team-work-report-final

ORGANIZATIONAL BEHAVIOUR
REPORT ON TEAM WORK
SUBMITTED BY
Muhammad usman jahangir
COURSEINSTRUCTOR
MR. FARHAN SOHAIL

Table of Content
S. no DESCRIPTIONS PAGE no.
1 Abstract 3
2 Introduction 4
3 Definitions 5
4 Literature review 6
5 Theories 22
6 Critical analysis 24
7 Conclusion 25

ABSTRACT
Teamwork plays an vital part to make the performance of an organization efficient and
successful. Teamwork need participation of every single person who is a part of that specific
team. Forming a good team is not an easy task. It require a lot of intellectual ability. And
once a team is formed than it is necessary to guide your team mates and try to keep them
together in order to achieve your specific goal. Goal can only be achieved from good team
work, which is not possible until and unless there is a bonding in the team mates and they
don’t realize their duties regarding to their work. Best team work can be done by making a
best team and making your team best is not an easy task. Once a team is formed and it has
reached to the final stage of the achievement of goal it is the example of best team work.
Because getting to the final goal can only be done with a good team work.

INTRODUCTION
A team can be defined as a group of people with a full set of corresponding skills required to
complete a task, job or project. Not only this, but there must be some common goal shared by
teams and individual However there is a big difference between a group and a team. The
main difference between a group and a team is the commonality of goals and objectives. A
team has some goals which are shared by all of the team members, but this is not always
present in a group.
Teamwork is defined as a process which involves collaboration of a group of people in order
to achieve a goal. It is basically the capability to work together for a common purpose.
Teams give the advantage to work more professionally as a collaborative force in order to
achieve the goal. Teamwork provides range of ideas during the time of decision making as
every team member participates and offers his/her idea with a different frame of reference.
Teamwork offers a positive criticism from all of the members which put in effective
performance of the team members as well as the assessment of the task and performance.
Teamwork has the potential of turning defeats into successes. It is the teamwork which make
possible the ordinary people to achieve unexpected goals.

DEFINITIONS OF TEAM WORK
1) According to Jared Lewis team work can be defined as:
“Teamwork is a word that is often thrown around in the business world. However, what
exactly is meant by the actual term "teamwork" may differ from one business to the next or
even from one person to the next. The difficulty in establishing a definition for the term stems
from the fact that it actually consists of several facets”
2) Teamwork is defined by Scarnati (2001, p. 5)
“As a cooperative process that allows ordinary people to achieve extraordinary results.”
3) Larson and laFato (1989) defined team work as:
“A unit of two or more people who interacts and co-ordinates their works to accomplish a
specific goal.”
4) Kogler-hill defines teams as:
“Organizational groups composed of members who are independent, who shares commons
goals, and who must co-ordinates their activities to accomplish these goals”
5) Katzenbach and Smith give in the Discipline of Teams: a Mindbook-Workbook for
Delivering Small Group Performance
“A small number of people with complementary skills who are committed to a common
purpose, performance goals, and approach for which they hold themselves manually
accountable”
6) Francis and Young define a team as a
“High-performing task group whose members are actively interdependent and share common
performance objectives"
7) Joy and Joy define a team as
"A group of individuals, bonded together, striving to achieve a common purpose through
mutual cooperation"
8) Maginn defines a team as

"a group of people working together to reach a goal that they all believe in and that would
be difficult, if not impossible, to achieve by people working alone"
9) Sanborn's definition (Team built: Making Teamwork Work)
"A highly communicative group of people with different backgrounds, skills, and abilities
with a shared sense of mission and clearly identified goals.”
10) Cohen et al. Defined agent teamwork as
“A set of agents having a shared objective and a shared mental state”,

