The document provides an overview of a training on team building. It introduces the trainer, Dr. Hailemariam Kebede, who has degrees in management and business administration. The objectives are to gain a greater understanding of how teams develop and perform, in order to build high-performing teams. Key topics covered include the differences between groups and teams, stages of team development, characteristics of effective and ineffective teams, and techniques for active listening, giving feedback, and resolving conflicts constructively.

1. Welcome to the training on
Team building

2. Trainer – Dr. Hailemariam
Kebede

3. Educational Background:
 BA Degree in Management -
Mekelle University.
 MBA in Business Administration
– Addis Ababa University.
 Higher Diploma in Pedagogy
(HDP) – Addis Ababa University.
 PhD in Business Leadership –
UNISA .

4. Certification:
Certified Management Consultant –
Issued by EMI.

5. •Summary of my experience
 Training,
 Consultancy,
 Researcher,
 Lecturer &
 Practitioner.

6. • Trained For:
• .
የኢትዮጵያኤሌክትሪክኃይል
ETHIOPIANELECTRICPOWER

7. Learning Objective
• To gain a greater understanding of how teams develop,
behave and perform.
• To utilize this knowledge to develop high performing teams
in our institutions.

8. Terminologies
Team Building
• Process of establishing and developing a greater sense of
collaboration and trust between members
Teamwork
• Concept of people working together as a team
Team player
• A team player is someone who is able to get along with their
colleagues and work together in a cohesive group

9. Why Should We Be a Team?
• When staff use their skills and knowledge together, the
result is a stronger agency that can fulfill its mission
“To provide accurate information that would assist individuals
in achieving a better quality of life.”
• People working together can sustain the enthusiasm and
lend support needed to complete the work of each
division.

10. TEAM BUILDING
• Group: A collection of two or more interacting
individuals with a stable pattern of relationships among
them, who share common goals and who perceive
themselves as being a group.
• Essentials of a group
1. Social interaction
2. Stable structure
3. Common interests
4. Perceive themselves as part of group

11. Team: A team is a small number of people with
complementary skills who are committed to a
common purpose, performance goals, and
approach for which they hold themselves
mutually accountable.
This definition highlights the essentials of a
team or in other words the team basics. Here the
focus or emphasis is on three characteristics –
small number, complementary skills and
commitment. These are what basically
differentiates a team from a group and makes a
team something much more productive and result
oriented than a group. We shall analyze them:

12. • Small number – five to twelve people
• Complementary skills – appropriate balance or mix of
skills and traits
• Commitment to a common purpose and performance
goals – specific performance goals are an integral part of
the purpose.
• Commitment to a common approach – team members
must agree on who will do a particular job & develop a
common approach.
• Mutual accountability – at its core, team accountability is
about the sincere promises we make to others &
ourselves – commitment & trust.

13. DIFFERENCE BETWEEN A GROUPAND TEAM
GROUP
• Strong, clearly focused.
• Individual accountability.
• The group’s purpose is the same as
the broader organizational mission.
• Individual work products.
• Runs efficient meetings.
• Measures performance indirectly by
its influence on others.
• Discusses, decides, and delegates.
TEAM
• Shared leadership roles.
• Individual and mutual
accountability.
• Specific team purpose that the
team delivers.
• Collective work products.
• Encourages open-ended
discussions, active problem
solving meetings.
• Measures its effectiveness
direct by collective work
products.
• Discusses, decides, & does real
work together.

15. TEAM WORK
Very often we use the word team work in our
organizational context without perhaps fully
understanding what we mean by team work.
Team work is an abstract concept. It represents a
set of values that:
• Encourages behaviors such as listening &
responding to view points of others, giving benefit
of doubt to others.
• Providing support to those who need it.
• Recognizing the interests & achievements of
others.
• Also promote performance as individuals and the
performance of the entire organization.

16. RESISTANCE TO TEAMS IN ORGANIZATIONS
Though a very large number of people believe in the argument for
greater focus on teams, yet when it comes to using the team
approach, the people are reluctant to rely on teams. Three primary
sources for people’s reluctance about teams that stand out are:
• Lack of conviction: Some people do not believe that teams, really
do perform better than individuals. Others think that teams are
probably useful, from a human relations point of view, but are
hindrance when it comes to work productivity and decisive action.
• Personal discomfort & risk: Many people fear or do not like to work
in teams. Most people’s discomfort with teams, however is because
they find the team approach; too time consuming, too uncertain or too
risky.
• Weak performance ethics: Some organizations lack compelling
purpose that would appeal rationally and emotionally to their people.
At worst, the environment of internal politics or external public
relationship undermines the mutual trust and openness upon which
teams depend.

