principles. It reinforces the importance of
team development in achieving
organizational goals.
Next Steps for Implementation
Providing guidance on the practical steps for
incorporating team building interventions in
the organization enables the audience to
take actionable measures. It empowers
individuals to initiate and support team
building initiatives within their teams.
Building a Continuous
Improvement Culture
Emphasizing the need for continuously
fostering a culture of improvement and
adaptation ensures that team building
efforts are integrated into the long-term
organizational development strategy. It
encourages a mindset of ongoing growth and
enhancement.

45. THANK YOU