(GoT3) The Watcher On The Wall - Group Dynamics & Team Building

[GoT3] The watcher on the Wall - Group Dynamics & Team building
24 Jul 2018
TIME TITLE DESCRIPTION ADDITIONAL INFO

Intro
12:00 Energizer counting Marko Milosevic
2'
12:02 Hook Hook outcome: how do groups operate? why some Petra Tanković
5' work better than others, is there a secret formula to
make group efficient?
https://biocyclopedia.com/index/general_zoology/group_defense.php
12:07 Agenda 1. Intro Petra Tanković

3' 2. Group vs Team
3. Team development
4. Teamwork model
5. Roles in the team
Group vs Team
12:10 Group and What is a group? 2.outcome: come up with few key differences Petra Tanković
10' Team
What is a team?
Have you ever been in a group? And in a team?
What is common for the members of a group

and what for a team?
12:20 Definitions A group is a number of individuals forming a outcome of discussion. Petra Tanković
3' of Group unit for a reason or cause
and Team
A team is a collection of accomplished people
coming together for a common goal that needs
completion
The main difference is that a team's strength

or focus depends on the commonality of their
purpose and how the individuals are connected
to one another.
12:23 Differences Group: Team: Petra Tanković

10' between
individual "I" focus collective "we" focus
Group and
individual purpose common goal
Team
operate by external rules of order operate by the own set of team norms
operate alone have linked roles and responsibilities
individuals have position authority members seek and gain empowerment
meet irregularly meet regularly
focus on information sharing and focus on problem-solving and process improvement
coordinating debate to make sound decisions
fight to be right open and trusting atmosphere
closed atmosphere
12:33 Team Team name (acronym or other memorable -Divide in teams and explain the activity 5 min Marko Milosevic
25' identity designation)
- Finish activity 15 min
Team logo (diagram, picture, words, colors)
-Presentation 5 min
Team moto (a saying or slogan related to the
team’s, purpose, values, composition, or
preferred, way of working) Earth, Fire, Water, Wind
12:58 Debriefing How did your group organize itself to What did you learn about completing tasks as a Marko Milosevic
10' accomplish the task? team?
How did you feel during this getting-started
What would you do differently as a team in the future?
phase?
How involved were all of the members How can you apply what you learned in your day-to-day teamwork?
during the problem solving?
How did you feel about your own
involvement?
What creative processes were used or
occurred spontaneously?
What was happening with you during the
creative activity?
If there were disagreements, how were
these handled by the team?
How did you feel when there was group
tension?
How did the group decide that its task was
done?
How did you feel at the end of the team’s
production phase?
Team Development - 5 Tuckman's Stages

14:00 Why is Efficiency +recap Petra Tanković
5' important Productivity
to know Handling the "tough time"
the stages?
14:05 1: Forming During this stage, building the team begins, Reflection to the previous exercise (making the team Petra Tanković
2' team members and team leaders get to identity)
know one another.
members are uncertain about what are

they supposed to do
a possible discussion about:
Member’s skills, background and interests
Timeline
Ground rules
Individual roles
Project goals
14:07 2 & 3: Storming Petra Tanković
4' Storming
During this stage, members experience
and
a difference between their initial hopes for
Norming
the team and the realities of working
together.
Likely to happen:
conflict and polarization around

interpersonal issues
productivity drops
feeling of ineffectiveness
increased frustration
Important to remember that most teams

experience conflict.
Norming
Members establish some cohesion which

makes it possible for people to express
their opinions.
Likely to happen:
group rituals, jokes and ways of doing things

are established
team members resolving differences
modifying behaviors to be productive
moving beyond disagreements
This avoidance of disagreements can harm the
team’s performance.
14:11 Building a 1. Explain the rules: Prepare the setting in advance if possible Petra Tanković
11' bridge - Each team will get the same amount of
part 1 material and will have to design how
they'll make a bridge that will hold a
bottle of water for 30 seconds
Team will have 10 minutes to create a
design
2. Divide participants into 3 groups:

3. Participants create their design for the
bridge
14:22 4 & 5: Performing: Petra Tanković
3' Preforming
If norming is managed successfully, team
and
members will create new norms and action
Mourning
steps that help them perform more effectively.
Likey to happen:
The group finally reaches a stage where they

can focus on the task
Group structure has been sorted out
People are also ready and able to take on
functional, flexible
tasks
Everyone wins here. Productivity goes up. So

does morale
Mourning:
Once a project ends, the team disbands. This

phase is known as mourning because members
have grown close and feel a loss now that the
experience is over.
A successful adjourning stage can include

special celebrations, an open sharing of feelings,
and a web-based chat room to allow team
members to remain in contact
14:25 Building a 1. Explain the rules: Prepare the setting in advance if possible Petra Tanković
18' bridge - Each team will get the same amount of
part 2 material
The goal is to connect the two chairs with
the materials they get
After 20 minutes, we'll test if the bridge Create roles!!!!!!!!!!
can hold a bottle of water for 30 (?)
seconds
You succeed if it survives
2. Prepare for each team:

two chairs
a distance between them (appx 1m)
20 sheets of paper
tape (appx 1.5m)
3. Each team has 13 minutes to make their

construction
4. Test if the bridges work
14:43 Debriefing What did you find most difficult about this Petra Tanković
10' challenge? How did you overcome that?
Were there any miscommunications? If so,
what happened?
If a team appointed a leader, how well did
this person lead the group?
What did you do well? How did you decide
on that method?
How did you work out the key
responsibilities for the challenge? Did you
delegate?
What surprised you most about the
activity? What can you take away?
14:53 Break
10'
15:03 Energizer
5'
Teamwork Model
15:08 Effective Have you ever been a member of a high Outcome: come up with some blocks of the Marko Milosevic
8' Teamwork performing, smoothly running team? teamwork model
Since it was an experience that you will not
forget, how was that experience it self, what
was the outcome?
However, experts agree that effective,
successful, high performance teams have
several similar characteristics
What do you think what are those

characteristics? can u name them? What are
the key, the main characteristics that a
successful team should have?
15:16 Teamwork Marko Milosevic

14' Model
15:30 Lost in the Explanation 5 min http://insight.typepad.co.uk/lost_at_sea.pdf Marko Milosevic
45' Sea
Personal ranking 10 min if time visuals for
Group ranking 15 min four man rubber life craft
Results 15 min matches
16:15 Debriefing Which block did we do now? Marko Milosevic

10' Why do you think that is that?
4f
What difficulties did you encounter? What
was the most difficult item to classify? In What was different when completing the tasks as a team?
selecting of which item did u have the most How did people feel about the decisions?
difficulties doubts? How did they resolve What have you learnt about the functioning of this group?
them? How would you do the activity differently if you were asked to do
Did u have any patterns of decision making? it again?
which ones? What situations at work/home/school do you think are like this
How could better decisions have been exercise?
made? so what differently?
Who were the influential members and
how were they influential?
What kinds of behavior helped or hindered
the group?
16:25 Energizer
2'
Roles in the team
16:27 Intro Why Use Belbin? Marko Milosevic
10' Belbin test
Belbin Team Roles are used to identify behavioral strengths and
weaknesses in the workplace. Whether developing people, resolving
conflict or fine-tuning high performance, Belbin provides the
language to ensure that individuals and teams communicate and
work together with greater understanding.
16:37 Belbin Test 5 min Exercise explanation Marko Milosevic

20'
15 min - fill the Test
16:57 Belbin test Intro about how Belbin came up with the types Petra Tanković
15'
Introvert <- -> Extrovert
People <- -> Team
Task <- -> Individual
Plant:
Characteristics: innovators and inventors and

can be highly creative, tend to be introverted
and react strongly to criticism and praise
Functions: generate new proposals and to

solve complex problems
Often made their marks as founders of

companies or as originators of new products
Resource Investigator:
Characteristics: natural negotiators, adept at

exploring new opportunities and developing
contacts. Quick to pick up other people’s ideas
and build on them.
Function: To set up external contacts, to search

for resources outside the group, and to carry
out any negotiations that may be involved
Coordinator:
Characteristics: cause others to work,

delegate readily, quick to spot talents
Function: useful people to have in charge of a

team with diverse skills
Shaper:
Characteristics: highly motivated people with

nervous energy and the great need for
achievement.
Function: good managers, generate action,

excellent in sparking a life into a team, making
necessary changes and do not mind taking
unpopular decisions
Monitor Evaluator:
Characteristics: serious-minded, prudent

individual, prefer to think things over, shrewd
judgments that take all factors into account
Functions: good at weighing up the pros and

cons, key planning and strategic posts
Teamworker:
Characteristics: most supportive members,

perceptive and diplomatic, they cope less well
with pressure
Functions: allow everyone to contribute

effectively, diplomatic and perceptive
Implementer:
Characteristics: well organized, enjoy routine

and have a practical common-sense and self-
discipline, may find difficulty in coping with new
situations
Functions: useful because of their reliability

and capacity for application, they have a sense
of what is feasible and relevant, progress to
high management positions by virtue of good
organisational skills
Finisher:
Characteristics: great capacity for follow-

through and attention
to detail, and seldom start what they cannot

finish, motivated by internal anxiety, they
prefer to tackle all tasks themselves
Functions: In management, they excel by the