LITERATURE REVIEW
1. THE POWER OF TEAM WORK
This article is written by MAGGIE CRADDOCK. Written in September 26, 2011 the article
narrates the concept of establishing each members personal power style. How to motivate
others is a actual quality, but experiencing the situation within your team members encourage
the spirit of trust.
In this article the participants started to make a role play so that they can understand the
habitual responses of challenges. Power styles encourage other members to know about the
situation in order to deal with it. We have to adopt the certain power styles like the (pleaser,
the charmer, the commander, and the inspirer) so we can handle the situation more
courageously.
What the participants did that they gave each other an advice on how to approach tricky
situations at a given rate of performance through the learning of power styles, the bond of
trust gradually increases. It gives us a lesson to appreciate the value of each other's power,
styles, only then the spirit of team flourishes beyond the collaboration. This technique really
helped them. It increases their confidence and the professionalism takes over. Thus the
women of the coaching group got promoted.
Building up trust is difficult, but to discover the other power styles and how they interact in
various situations can be a learning experience for everyone.
2. BETTER TEAMWORK THROUGH BETTER WORKPLACE
DESIGN
This article is written by ANAT LECHNER in April 18, 2012. She is a professor of business
management at the STERN school of business. New York University, she teaches, conducts
research and consults in the areas of organizational design and change. Including new forms
of collaboration.
The article is all about collaboration. In 2008 research was conducted and 82 % said that
they needed to partner with others throughout the day to get their work done. Collaboration
now days have become a true challenge for everyone. The writer clearly emphasized on I K
does not matter, YOU AND I WORK matters. He highlighted that individuals cannot give up
their very best, until they are not in a team. As individual workstations separate people from
one another.
Employees should have unassigned individual workstation. Free flowing hallways, rooms
equipped with technology and group spaces for co-creation. Collaborative work happens only

when people share their ideas, thoughts and problems with each other, and take decisions or
solve matters cooperatively. It also involves the knowledge exchange, brain storming and etc.
A team room can provide “COGNITIVE SPACE “to hold ideas and experiences.
Companies like CICSO, SKYPE AND PIXAR have already developed clearly designed work
environments to best enable new value creation through collaboration.
3. THE DISCIPLINE OF TEAMS
The article is written by JOHN R. KATZENBACH AND DOUGLAS K. SMIT and taken
from July issue. He is a founder and co-leader of the KATZENBACH center at booz and
company. Which focuses on cultural and leadership joint research within client situations.
The article is all about the decisions taken by teams, that they should be clear . He describes
teams as a small number of people with complementary skills who are committed to a
common purpose. He discuss the four elements (common commitment , performance goals,
complementary skills and mutual accountability) He defined that people relate team work
with groups so he mentioned that both are entirely different from one other, he differentiate
them like :
Team work Groups
Shared leadership roles Clearly focused leader
Individual and mutual accountability Individual accountability
Collective work products Individual work products
Does real work together Discuss individually
He also declare that team should have a urgent and worthwhile purpose, select members for
skill and skill potential , not personality, initial impressions, clear rules of behavior,
immediate performance oriented tasks, challenges of groups, spending lots of time together.
Positivity is essential for the teams to work because it makes the team GOLD stars .
Teamwork is only possible when we divide our broad categories into specific measurable
performance. Specific goals allow a team to achieve small wins as it follows the broader
purpose. Good t communication skills are highly recommended for the growth of teams.
Team work involves technical expertise, problem solving skills and interpersonal skills.
4. THE HARD SCIENCE OF TEAMWORK
The article is written by ALEX SANDY PENTLAND on march20, 2012. He briefly explains
the power of teamwork with the help of scientific behavior. He gave importance on the
substance of teams, communication, that how people communicate ( tone of voice,
gesticulation, how one faces others in the group, how much people talk and listen ). He
focuses on how you say it, not on what you say.

According to him this really matters for the sake of empowering teams. They made electronic
sensors called sociometric badges. From this he can predict that whether a team will perform
well or not , and with a high rate of success, whether or not team members will report they
have a productive or creative day and it will be based on the data collected from the
sociometric badges .
Many people are uncomfortable with this because they thought that people who naturally
display the good communication patterns will WIN and any one not blessed with this talent
will drag a team down, but he verifies himself by telling people that this pattern of
communication are highly trainable.
He demonstrates people should feel empowered by the idea of a science of team building.
The idea which they can alter the guess work of putting a team together into a accurate
methodology.
5. KEEPING WORK ORGANIZED WHEN YOUR TEAM IS
FRAGMENTED
This article is written by BRAD POWER. In February 7, 2013.
It is all about that the companies increasingly use outside specialists to do their work. Only
for the improvement in performance, they actually face two tradeoffs, the first is greater
costs, outside specialists can be expensive. The second is increased risk of coordination and
integration.
There are certain steps that we use to organize a fragmented team of internal and external
people to improve the custom experience.
1. Create a shared purpose and end-to end process map: it indicates that the members should
gather the key stake holders of a process in a multi day workshop to map the current and
future process, implementation plan and etc.
2. To introduce new software's so that retailers do not rely on phone , emails and faxes.
Software can provide managers with visibility and control of inventory from the order to a
store shelf.
3. Create an online community for your process team: Social networking systems oﬀer a new
way to support process teams across organizational boundaries and they fabricate a new
mobile application MITRE it was distributed to front-line soldiers, who then gave rapid
feedback on the product through Handshake.
6. GETTING THE MOST OUT OF YOUR TEAM
It is written by NANCY KATZ taken from September 2001. As companies depend more and
more on teams to accomplish key tasks, optimizing each member’s performance becomes a
critical challenge. Team members with weak skills can compromise overall productivity or