17. TEAM DEVELOPMENT & PERFORMANCE
“Great people don’t equal great teams.” –Tom Peters
Stages of team building:
1. Stage 1- Forming :Team acquaints & establishes
ground rules.
2. Stage 2 – Storming : Members resist control by group
leaders and show hostility.
3. Stage 3 – Norming : Members work together
developing close relationships & feelings of
camaraderie.
4. Stage 4 – Performing : Team members work toward
getting their job done.
5. Stage 5 – Adjourning : Team may disband on
achieving their goals or because members leave.

18. Stage 1: FORMING
The Team
defines the problem
agrees on goals and formulates strategies for
tackling the tasks
determines the challenges and identifies information
needed
Individuals take on certain roles
develops trust and communication

19. Team Roles - Leader
Encourages and maintains open communication
Leads by setting a good example
Motivates and inspires team members
Helps the team focus on the task
Facilitates problem solving and collaboration
Maintains healthy group dynamics
Encourages creativity and risk-taking
Recognizes and celebrates team member contributions

20. Other Team Roles – Members Can Formally or
Informally Take on These Roles
Initiator - Someone who suggests new ideas. One or more people can have this
role at a time.
Recorder - This person records whatever ideas a team member may have. It is
important that this person quote a team member accurately and not "edit" or
evaluate them.
Devil's Advocate/Skeptic - This is someone whose responsibility is to look
for potential flaws in an idea.
Optimist - This is someone who tries to maintain a positive frame of mind and
facilitates the search for solutions.
Timekeeper - Someone who tracks time spent on each portion of the meeting.
Gate Keeper - This person works to ensure that each member gives input on an
issue. One strategy to do this is to ask everyone to voice their opinion one at a
time. Another is to cast votes.
Summarizer- Someone who summarizes a list of options.

21. From Individuals A Group Forms
Help members understand each other
Myers-Briggs Type Indicator (MBTI)
Extraverts ------------------ Introverts
Sensors --------------------- iNtuitive
Thinker ---------------------- Feelers
Judger ----------------------- Perceiver
By selecting one from each category, we define our personality type,
ESTJ, ENTJ…INFP

22. Relevance to Teams (E/I)
• Extraverts
• Need to think aloud
• Great explainers
• May overwhelm others
• Introverts
• Need time to process
• Great concentration
• May not be heard

23. Relevance to Teams (N/S)
• Intuitive
• Great at big picture
• See connections
• May make mistakes in
carrying out
plans
• Sensor
• Great executors
• May miss big picture,
relative importance

24. Relevance to Teams (T/F)
• Thinker
• Skillful at understanding
how anything works
• Feeler
• Knows why
something matters

25. Relevance to Teams (J/P)
• Judger
• Good at schedules,
plans, completion
• Makes decisions easily
(quickly)
• May overlook vital issues
• Perceiver
• Always curious,
wants more
knowledge
• May not get around
to acting

26. Stage 2: STORMING
During the Storming stage team members:
realize that the task is more difficult than
they imagined
have fluctuations in attitude about chances
of success
may be resistant to the task
have poor collaboration

27. Storming Diagnosis
• Do we 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?

28. Negotiating Conflict
• Separate problem issues from people issues.
• Be soft on people, hard on problem.
• Look for underlying needs, goals of each party rather than
specific solutions.

29. Addressing the Problem
• State your views in clear non-judgmental language.
• Clarify the core issues.
• Listen carefully to each person’s point of view.
• Check understanding by restating the core issues.

30. Stage 3: NORMING
• During this stage members accept:
• their team
• team rules and procedures
• their roles in the team
• the individuality of fellow members
• Team members realize that they are not going to crash-
and-burn and start helping each other.

31. Behaviors
• Competitive relationships become more cooperative.
• There is a willingness to confront issues
and solve problems.
• Teams develop the ability to express criticism
constructively.
• There is a sense of team spirit.

32. Giving Constructive Feedback
• Be descriptive
• Don't use labels
• Don’t exaggerate
• Don’t be judgmental
• Speak for yourself

33. Giving Constructive Feedback
• Use “I” messages.
• Restrict your feedback to things you know for certain.
• Help people hear and accept your compliments when
giving positive feedback.

34. Receiving Feedback
• Listen carefully.
• Ask questions for clarity.
• Acknowledge the feedback.
• Acknowledge the valid points.
• Take time to sort out what you heard.