TIME TITLE high standards toDESCRIPTION
which they aspire ADDITIONAL INFO
Specialist:
Characteristics: dedicated individuals who

pride themselves on acquiring technical skills
and specialist knowledge, hey usually lack
interest in other people’s work
Functions: they provide the rare skill upon

which the organization’s service or product is
based, hey command support
17:12 Debriefing because theyany

Do you have know more than anyone else
questions? Petra Tanković
10' + questions
What did you think about the test?
Do you agree with the results?
Do you find yourself in any other roles?
Do you think it's important for a successful

team?
Are you going to use that in the future?+
Outro
17:22 Sum up Marko Milosevic
5'
17:27 Feedback Marko Milosevic
10'
17:37
TOTAL LENGTH: 05:37
MATERIALS:
Visuals in Lost in the Sea
bottle of water in Building a bridge - part 1
feedback forms in Feedback
flipchart in Agenda
flipchart (Life guard results) in Lost in the Sea
paper in Building a bridge - part 1
printouts x 2 in Belbin Test | Lost in the Sea
puzzle visuals in Belbin test
tape in Building a bridge - part 1
visuals x 4 in Belbin Test | Teamwork Model | 1: Forming | Differences between Group and Team
[GoT3] The watcher on the Wall - Group Dynamics & Team building - block details
12:00
2'
Energizer
ASSIGNED TO Marko Milosevic
counting
12:02
5'
Hook
ASSIGNED TO Petra Tanković
ADDITIONAL INFORMATION
Hook outcome: how do groups operate? why some work better than others, is there a secret
formula to make group efficient?
https://biocyclopedia.com/index/general_zoology/group_defense.php
12:07
3'
Agenda
1. Intro MATERIALS
2. Group vs Team flipchart
3. Team development
4. Teamwork model
5. Roles in the team
12:10
10'
Group and Team
What is a group?
What is a team?
Have you ever been in a group? And in a team?
What is common for the members of a group and what for a team?
2.outcome: come up with few key differences
12:20
Definitions of Group and Team
3'
A group is a number of individuals forming a unit for a reason or cause
A team is a collection of accomplished people coming together for a common goal that needs
completion
The main difference is that a team's strength or focus depends on the commonality of their purpose
and how the individuals are connected to one another.
outcome of discussion.
12:23
10'
Differences between Group and Team
Group:
MATERIALS
individual "I" focus visuals
individual purpose
operate by external rules of order
operate alone
individuals have position authority
meet irregularly
focus on information sharing and coordinating
fight to be right
closed atmosphere
Team:
collective "we" focus

common goal
operate by the own set of team norms
have linked roles and responsibilities
members seek and gain empowerment
meet regularly
focus on problem-solving and process improvement
debate to make sound decisions
open and trusting atmosphere
12:33
25'
Team identity
Team name (acronym or other memorable designation)
Team logo (diagram, picture, words, colors)
Team moto (a saying or slogan related to the team’s, purpose, values, composition, or preferred, way
of working)
-Divide in teams and explain the activity 5 min
- Finish activity 15 min
-Presentation 5 min
Earth, Fire, Water, Wind
12:58
10'
Debriefing
How did your group organize itself to accomplish the task?