place unfair burdens on high performers. So what can managers do to improve the
performance of less-skilled team members is , they must encourage them not only the desire
to improve but also the belief that they can. Furthermore, managers must find ways to
increase the possibility that people with greater skills will help their teammates become more
proficient One practical way to promote both goals is through the design of team
compensation structures.
To test how pay schemes affect the ability gap in teams, she conducted a study of 100
participants in an interactive recreation, exercise called Bolo, which has been used by U.S.
Army research Institute psychologists, among others, to study collaboration and team
behavior patterns. In this study, the participants were separated into 3 three- or 4 member
team, each of which was rough against a computer-guided enemy. Each team operated under
one of five different compensation structures, but all had the same goal to beat the enemy by
capturing as many refueling bases as possible. The game provided opportunities for team
members to both cooperate with and compete against one another.
She conducted a hybrid scheme named as : Individual threshold , group threshold, the
relative ratio. When a team’s work results in a quantifiable, tangible outcome; when
members’ roles are not highly differentiated, so it’s easy to compare individual performance
levels, when high-skilled workers cannot simply carry the rest of the team and when there is
enough time for highly skilled members to teach their less-skilled employees. In the right
situation, such schemes can all together encourage low-performing team members to improve
their skills and encourage more highly skilled members to help them in this effort, thereby
reaping the benefits of two fundamentally different approaches to structuring compensation
equality and equity.
7. SIX COMMOM MISPERCEPTIONS ABOUT TEAM WORK
In this article Richard Hackman is talking about the six common misperception about team
works. The first misperception that we think that smooth interaction between the
collaborators saves from time wasting debates. Where in actual groups which are involved in
conflicts tends to generate more creative solutions to the problems as compared to the conflict
free groups. The other misperception is that it is good to mingle and new members must be
added to the group so .While in reality the more the group members stays together the more
the bond between them get stronger and they can work easily with each other. The third
misperception is that the groups must be larger in size because they will have more resources
and the chances of their disapproval will be decreased. Where in reality the larger groups,
mostly face inactive coordination and it is difficult and challenging to handle larger groups.
There is another misperception that face to face conversation is old fashioned and the teams
should use electronic technologies for communication purpose. Well, this is not true face to
face communication is much better than the visual communication. The other misperception
is that whatever the result of the performance of the teamwork is the leader will always be the
reason. In actual the performance of the leader does affect the activity of the team, but the
best a leader can do is that he can set some limits for his team members, he can launch his

team in the best way he can and then he can coach them and guide them how to complete
their task to achieve their goal. At last it is believed that the teamwork can be easily done by
finding good people to make a team and then assign them the task they can do better .Well, it
is not true teams are made after a lot of thinking and great decisions and you cannot form a
team and make your team work without a little bit political moves.
8. MAKING VIRTUAL TEAMS WORK (TEN BASIC PRINCIPLES)
In this article the writer Michael Watkins has given ten basic principles to make virtual
teams work, as virtual teams have become a fact of our business life so he has proposed ten
principles to make them work efficiently. 1) The first one is that try to get your team together
so that they can get to know each other better. If it is not possible to get them together
physically use virtual team building strategy. But if you can get them together physically than
go for it as it will be good for them to gather on a same platform and share their ideas with
each other and communicate 2) the leaders must make it clear to the team members that what
are the goals of the company and what their tasks are built in virtual teams it is sometimes a
challenging because team members are not co-located, so the important thing is to focus on
task design and make a process that will be used to complete the task. Before assigning the
task firstly simplify it and then divide the task into subgroups of two to three members. 3)
The third principle he gave is that we should create a communication charter. As in virtual
communication we do not have any idea that how much the person is involved in the
communication and how much he is interested, so teams should set a communication charter
like, in which time communication will take place, how much background noise should be
there when a person should reply via email or phones etc. 4) the third principle is to select the
best communication technology. It does not mean that we should use the newest and latest
technology, but it means that we should use the technology which is best and which will save
the time will not create obstacles during the communication of the team. 5) The fifth principle
is that we have to keep our team in rhythm. Regular meetings must be scheduled and before
conducting the meetings the agenda of meetings should be cleared. 6) The sixth principle is
that the language which is being used should be understood by all the team members. As all
the team members belong to different cultures, so those words should be used that are easily
understood by the team members. 7) The seventh principle he proposed is to create a virtual
water cooler. It means to start your virtual meetings with informal talks like what are you
doing, how your work going etc. to lighten up the environment. 8) Clarify and track your
commitments leaders should always complete his promise that he has made to his team
members. So that his team members can show trust on their leader. 9) Try to provide “push”
to your team. Try to involve everyone so that everyone will be engaged and there will be less
burden on your shoulders. 10) Interact one to one of your team members regularly and
provide them your guide views and coach them on their task.

