Teams and teamworks _ 1706078762594.pdf

2
Session objectives
By the end of the session participants should be
able to:
 Define a team;
 Describe the team learning lessons from the
geese;
 Describe the stages of team development;
 Explain the helping and hindering factors for
building collaborative teams; and
 Highlight the key factors for the successful
performance of a team (S.C.O.R.E).
TEAM BUILDING 2016-17

Session Flow
 Statements of reflection
 Definition of terms
 Team Building Lessons from the Geese
 Stages of team formation
 Characteristics of Effective
 Indicators of ineffective teams
 Way forward
 Conclusion
TEAM BUILDING 2016-17 3

-Study and interpret what you see

5
Statements to reflect
upon
‘Teamwork is the fuel for common people to
achieve uncommon[extraordinary] results’. –
Einstein
“Many of us are more capable than some of us…but
none of is as capable as all of us!”

“Coming together is a
beginning
Keeping together is
progress; and
Working together is
success”
6

Definitions
 Group: Robbins (2001) defines a group as two or
more interdependent individuals who have come
together to achieve particular objectives.
 Team: group who work intensively with each
other to achieve a specific common goal
7

Definitions-cont’d…
 Team :A small group of people with complementary
skills, who work together to achieve a shared
purpose and hold themselves mutually accountable
for performance results.
 Teamwork :The process of people actively working
together to accomplish common goals
8

The importance of teams is in that:
“Two heads are better than one”.
Teams bring out a number of ways to solving a
problem;
They promote acceptability and better
understanding of decisions taken.

Teams Impact Effectiveness
Teams
Can...
Enhance
Performance
Increase
Responsiveness
to customer
Increase
Innovation
Increase
Motivation
& Satisfaction
Gaining a
Competitive
Advantage
10

11
Team Building Lessons
from the Geese
you might be interested in knowing what
you might be interested in knowing what
science has discovered about why they fly that
science has discovered about why they fly that
way.
way.

12
 Fact: As each bird flaps its wings, it creates uplift
for the bird following.
 By flying in a ‘V’ formation, the whole flock adds
71% more to its flying range than if each bird flew
alone.
Lesson: Teammates who share a common direction
and sense of community can get where they are
going quicker and easier when they travel on
shared power(thrust of one another).

13
Team Building Lessons from the
Geese
 Fact: When the lead goose tires, it rotates back into
the formation and another goose flies at the point
position.
Lesson: It pays to take turns doing the hard tasks
and sharing the leader’s role. As with geese, people
are interdependent on each other’s skills,
capabilities and unique arrangements of gifts,
talents or resources.

14
 Fact: When a goose falls out of formation, it
suddenly feels the drag and resistance of trying to
fly alone.
 It quickly gets back into the formation to take
advantage of the ‘lifting power’ of the bird
immediately in front of it.
Lesson: If we have as much sense as a goose, we
will stay in the formation with those who are headed
where we want to go. We are willing to accept their
help and give our help to others.

15
Fact: In formation, the geese from behind honk to
encourage those in front to keep up their speed.
Lesson: We need to make sure our honking is
encouraging.
 In groups where there is encouragement, the
production is much higher.
 The power of encouragement (to stand by one’s
heart or core values and encourage the heart or core
values of other) is quality honking we seek.

16
Team Building Lessons from the
Geese
Fact: When a goose is sick or wounded, two geese
drop out of the formation to help and protect it.
 They stay with it until it either able to fly or dies.
 Then they launch out on their own with another
formation or catch up with their flock.
Lesson: Stand by one another in times of trouble.

1. Forming 2. Storming
4. Performing
3. Norming
Stages of Team Development
17

18
Stages of team development-
cont’d

Stages of team development-
cont’d
Forming Storming Norming Performing
19
In stage one, everyone has a personal direction. In stage two, conflicts may arise.
In stage three, people may agree on the goal but have different approaches to
reaching it. In the final stage, goals and approaches align with people working as
one.

20
Stages of Team Development
1. Forming
 At this stage, the group is just coming together and
feelings may still be individualistic.
 It is a period of transition from individual to group
member status.
 In here ,members try to learn each other.
 Members form opinion of tem mates

 Period in which members guard their
interactions(personal space) because they’re not sure
what to expect from other team members
 During this stage, productivity of the group is low.
 Questions are asked about the task and how it will be
done; who the other members are and if they belong;
perceived concepts, issues and barriers.
 During this stage, people are generally polite and
conflict is usually avoided.
 Individual team members are looking towards the
team leader for direction and guidance.
21

22
What should a team leader do at this stage?
Concentrate on focusing the team;
 defining goals,
 roles and responsibilities.
Set clear expectations
Setting ground rules
Developing a climate of trust and respect
 Communication is primarily one-way from the team
leader to team members.

23
2. Storming
 This is the most difficult stage for a team.
 Characterized by competition and strained
relationships among team members.
 There are various degrees of conflict dealing
with issues of power, leadership and decision-
making.
 Conflicts emerge between sub-groups;
 The authority or competence of the leader is
challenged.

24
 Individuals react over the efforts of the leader or
group to control them
 The value and feasibility of the task is questioned.
 Co-operation can take second place as team
members try to individually trust more in their own
skills and attributes.

25
Storming -cont’d
What should the team leader do?
 The leader clarifies team activities, fine-
tuning roles and responsibilities.
 Communication is more multiway between
team leader and team members.
 Return to ground rules if needed.
 Continue to play the ‘traffic cop’ as needed.