How did you feel during this getting-started phase?
How involved were all of the members during the problem solving?
How did you feel about your own involvement?
What creative processes were used or occurred spontaneously?
What was happening with you during the creative activity?
If there were disagreements, how were these handled by the team?
How did you feel when there was group tension?
How did the group decide that its task was done?
How did you feel at the end of the team’s production phase?
What did you learn about completing tasks as a team?
What would you do differently as a team in the future?
How can you apply what you learned in your day-to-day teamwork?
14:00
Why is important to know the stages?
5'
Efficiency
Productivity
Handling the "tough time"
+recap
14:05
1: Forming
2'
During this stage, building the team begins, team members and team leaders get to know one MATERIALS
another. visuals
members are uncertain about what are they supposed to do

a possible discussion about:
Member’s skills, background and interests
Timeline
Ground rules
Individual roles
Project goals
Reflection to the previous exercise (making the team identity)
14:07
4'
2 & 3: Storming and Norming
Storming
During this stage, members experience a difference between their initial hopes for the team and
the realities of working together.
Likely to happen:
conflict and polarization around interpersonal issues

productivity drops
feeling of ineffectiveness
increased frustration
Important to remember that most teams experience conflict.
Norming
Members establish some cohesion which makes it possible for people to express their opinions.
Likely to happen:
group rituals, jokes and ways of doing things are established

team members resolving differences
modifying behaviors to be productive
moving beyond disagreements
This avoidance of disagreements can harm the
team’s performance.
14:11
11'
Building a bridge - part 1
1. Explain the rules:

Each team will get the same amount of material and will have to design how they'll make a MATERIALS
bridge that will hold a bottle of water for 30 seconds paper
Team will have 10 minutes to create a design tape
bottle of water
2. Divide participants into 3 groups:
3. Participants create their design for the bridge
Prepare the setting in advance if possible
14:22
3'
4 & 5: Preforming and Mourning
Performing:
If norming is managed successfully, team members will create new norms and action steps that help
them perform more effectively.
Likey to happen:
The group finally reaches a stage where they can focus on the task
Group structure has been sorted out
People are also ready and able to take on functional, flexible
tasks
Everyone wins here. Productivity goes up. So does morale
Mourning:
Once a project ends, the team disbands. This phase is known as mourning because members have
grown close and feel a loss now that the experience is over.
A successful adjourning stage can include special celebrations, an open sharing of feelings, and a
web-based chat room to allow team members to remain in contact
14:25
Building a bridge - part 2
18'

Each team will get the same amount of material
The goal is to connect the two chairs with the materials they get
After 20 minutes, we'll test if the bridge can hold a bottle of water for 30 (?) seconds
You succeed if it survives
2. Prepare for each team:

two chairs
a distance between them (appx 1m)
20 sheets of paper
tape (appx 1.5m)
3. Each team has 13 minutes to make their construction

4. Test if the bridges work
Prepare the setting in advance if possible
Create roles!!!!!!!!!!
14:43
Debriefing
10'
What did you find most difficult about this challenge? How did you overcome that?
Were there any miscommunications? If so, what happened?
If a team appointed a leader, how well did this person lead the group?
What did you do well? How did you decide on that method?
How did you work out the key responsibilities for the challenge? Did you delegate?
What surprised you most about the activity? What can you take away?
14:53
Break
10'
15:03
Energizer
5'
15:08
Effective Teamwork
8'
Have you ever been a member of a high performing, smoothly running team?
Since it was an experience that you will not forget, how was that experience it self, what was the
outcome?
However, experts agree that effective, successful, high performance teams have
several similar characteristics
What do you think what are those characteristics? can u name them? What are the key, the main
characteristics that a successful team should have?
Outcome: come up with some blocks of the teamwork model
15:16
14'
Teamwork Model
INSTRUCTIONS MATERIALS
visuals
What to say:
GENERAL ABOUT THE MODEL
-a starting point for you to begin to build a stronger team.
-the blocks are there for a reason
-down blocks are the foundation
-the first step after but also in case of forming the team
- next same make working on a team personally satisfying and rewarding (not imperative to
complete the task)- most teams will tell u that it is an ultimate goal of the team
- The participative leadership block is the only one that can be removed without disturbing any of
the other blocks. What does this tell you? Perhaps that one single leader is not always necessary.
The position of the block, however, also suggests that participative leadership will generally emerge
later in a team’s formation. Let’s examine each of these blocks required to build a team.
SPECIFIC BLOCKS:
Clear goals:
How can a team ensure that its goals are clear and understood by everyone? write down, agree on
final goals, and review periodically.
Define roles:
If a team’s roles are clearly defined, all team members know what their jobs are, but defining roles
goes beyond that. It means that
we recognize individuals’ talent. Clearly defined roles help team members understand why they are
on a team. What are the responsibilities, ensure that they are not overlapping, again to agree and be
comfortable.
Open comm:
Open communication encourages team members to express their points of view and to offer all the
information they can to make the team more effective. Clear communication ensures that
team messages are understood by speakers and listeners.
“Most problems of all kinds can usually be traced back to poor communication or lack
of communication skills . . .”
Effective decision making:
Decision making is effective when the team is aware of and uses many methods to arrive
at decisions. The consensus is often touted as the best way to make decisions
Balanced Participation:
If communication is the most important team characteristic, participation is the second most
important.
“Without participation, you don’t have a team; you have a group of bodies.”
Participation is everyone’s responsibility.
Valued Diversity:
“Valued diversity is at the heart of building a team.” Thus, the box is at the center of the model. It
means, put simply, that team members are valued for the unique contributions that they bring to
the team. Diversity goes far beyond gender and race. It also includes how people think, what
experience they bring, and
their styles. A diversity of thinking, ideas, methods, experiences, and opinions helps to create a high
performing team. Yes, it is more difficult to manage a highly diverse team, but the benefits will show
up in the end. It takes work and a very special group of people to encourage the differences that
each brings to the team. Flexibility
and sensitivity are key.
Managing conflict:
“Teams can benefit tremendously from the conflict they experience.”
Positive atmosphere:
Trust as the most important. Building trust greatest thing.
Cooperative Relations:
Team members know that they need one another’s skills, knowledge, and expertise to
produce something together that they could not do as well alone. These top teams demonstrate not
only cooperative relationships between team members but also cooperative working relationships
elsewhere in the organization. To maintain the highest possible performance on a team, all team
members should be responsible for relationship building.
Participative leadership:
It's not on the top because it is the most important one. Participative leadership means that leaders
share the responsibility and the glory, are supportive and fair, create a climate of trust and
openness, and are good coaches and teachers. In general, it means that leaders are good role
models and that the leadership shifts at various times. In the most productive teams, it is difficult to
identify a leader during a casual observation.
15:30
45'
Lost in the Sea
Explanation 5 min MATERIALS