9. MANAGE YOUR TEAM'S COLLECTIVE TIME
The article is written by Leslie A. Perlow. In this article the author is talking about how to
manage your team’s collective time. The author worked in the Boston consulting group to
find some innovative ways to enhance the performance of the team workers. They did an
experiment that they give a weeknight to every employee out of the office to spend
completely unplugged from the office work. Initially they give four teams off, but then they
give this weeknight off in ten groups and the result was positive. And the employees showed
more interest towards their work. They had higher job satisfaction and better work and life
balance. Later on this method was applied to more than 77 companies and the result was
according to the expectations. Later he discussed how to create “enhanced productivity” days.
The authors studied three different teams of a same organization. The teams were working on
a same task, but they were in three different time zones.. He categorized workers in three
different ways. One who can handle their work life and personal life they meet the inflexible
time limit of their tasks and they are known for their extra efforts. The second one are those
who cannot manage their time and work till the time of submitting and they have a lot of
burden on them and they are not known for their extra efforts. The third one are those who,
having the ability to do their work on time, but due to their laziness, they do not do it on time
and take their work to home. They use their time to relieve their stress by chit chat including
meeting free time
10.TURN YOUR GROUP INTO A TRUE TEAM
Team work are praise enthusiastically, but are groups considers as a team? According to
Linda Hill and Kent Lineback “not every group is a team.” A team is a group of people who
work together and are bounded towards a common belief; and without any goal they cannot
do anything. But sometimes the managers are unable to lead the groups collectively and
began focusing on individual performance rather than teams. If he fails to assign them tasks
the team cannot be fully focused and will get distracted.
They should share a passion that the team will succeed or fail together, and that no individual
can accomplish something while the team fails. They come to rely on each other rather than
dealing things their own way. With these things not in place they are considered as a group
not as a team. But on the other hand mangers should not ignore the individual for their efforts
because things like that can become problems for organizations.
11.THE SECERT SAUCE OF TEAMWORK
In this article the author Heath Hall and Brett Thompson talk the importance of team work.
He tells about Jack Daniels world championship invitational barbecue competition. Their
team is pork barrel BBQ also the name of the sauce they are entrepreneur too. According to
the pork barrel BBQ, they said that have won and accomplish many thing but as a teams and
they have learn their weakness and strength. According to Henry Ford, there are three stages.

For coming together as a team they must share some common goal and must know how to
achieve its goal. Their motto was “Reward Lives in the House of Risk.” It reminds them that,
there a many team in this competition so they have to give their best in order to achieve their
goals.
For staying together they have to make out the strength and weakness of their members, how
to complement each other work with coordinating. Last is working together those members
who know their role and strength need to work with together with the team to produce and
effective result.
In the end coming together, staying together, working together these are the ingredients of a
winning barbecue teams secret sauce.
12.WHY SOME TEAMS SUCCEED (AND SO MANY DON’T)
This article by Harvard management tells us about how some teams succeed and why some
do not. Team members can act as a team only if they know to achieve their goals. For that
managers need to maintain a balance act, as of how teams should work, gave them equal
authority.
According to tom ruddy, former manager at Xerox if the teams get bigger “They need a
manger to guide them no matter how successful the team is.” They must be trained how to
work as a team has learned how to communicate and stay focused on the task. But that could
only happen when they work together as a team learns to rely on each other. Those who fail
to his can cause a problem for their organization as people tend to rely on teams and they do
not give a productive outcome.
A team cannot be successful without their company supports. The managers need to give his
full support to the team make all resources available to them. On this basis every team must
be awarded equally because an individual reorganization may lead to conflicts within the
team and that would be an example of unsuccessful team.
13.WHY TEAMS DON'T WORK
In this article Diane Cote senior editor at HBR did an interview with the author of Leading Teams, J.
Richard Hackman, in this article they talk about how the team can produce more effective and original
result of their cooperation and coordination, but according to Hackman, he says many times the team
don’t agree on one thing and have a different view of things, but that’s not always the case.
In their book “senior leadership team” they analyzed top 120 teams which don’t have any clear view
and that result in dysfunctional teams. Not everyone should be the team, because that can cause
trouble for other members or organization. Every team needs some sort of direction.. Hackman said
that give direction might get challenged for leaders and manager because some might not agree with
them.