26
3. Norming
 Competition becomes co-operation
 Members realize their commonalities and learn to
appreciate their differences.
 Functional relationships are developed resulting
in the evolution of trust among members.
 Guidelines and ground rules for getting the work
done are established.
 Team members begin to value contribution of
others.

 Team members share their feelings and ideas
about how to do the task, how to work out
differences and disagreement.
 There is a fresh ability to achieve harmony and
express criticism constructively.
 A sense of team cohesion evolves.
 Personal conflicts are minimized.
 Roles and responsibilities are clearly defined and
agreed to.
27

28
Norming -cont’d
What should the team leader do?
 Involve the team in setting its own goals and
direction.
 Communication is multiway with the team leader
acting as an active member.

29
Stages-cont’d
4. Performing
 In the final stage, the team actually gets its work done,
making up for the seemingly ‘lost time’ in the earlier
stages.
 Team is acting and working as one.
 Individuals and their contributions are valued,
objectives are clear.
 Members fully understand their individual roles and the
roles of others, problems are being solved and actions
implemented.

30
Stages-cont’d
 During this stage, the team gains insight into :
 how efficiently it is getting the task done,
 what more can be done,
 how things can be done better and if the deadlines
are being met.
 There is close attachment to the team and
satisfaction with the process.

31
Stages-cont’d
5. Adjourning
 Temporary project team reaches this stage;
celebrate their team’s achievements.

32
General note on stages of team
Development
 Some teams spend very little time in forming,
storming and norming phases.
 If a team is relatively homogeneous and given a well
defined task, the first three stages might be as short as
five(5) minutes.
 If on the other hand, people do not know each other,
come from diverse backgrounds and points of view,
and are given a complex set of tasks, these first stages
may take considerable time over several meetings.

Brain storm session
 What would you consider to be the
characteristics of an effective team
at your work place

Characteristics of Effective Teams
34

Characteristics of Effective
 Clear Goals - members understand and support the
goals to be achieved
 Relevant Skills - members have the necessary
technical and interpersonal skills
 Mutual Trust - members are confident in each
others’ ability, character, and integrity
 strongly influenced by the organization’s culture
 Unified Commitment - loyalty and dedication to the
team
 membership in the team an important aspect of the self
35

Characteristics of effective
teams-cont’d
 Good Communication - messages are readily
understood with clear feedback
 Negotiating Skills – flexibility in confronting and
reconciling problems
 Appropriate Leadership - provide help in difficult
situations-plays role of coach or facilitator
 Internal and External Support - team requires a
sound infrastructure to perform its work
36

Brainstorm Session
 Discuss the Features of a Bad Team

Discuss the Features of a Bad Team
 Frustration (Self denial, lack of commitment and
motivation)
 Conflicts
 Un clear roles
 Dominance by some parties
 Expression employees wear on their faces (Unhappy
show less team work)
 Openness and honesty (Lack of confiding in
managers, fearful characters show less team work

Characteristics of
Effective Team Leader
 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
39

Effective team leader-
cont’d…
 Contributes ideas and solutions
 Values the ideas and contributions of others
 Recognizes and rewards team effort
 Encourages and appreciates comment about team
performance
40

Key factors to successful
performance of a team – The
S.C.O.R.E Approach
 This approach is described below as:
 S=Strategy
 C=Clear Roles and Responsibility
 O=Open Communication
 R=Rapid Response
 E=Effective Leadership
@ is described in the next slides below
41

Strategy
 Have a clear purpose/ mandate of the team and this
must be known/shared by all (Shared Purpose)
 Have clearly articulated values and ground rules
that will guide the operations of the team
 Members must have a clear understanding of risks
and opportunities facing the team
 Members must have clear roles and
responsibilities of the team
42

Roles and Responsibilities:
 Clear definition of roles and responsibilities
 Responsibility must be shared by all members.
 Set specific objectives to measure individual
results
 Design a systematic monitoring and reviews
periods through which members understanding of
issues are enhanced.
43

Open communication:
 Respect for individual differences,
 Open communication environment among team
members
44

Rapid Response
 Rapid response to the team’s problems and
organizational needs as well
 Effective management to change in the internal and
external environment

Effective Leadership
 Team leader who is able to help members
achieve the objective and build the team
 Team leader who can draw out and free up the
skills of all team members, develop individuals
46

Way Forward
 Spirit of ownership
 Trustworthiness
 Openness and honesty
 Two-way communication between superiors and subordinates
with Continuous feed back
 Measurement and assessment of all performance against
agreed goals/targets
 Consensus and cooperation
 Respect for each other
 Shared understanding of what is required to improve
performance and how this will be achieved

 Holding quarterly performance development
discussions/meetings
 Systems thinking : Seeing patterns of
interrelationships, rather than linear cause-and-
effect chains,
 See ourselves as leaders embracing: teamwork,
patience, tolerance, commitment, public confidence
and honesty

 Shared vision: Organisational visions must involve
& promulgate ownership among the owners of the
visions.
 Eliminating Mental Models: Employees and managers
must put aside old ways of thinking (fixation).
 Resources management (8Ms)

Concluding Remark
 Like the old adage says, ‘‘two
heads are better one.’’ every
organization requires teams to
perform well.
 Go and build teams.

Teams and teamworks _ 1706078762594.pdf

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