printouts
Personal ranking 10 min
flipchart (Life guard results)
Group ranking 15 min Visuals
Results 15 min
http://insight.typepad.co.uk/lost_at_sea.pdf
if time visuals for
four man rubber life craft
matches
16:15
10'
Debriefing
Which block did we do now?

Why do you think that is that?
What difficulties did you encounter? What was the most difficult item to classify? In selecting of
which item did u have the most difficulties doubts? How did they resolve them?
Did u have any patterns of decision making? which ones?
How could better decisions have been made? so what differently?
Who were the influential members and how were they influential?
What kinds of behavior helped or hindered the group?
4f
What was different when completing the tasks as a team?

How did people feel about the decisions?
What have you learnt about the functioning of this group?
How would you do the activity differently if you were asked to do it again?
What situations at work/home/school do you think are like this exercise?
16:25
2'
Energizer
16:27
Intro Belbin test
10'
Why Use Belbin?
Belbin Team Roles are used to identify behavioral strengths and weaknesses in the workplace.
Whether developing people, resolving conflict or fine-tuning high performance, Belbin provides the
language to ensure that individuals and teams communicate and work together with greater
understanding.
INSTRUCTIONS
What to say:
Now you know what is a team, how is the team developing and what are the traits that are making a
team successful. One of those traits is team roles. It's important to understand the underlying
differences between the people. And is crucial to know how they could be identified, recognized and
used as an advantage in teamwork. To define the role that will play in work situations To define team
roles you have to ask your team members following questions: how good are they? what talents are
hiding under each individual, how can u use their strengths to reach their full performing potential?
You have to know how these people approach the work, their relationship with their measure of
creativity, the discipline they pose to get things done. Without them working with this strengths the
team is not reaching their full potential. You don't just measure, but you get a guide how you can use
it as an advantage. Best role that we can play. One of the way to achieve this is.. .
Belbin team roles:
The concept is based on 9 clusters of behavior that are crucial for the success of a project. To
associate a team role to their task is done by a test that shows what team role people prefer and are
most likely to do it Most people prefer to behave in some roles and not to behave in the other ones.
In this way, the team energy is in right place and everyone will understand what to do and they will
do it with pleasure. So to turn the cast of your characters in a successful team and see what you are
working with do a Belbin test.
BACKGROUND
Can we play every role? choose the best role
Can we change? we can change, is it desirable to change in different directions, if we think in