Next he talks about fallacies about the teams that is people thinks that those teams that work together
pleasantly will do better than the team that don’t that not the case. And those who think bigger teams
are better that small one, those teams can be quite challenging to handle. He also said old members of
the group are likely to make mistake.
Every team is effective but sometimes leaders can’t make every team successful.But even a
best leader cannot make the team do well, but with coaching, support and direction it might
do well. And set up training to develop the right people for the right purpose. That will
improve team’s performance and work. But the manager need to balance out there and
individual performance so they cannot become totally lost and lose their voices.
14.WHEN TEAMS CAN'T DECIDE
In this article by Bob Frish, he talks about the difficulties while making a decision. Many
times the team can’t come to a conclusion, which results in the CEO making a last design.
Most of the time the employee of the company doesn’t see eye to eye with their boss Bob
Fresh calls this phenomenon the dictator-by-default syndrome. To overcome this problem
many companies use team-building exercise, but the problems are with the process not the
employee. They cannot arrive at a collective decision with individual preference.
They first need to acknowledge the problem. They when deciding on a solution they need to
eliminate the options because the then CEO get involved. Once they understand what is the
trouble, they can set some strategy to overcome it. They must really understand what is the
goal and how to seek a solution for it. Or think up of new option instead of establishing one
while making decision. The author gives two ground rules, in which first they have to build
trust within each other and second they must give time to weigh each option so they can
make their decision
15.GETTING CROSS-CULTURAL TEAMWORK RIGHT
In this article the author, TsedalNeele talks about global teamwork if there is no
understanding between the teammates, then no matter what their efforts will fail. There are
three ways that author thinks they can negotiate cross-cultural team work. First, these global
teammates have to learn from each other their names, value they have to understand their
teammate’s cultural values. Be vocal about the differences so employees can relate to each
other.
Many teams collaborating with cross culture sometime find it is confusing and frustrating to
accept another culture belief and values for that they have to think like them. For mutual
understanding, sometimes they have to let go of their own assumption and accept them. And
while accepting their culture you can make them learn yours. So both can be familiar with
each other culture background and can find a common ground to work with each other.
16.HARD TIMES DEMAND TEAMWORK – NOT AN MVP

This article was written by Tammy Erickson on August 28 2008.It tells about the
responsibility of managing tasks. During times of difficulty the demand of teamwork
increases. Groups make better decisions than individuals because there is more honesty and
reliability in teamwork so certain roles for leaders have been assigned.
Asking great questions to challenge organization to meet the targets and the goals that are
complex and important. Building deep trust and relationship in the organization. This
increases collaboration and encourages knowledge exchange. Bringing in new people, ideas
and also taking them seriously.
17.MAKING DIVERSE TEAMS CLICK
This article was written by Jeffrey T. Polzer in 2008. It says that in teamwork 360 degree
feedback is important and also helpful. Through 360 degree feedback members achieve
proper goals and targets. Ideas can easily be exchanged which widens communication. 360
degree feedback improves team communication and problem solving. It also helps build trust
and relationship. Receiving and sharing 360 degree feedback can be strong enough to solve
problems.
18.GETTING VIRTUAL TEAMS RIGHT
This article was written by Keith Ferrazzi in December 2008. It says that companies that are
doing business in distantly places and having more no of employees telecommuting are on
the grow. It makes them challenging for isolated teammates to communicate and collaborate.
But evidence suggests that if virtual teams are well managed, they can easily perform well.
Consultants at Ferrazzi Greenlight believe that four elements are crucial for success:
The right team. Assembling qualified people who can work independently, keeping the
group size small and dividing the work fittingly for the right team.
The right leadership. Effective managers build trust, encourage open communication
and set clear goals for the true leadership.
The right touch points. Virtual teammates should have face-to-face communication
from time to time. This is especially useful when projects are assigned, a new
employee is allotted and problems arise, in order to get rid of the problems the right
touch points are required.
The right touch points. Virtual teammates should have face-to-face communication
occasionally. This is especially useful when projects are assigned, a new employee is
appointed and problems arise in order to get solved so the right touch points are
required.