35. Stage 4: PERFORMING
Team members have:
gained insight into personal and team
processes
a better understanding of each other’s
strengths and weaknesses
gained the ability to prevent or work through
group conflict and resolve differences
developed a close attachment to the team

36. Formula for Successful Team
• Commitment to shared goals and
objectives
• Clearly define roles and responsibilities
Use best skills of each
Allows each to develop in all areas

37. Formula for Successful Team
• Effective systems and processes
• Clear communication
• Beneficial team behaviors; well-defined decision
procedures and ground rules
• Balanced participation
• Awareness of the group process
• Good personal relationships
Stage 5 – ADJOURNING :

38. STAGES OF TEAM DEVELOPMENT BEHAVIORS
Stage Theme Task -
Orientation
Relationship
-Orientation
1 Awareness Commitment Acceptance
2 Conflict Clarification Belonging
3 Co-operation Involvement Support
4 Results Achievement Pride
5 Separation Recognition Satisfaction

39. CHARACTERISTICS OF EFFECTIVE TEAMS
• Team members should feel that their participation is
important and personally beneficial to them.
• Teams should only remain intact as single entities so long
they are working on a particular problem.
• Whenever possible, the team should include some of the
persons who will be responsible for implementing the
decision.
• Members of a team must possess the appropriate
balance or mix of skills and traits.
• A team should be around of 5 to 12 members maximum.
• Members of the teams should have knowledge and
information that is relevant to the problem and task.
• It is necessary for the team to select a leader.

40. • The influence of members on decisions in teams should
be based on their capacity to contribute ( relevant
expertise) and not on the authority they possess in the
organization.
• Team decisions should be integrated with the normal or
regular decisions of the departments or units from which
the members are drawn.
• Conflicts that develop within should be confronted and
resolved with a problem solving approach, instead of
being avoided or smoothed over.

41. CHARACTERISTICS OF INEFFECTIVE TEAMS
• You cannot easily describe the team’s mission.
• The meetings are formal, stuffy, or tense. People do not do
their best in an uncomfortable atmosphere.
• There is a great deal of participation but little accomplishment.
Some teams exhibit to talk but much action.
• There is talk but not much communication. Many teams are
composed of very talented people who enjoy talking but not
listen to the contributions of others.
• Disagreements are aired in private conversations.
• Decisions tend to be made by the formal leader with little
meaningful involvement of other team members.
• Members are not open with each other because trust is low.
• There is confusion or disagreement about roles or work.

42. • People in other parts of the organization who are critical
to the success of the team are not cooperating. There is
rarely a period in a team’s history when external relations
are not important.
• The team is over loaded with people who have the same
team player style. Style diversity leads to looking at all
aspects of team effectiveness.
• The team has been in existence for at least three months
and has never assessed its functioning. Periodically ,
teams need to assess progress towards goals and to
evaluate team process.

43. CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS
Besides seeing the characteristics of an effective team as
well as an ineffective team, it would be prudent to
examine the characteristics of effective team members. It
will be observed that organizational failures often are not
a result of poor leadership but of poor follower ship. An
effective team member is, therefore, on who:
• Understands and is committed to group goals.
• Is friendly, concerned and interested in others.
• Acknowledges and confronts conflict openly.
• Listens to others with understanding.
• Includes others in the decision making process.
• Recognizes and respects individual differences.

44. ACTIVE LISTENING EXAMPLES
• To convey interest in what the other
person is saying.
• To encourage the individual to
expand further on his or her
thinking.
• To help the individual clarify the
problem in his or her own thinking.
• To get the individual to hear what he
or she has said in the way it
sounded to others.
• To pull out the key ideas from a long
statement.
• I see!
• Yes, go on or Tell us more.
• Then the problem as you see is
…….
• This is your decision then and
the reasons are ….If I
understand you correctly you
are saying that we should ...
• Your major point is …
You feel that we should ….

45. • To respond to a person’s
feelings more than to his or
her words.
• To summarize specific points
of agreement and
disagreement as a basis for
further discussion.
• To express a consensus of
group feeling.
• You feel strongly that …..
You do not believe that ….
• We seemed to agreed on
the following points….., but
we seem to need further
clarification on these
points.
• As a result of this
discussion we as a group
seem to feel that

46. Conflict Resolution.
• Disagreement is a euphemism for conflict.
• Groups have to learn the requisite conflict-resolution
skills.
• Disagreements are to be encouraged and accepted as a
natural consequence of a dynamic, active organization.
• Effective teams create a climate in which people feel free
to express their opinions even when those opinions are at
odds with those of other team members.

47. ASPECTS OF CONFLICT
DESTRUCTIVE
• Diverts energy from more
important activities and issue.
• Destroys the morale of people or
reinforces poor self- concepts.
• Polarizes differences in values.
• Deepens differences in values.
• Produces irresponsible and
regrettable behavior such as
name calling and fighting.
CONSTRUCTIVE
• Opens up issues of importance
resulting in their clarification.
• Results in the solution of the
problems.
• Increases the involvement of
individuals and internal
cohesiveness.
• Causes authentic
communication to occur.
• Serves as a release for pent up
emotion, anxiety and stress.
• Helps build cohesiveness
among people sharing the
conflict, celebrating in its
settlement, and learning about
each other.

48. THANK YOU!