development, developing in direction where we have attitude and potential, if we change in areas in
which we are not fitted, we expose our self and show advantage
do we need 9 roles all the time?
teams have different goals and objectives. more they change the teams proceed during the course
of the project or challenges, and if they respond propriety, we need different actors and different
roles to be played, we need a personality change, people can adapt their roles to make new
demands.
what is the ideal size?
4 people. No hierarchy. 1 is aware. With 4 people we have consensus.
are the roles applicable in all associations?
yes
16:37
20'
Belbin Test
5 min Exercise explanation MATERIALS

visuals
15 min - fill the Test
printouts
BACKGROUND
Printouts: https://drive.google.com/file/d/0Bxk35OtiLOQlZXNIaUxqNGlsV0U/view?usp=sharing
16:57
Belbin test
15'
Intro about how Belbin came up with the types MATERIALS

puzzle visuals
Introvert <- -> Extrovert
People <- -> Team
Task <- -> Individual
Plant:
Characteristics: innovators and inventors and can be highly creative, tend to be introverted and react
strongly to criticism and praise
Functions: generate new proposals and to solve complex problems
Often made their marks as founders of companies or as originators of new products
Resource Investigator:
Characteristics: natural negotiators, adept at exploring new opportunities and developing

contacts. Quick to pick up other people’s ideas and build on them.
Function: To set up external contacts, to search for resources outside the group, and to carry out any
negotiations that may be involved
Coordinator:
Characteristics: cause others to work, delegate readily, quick to spot talents
Function: useful people to have in charge of a team with diverse skills
Shaper:
Characteristics: highly motivated people with nervous energy and the great need for achievement.
Function: good managers, generate action, excellent in sparking a life into a team, making necessary
changes and do not mind taking unpopular decisions
Monitor Evaluator:
Characteristics: serious-minded, prudent individual, prefer to think things over, shrewd judgments
that take all factors into account
Functions: good at weighing up the pros and cons, key planning and strategic posts
Teamworker:
Characteristics: most supportive members, perceptive and diplomatic, they cope less well with
pressure
Functions: allow everyone to contribute effectively, diplomatic and perceptive
Implementer:
Characteristics: well organized, enjoy routine and have a practical common-sense and self-discipline,
may find difficulty in coping with new situations
Functions: useful because of their reliability and capacity for application, they have a sense of what is
feasible and relevant, progress to high management positions by virtue of good organisational skills
Finisher:
Characteristics: great capacity for follow-through and attention
to detail, and seldom start what they cannot finish, motivated by internal anxiety, they prefer to tackle
all tasks themselves
Functions: In management, they excel by the high standards to which they aspire
Specialist:
Characteristics: dedicated individuals who pride themselves on acquiring technical skills and
specialist knowledge, hey usually lack interest in other people’s work
Functions: they provide the rare skill upon which the organization’s service or product is based, hey
command support
because they know more than anyone else
BACKGROUND
Belbin was a guy who was good at creating team building games.
He began to get interested in how to predict what would make a good team into an excellent team.
He observed that most people have a preferred way of working in groups which he called their team
type
4.1 Plant
4.1.1. Characteristics
Plants are innovators and inventors and can be highly creative. They provide the seeds and
ideas from which major developments spring. Usually they prefer to operate by themselves
at some distance from the other members of the team, using their imagination and often
POWER YOUR FUTURE
EESTEC Training Team Page 17 of 20
working in an uNORTHODOX WAY. THEY TEND TO BE introverted and react strongly to criticism
and praise. Their ideas may often be radical and may lack practical constraint. They are
independent, clever and original and may be weak in communicating with other people on
a different wave-length.
4.1.2. Function
The main use of a Plant is to generate new proposals and to solve complex problems. Plants
are often needed in the initial stages of a project or when a project is failing to progress.
Plants have often made their marks as founders of companies or as originators of new
products. Too many Plants in one organisation, however, may be counter-productive as they
tend to spend their time reinforcing their own ideas and engaging each other in combat.
4.2 Resource investigator