The right technology. Maximizing productivity by installing easy-to-use systems for
conference calling, sending text messages, and participating in online discussion
forums so the right technology is required.
19.LIFT OUTS: HOW TO ACQUIRE A HIGH-FUNCTIONING
TEAM
This article was written by Marshall Goldsmith on October 1, 2007. It tells about the simple
steps to improve teamwork and coordination with the team.
Firstly, in a team meeting suggest each team member’s rating performance through average
evaluation. Secondly, is by assessing each team member’s behavior to improve teamwork and
listing them on a flip chart. Thirdly, each team member should conduct meetings with other
team members to help improve teamwork. Lastly by having a regular monthly process in
which team members ask other members for behavioral improvement.
20.TEAM BUILDING WITHOUT TIMEWASTING
This article was written by Marshall Goldsmith on October 1, 2007. It tells about the simple
steps to improve teamwork and coordination with the team.
Firstly, in a team meeting suggest each team member’s rating performance through average
evaluation. Secondly, is by assessing each team member’s behavior to improve teamwork and
listing them on a flip chart. Thirdly, each team member should conduct meetings with other
team members to help improve teamwork. Lastly by having a regular monthly process in
which team members ask other members for behavioral improvement.
21.HOW TO MAKE A TEAM WORK
This article was written by Maurice Hardaker and Bryan K. Ward on November 1987. It tells
about PQM (Process Quality Management) which has been successfully used by service
companies, government agencies and non-profit organizations. Certain strategies have been
implemented by PQM.
Gather the Team:- Teams can be a set of certain individuals from various segments of the
company.
Understand the mission:- PQM’s mission is to develop clear understanding of the team’s
mission which is jointly important. This mission defines the limitations of the business and

the customer population. Teams that have defined their clear objective and targets can
identify its critical success factors (CSFs).
Spell out your goals:-It defines CSF’s as a team that must get done to achieve its mission.
The management team must achieve all seven CSFs over the next two years. The maximum
number of CSF’s is eight and if the mission continues to exist four is the limit.
Find what matters most :- Recognize and list down what needs to be done so that the
company can meet up its CSF’s. The management team has agreed on the sub goals to
complete the task that must be done to achieve the goals. Such activities need the team’s
concentration if the company needs to get better market share.
Follow through :- PQM needs to make a decision according to the nature of the problem. All
kinds of things can modify a company’s mission and objectives such as government,
challengers, restructuring and new technology. When the CSF’s change the position also
changes.
22.CANDOR, CRITICISM, TEAMWORK
People normally avoid giving honest feedbacks in formal settings, However they feel more
comfortable in private conversations.
The behavior should not be too straight forward nor it should be too polite because both
results in slow decision making or strict workplace respectively. Every participant should
behave and participate according to the requirements of the situation.
The teams interviewed sic banks to analyze their level of condor. They found that the teams
with a high level of candor were more successful than the other teams.
Organizational culture plays an important role in building a candid behavior of employees.
Three techniques to help coworkers interact more directly:
1) Breakdown meetings into smaller groups to make the team workers more comfortable
and confident to share their views and assign a leader who can talk on behalf of them.
2) Designate an advocate for the teams who will notice and speak up when something is
being left unsaid.
3) Give negative feedback in such a way that it does not hurt anyone.
Leaders should embrace candid behavior in order to encourage collaboration and free
participants for all employees.
23.FOR GREAT TEAM WORK , START WITH A SOCIAL
CONTRACT

To make great teams the most powerful step is to form a social contract with sets ground
rules for the team members. The social contract outlines the norms for how member should
interact with one another.
Social contract reinforces positive behavior and ensures a culture of trust, encouragement,
respect, accountability and achievement. The sense of shared purpose leads to the
remarkable growth of the company.
The social contract should reflect the majority of the group’s sentiments, What is good for the
team? And what is not? What should the team keep doing, start doing or stop doing in order
to achieve its goals.
The Social contract should include positive behaviors to encourage the team such as being
honest, helping each other and cooperate with each other rather than compete.
When crafting a social contract one should keep in mind that the social contract may seek to
reduce negative behaviors, for example, we can use phrases like “Don’t speak negatively
about other employees in their absence.”
The social contract has many positive benefits such as giving employees a feeling of control
and security in their relationships with the leader and team mates. It also puts a bond of trust
between the team members.
Researchers indicate that the violation of social contracts can lead to employee dissatisfaction
with can lower the trust of team mates as well as the leader.
But the most important to keep in mind is that the leader should model the behavior desired
in the social contract.
24.GET YOUR TEAM TO STOP FIGHTING AND START
WORKING
The experts always say that despite the fact that conflict is unhealthy for a team, there should
be conflict in a group and there is no way to permanently eliminate conflicts but how we
tackle them is all that is needed.
The first step to tackle a conflict within a team is to stop it before it even starts. Jeanne Brett
professor of dispute resolution advises to make preparations before the disagreements come
up. To have solid conflict management procedures is the best way to deal with disputes. This
will help you work through issues more quickly when they arise.
Another important thing to do is to ensure that you and your team share the same purpose,
values and identity. The best way to do it is to make the team talk about the team itself and

regularly discuss the purpose and goals of the team. The group should even start every
meeting by reading aloud the team norms so that they all have the same frame of reference.
The best approach to resolve conflicts is to refer back something the team can or already has
agreed on. If you haven’t discussed norms as a team, now will be a good time to hold the
conversation.
Never frame the discussion around a dispute, but focus on setting the rules and move
forward. As a team leader you should always respect each party and their point of views and
whatever the decision you make, it should be in the interest of both parties.
The best way to heal conflicts is to start working again. Give the team a relatively easy task
that will help them to rebuild their bond and confidence as a team.
Never let the conflicts go unattended as a team leader is the key to success.
24.THE NEW SCIENCE OF BUILDING GREAT TEAMS
The tasks involved in building great teams are clear-cut and easy to monitor. Team building
has always been an art, not a science. At MIT’s human dynamics laboratory, we have
identified the elusive group dynamics that characterize high-performing teams – those
blessed with the energy , creativity, and shared commitment to go ahead of other teams.
Communication is the factor which takes a team to the next level. The key to high
performance lay not in the content of team discussions, but in the manner in which teams
communicate. Researchers say that the communication plays a critical role in building
successful teams. In fact, they found patterns of communication to be the most important
predictor of a team’s success. Such as the tone of voice they use; whether they face one
another; how much they gesture; how much they talk, listen and interrupt; and even their
levels of extroversion and empathy. By comparing all that data we can identify that these are
the communication patterns that makes the teams successful.
The successful teams share several defining characteristics:
1) Everyone on the team talks and listens in roughly equal measure, keeping
contributions short and sweet
2) Members face one another and their conversations and gestures are energetic.
3) Members connect directly with one another – not just with their team leaders.
4) Members carry on back channel or side conversations within the team.
5) Members periodically break, go exploring outside the team, and bring the information
back.
The three key elements of communication:

1) Energy
2) Engagement
3) Exploration
These three aspects of communication are the ones that affect team performance, i.e how
much energy you have, your level of engagement and the your exploration level. The most
valuable form of communication is face to face. It also provides a good rough measure of
energy. When all members of a team have relatively equal and reasonably high energy with
all other members, the engagement level is said to be extremely strong. Exploration essence
is the energy between a team and the other teams it interacts with.
Exploration and engagement don’t really coexist, because they require that the energy of
team members be put to two different uses.
HOW TO APPLY DATA:
For management tasks that have long defied objective analysis, like team building, data can
now provide a foundation on which to build better individual and team performance. This
happens in three steps.
Step 1: Visualization.
Step 2: Training
Step 3: Fine tuning performance
Switching the team members and bringing in new blood may be the best way to improve the
energy and engagement of the team. We can also measure individuals against an ideal. In
both productivity-focused and creativity-focused teams, we have discovered the data
signature of what we consider the best type of team member. They’re not necessarily
extroverts, although they feel comfortable approaching other people. They listen as much as
or more than they talk and are usually very engaged with whomever they’re listening to. We
call it energized ,but focused listening. The best team players, also connect their teammates
with one another and spread ideas around.