4.2.1 Characteristics
Resource Investigators are good communicatORS BOTH INSIDE AND OUTSIDE THE
organisation. They are natural negotiators, adept at exploring new opportunities and
developing contacts. Although not necessarily a great source of original ideas, they are
quick to pick up other people’s ideas and build on them. They are skilled at finding out what
is available and what can be done, and usually get a warm welcome because of their
outgoing nature. Resource Investigators have relaxed personalities with a strong inquisitive
sense and a readiness to see the possibilities of anything new. However, unless they remain
stimulated by others, their enthusiasm rapidly fades.
4.2.2 Function
Resource Investigators are quick to open up and exploit opportunities. They have an ability
to think on their feet and to probe others for information. They are the best people to set up
external contacts, to search for resoURCES OUTSIDE THE GROUP, AND TO carry out any
negotiations that may be involved.
4.3 Coordinator
The distinguishing feature of Co-ordinators is their ability to cause others to work to shared
goals. Mature, trusting and confident, they delegate readily. In interpersonal relations they
are quick to spot individual talents and to use them to purSUE GROUP OBJECTIVES. WHILE
COordinators are not necessarily the cleverest members of a team, they have a broad and
worldly outlook and generally command respect.
4.3.2 Function
COordinators are useful people to have in charge of a team with diverse skills and personal
characteristics. They perform better in dealing with colleagues of near or equal rank than in
POWER YOUR FUTURE
directing junior subordinates. Their motto might well be “consultation with control” and they
usually believe in tackling problems calMLY. IN SOME ORGANISATIONS, COordinators are
inclined to clash with Shapers due to their contrasting management styles.
4.4 Shaper
Shapers are highly motivated people with a lot of NERVOUS ENERGY AND A GREAT NEED for
achievement. Often they seem to be aggressive extroverts with strong drive. Shapers like to
challenge, to lead and to push others into action - and to win. If obstacles arise, they will find
a way round - but can BE HEADSTRONG AND EMOTIONAL IN response to any form of
disappointment or frustration. Shapers can handle and even thrive on confrontation.
4.4.2 Function
Shapers generally make good managers because they generate action and thrive on
pressure. They are excellent at sparking life into a team and are very useful in groups where
political complications are apt to slow things down. Shapers are inclined to rise above
problems of this kind and forge ahead regardless. They like making necessary changes and
do not mind taking unpopular decisions. As the name implies, they try to impose some shape
and pattern on group discussion or activities. They are probably the most effective members
of a team in guaranteeing positive action.
4.5 Monitor-evaluator
Monitor Evaluators are serious-minded, prudent individuals with a built-in immunity from being
over-enthusiastic. They are slow deciders WHO PREFER TO THINK THINGS OVER - usually with a
high critical thinking ability. GOOD MONITOR EVALUATORS HAVE A capacity for shrewd
judgements that take all factoRS INTO ACCOUNT AND SELDOM GIVE bad advice.
4.5.2 Function
Monitor Evaluators are at home when analysing problems and evaluating ideas and
suggestions. They are very good at weighing up the pro’s and con’s of options and to
outsiders seem dry, boring or even over-critical. Some people are surprised that they
become managers. Nevertheless, many Monitor Evaluators occupy key planning and
strategic posts and thrive in high-level APPOINTMENTS WHERE A RELATIVELY small number of
decisions carry major consequences.
4.6 Teamworker
Team Workers are the most supportive members of a team. They are mild, sociable and
concerned about others with a great capacity for flexibility and adapting to different
POWER YOUR FUTURE
situations and people. Team Workers are perceptive and diplomatic. They are good listeners
and are generally popular members of a group. They cope less well with pressure or
situations involving the need for confrontation.
4.6.2 Function
The role of the Team Worker is to prevent interpersonal problems within a team and allow
everyone to contribute effectively. Since they don’t like friction, they will go to great lengths
to avoid it. The diplomatic and perceptive skills of a Team Worker become real assets,
especially under a managerial regime where conflicts are liable to arise or to be artificially
suppressed. Team Worker managers are seen as a threat to no one and therefore can be
elected as the most accepted and favoured people to serve under. Team Workers have a
lubricating effect on teams. Morale is better and people seem to co-operate better when
they are around.
4.7 Implementer
Implementers are well organised, enjoy routine, and have a practical common-sense and
selfdiscipline. They favour hard work and tackle problems in a systematic fashion. On a wider
front they hold unswerving loyalty to the organisation and are less concerned with the pursuit
of selfinterest. However, Implementers may find difficulty in coping with new situations.
4.7.2 Function
Implementers are useful because of their reliability and capacity for application. They
succeed because they have a sense of what is feasible and relevant. It is said that many
executives only do the jobs they wish to do and neglect those tasks which they find
distasteful. By contrast, Implementers will do what needs to be done. Good Implementers
often progress to high management positions by virtue of good organisational skills and
efficiency in dealing with all necessary work.
4.8 Completer
Completers, or Completer-Finishers, have a great capacity for follow-through and attention
to detail, and seldom start what they cannot finish. They are motivated by internal anxiety,
although outwardly they may appear unruffled. Typically, they are introverts who don’t need
much external stimulus or INCENTIVE. COMPLETER-FINISHERS dislike carelessness and are
intolerant of those with a casual disposition. Reluctant to delegate, they prefer to tackle all
tasks themselves.
4.8.2 Function
POWER YOUR FUTURE
Completer-Finishers are invaluable where tasks demand close concentration and a high
degree of accuracy. They foster a sense of urgency within a team and are good at meeting
schedules. In management, they excel by the high standardS TO WHICH they aspire, and by
their concern for precision, attention to detail and follow-through.
4.9 Specialist
Specialists are dedicated individuals who pride themselves on acquiring technical skills and
specialist knowledge. Their priorities are to maintain professional standards and advance
their own subject. While they show great pride in their own work, they usually lack interest in
other people’s work, and even in other people themselves. Eventually, the Specialist
becomes the expert by sheer commitment along a narrow front. Few possess the singlemindedness,
dedication and aptitude to become a first-class Specialist.
4.9.2 Function
Specialists play an indispensable part in some teams, for they provide the rare skill upon
which the organisation’s service or product is based. As managers, they command support
because they know more about their subject than anyone else and can usually be called
upon to make decisions based on in-depth experience.
17:12
10'
Debriefing + questions
Do you have any questions?
What did you think about the test?
Do you agree with the results?
Do you find yourself in any other roles?
Do you think it's important for a successful team?
Are you going to use that in the future?+
17:22
5'
Sum up
17:27
Feedback
10'
MATERIALS
feedback forms