THEORIES
There are numerous teamwork theories all with features to commend them, but how do you
decide which might help in getting teams to work effectively? Of all the theories the theory of
the Star Team Model and Tuckman’s theory are the most famous and implemented. We have
selected Tuckman’s theory of team work because it explains briefly the working of a team
from the initial stage of forming team to the last stage of performing.
TUCKMAN’S THEORY OF TEAM WORK
FORMING - STORMING - NORMING - PERFORMING
In 1965 Bruce Tuckman developed a model of teamwork. It is one of the most known
theories and it has become the basis of many ideas since it is formed. Tuckman’s theory
briefly describes the way in which a team is formed and completes its task.
Basically Tuckman’s theory describes the challenges that a team faces from its creation to the
completion of the task that is given to the team.
From the formation of team to the completion of the task the model contains four steps.
These are
1. Forming
2. Storming
3. Norming
4. Performing
Forming
Forming is the first stage. In this stage the leader is defining the goals, aims and objectives of
the team. The team members are not clear with their roles and responsibilities and are totally
dependent upon their leader. The leader must direct his team members; he must be ready to

answer their questions in detail and should clear their doubts. As the team members do not
know each other so they do not trust one another.
In this stage time is spent in planning, collecting information and allocating task.
Storming
In this stage the team members are interacting with each other, trying to know each other and
giving their ideas. Here conflict may arise as the team members are not well aware of each
other so different ideas may collapse. The relation between the team members may get better
or worse. In this step it is necessary that the leader of the team has A strong personality.
Otherwise, it will be difficult for him to cope through different ideas and conflicts. And he
may be forced to follow the process that is not very effective for the completion of the task,
but he selected just to save his team from destruction.
Norming
The third stage is the Norming stage. In this stage the team is setting their limitations and
agreeing to the rules and values which they will follow.
Here the team members start to trust each other as they have spent some time together
interacting with each other. The team members know their responsibilities and duties, now
they have started working to achieve their task. Now the leader can take a step back as the
team members have taken their responsibilities.
Performing
Here team members are united and are performing their task. The team members encourage
each other. There is respect in communication between each team member and have built
trust. It is considered as a big achievement because not all teams can get to this stage of
performing. The level of the team’s performance is measured by the high level of
independence, collaboration and motivation.

CRITICAL ANALYSIS
According to Amy, C. Edmondson “by putting the right person at the right place according to
his/her expertise and by giving them free time to interact with each other to build trust
companies can achieve their goals.”
J. Richard also supported Amy c. Edmondson’s point of spending time together by saying
that “the working with team results in achievement of tasks more efficiently as compared to
the individual working”.
However, Jon R. Katzenbach and Douglas K. Smith also suggests team must spend their
quality time with each other as he said in his article “Team members must communicate
before and after their work hours”
On the other hand Leslie A. Perlow is not in favors of teams spending a lot time together by
saying “teams that spend a lot of time together and work extra hours do not get rewarded and
in result the company face high turnover rate”.
Furthermore J. Richard said it is a misperception that a larger team means larger resources
that will lead to achievement of tasks more efficiently.
Paradoxically Jeanne Brett denied the fact of J. Richard and said that “resources depend upon
the size of the team, but, no matter the team, depending smaller or larger all upon the skills
and abilities of team members”
But Michael Watkins said “to get benefits from team members the company must engage
talented people so that they bring out something astonishing”.
Ironically, Amy Gallo spot with the Jeanne Brett’s point and he said that “the secret of
teamwork is not only to give them the basic knowledge but also guide them correctly. And

the leader should engage them through political direction so that the team can perform well
and they produce something successfully.”
So concluding this all, team members must be allowed to spend their time together in order to
know each other, but spending too much time can cause conflicts, the employees working
extra hours without any rewards can cause employee dissatisfaction with the company. Also
the larger teams mean that there will be no shortage of resources. But how good a team can
perform depends on the skills and ability of the team members.
CONCLUSION
Most of the employees in an organization are likely to be a part of any team one way or
another. These teams may be formal or informal .Through well organized teamwork the
organization can be turned into a place where productivity is improving. It also helps in keep
self-esteem of the employees high and give them credit in the group.In addition, the
Tuckman’s theory of teamwork helps in understanding the basics of form and manage a team
successfully.

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