(GoT3) The Watcher On The Wall - Group Dynamics & Team Building

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[GoT3] The watcher on the Wall - Group Dynamics & Team building

TIME TITLE DESCRIPTION ADDITIONAL INFO

12:07 Agenda 1. Intro Petra Tanković

Have you ever been in a group? And in a team?

What is common for the members of a group

The main difference is that a team's strength

12:23 Differences Group: Team: Petra Tanković

Team Development - 5 Tuckman's Stages

members are uncertain about what are

conflict and polarization around

Important to remember that most teams

Members establish some cohesion which

group rituals, jokes and ways of doing things

moving beyond disagreements

This avoidance of disagreements can harm the

2. Divide participants into 3 groups:

The group finally reaches a stage where they

Everyone wins here. Productivity goes up. So

Once a project ends, the team disbands. This

A successful adjourning stage can include

2. Prepare for each team:

3. Each team has 13 minutes to make their

What do you think what are those

15:16 Teamwork Marko Milosevic

Group ranking 15 min four man rubber life craft

Results 15 min matches

16:15 Debriefing Which block did we do now? Marko Milosevic

16:37 Belbin Test 5 min Exercise explanation Marko Milosevic

Introvert <- -> Extrovert

People <- -> Team

Task <- -> Individual

Characteristics: innovators and inventors and

Functions: generate new proposals and to

Often made their marks as founders of

Characteristics: natural negotiators, adept at

Function: To set up external contacts, to search

Characteristics: cause others to work,

Function: useful people to have in charge of a

Characteristics: highly motivated people with

Function: good managers, generate action,

Characteristics: serious-minded, prudent

Functions: good at weighing up the pros and

Characteristics: most supportive members,

Functions: allow everyone to contribute

Characteristics: well organized, enjoy routine

Functions: useful because of their reliability

Characteristics: great capacity for follow-

to detail, and seldom start what they cannot

Functions: In management, they excel by the

Characteristics: dedicated individuals who

Functions: they provide the rare skill upon

17:12 Debriefing because theyany

Do you agree with the results?

Do you find yourself in any other roles?

Do you think it's important for a successful

Are you going to use that in the future?+

TOTAL LENGTH: 05:37

Have you ever been in a group? And in a team?

A group is a number of individuals forming a unit for a reason or cause

collective "we" focus

Team name (acronym or other memorable designation)

Team logo (diagram, picture, words, colors)

- Finish activity 15 min