Team Building for

Youth Organization
A. Team Development
1. A youth Organization is a collection of teams comprising of young people. The success of
youth organization depends on the ability of the teams within it to work together to attain the
commonly held objectives.
2. Factors Contributing to team Developments and Effectiveness
The development of a team is based on the assumption that any team is able to work more
effectively if its members are familiar with the four factors that contribute to team development
and effectiveness. These are:
a.) Shared Goals and Objectives
The team must state the goals and objectives. The goal must be an overall understanding of the
role of the team in the total organization
2. Factors Contributing to team Developments and Effectiveness
b.) Utilization of resources.
The team must be use effectively all the resourcesat its disposal. This means establishing an
environment that allows individual resources to beused.
c.) Trust and Conflict Resolution
The ability to openly recognize conflict and to seek to resolve it through discussion is critical to
the team’s success.
d.) Shared Leadership
Individuals will not function as a team if they are brought together simply to (“rubber stamp”)
decisions made by the team’s formal leader or others not in the team.
3. Team Relationship and
Management
a. A team is a number of persons associated together in work or activity.
b. In a relationship in an organization or movement, people have various expectation of each
other. These expectations sometimes are not stated; sometimes they are unconscious. In the rush
of activity, an organization may move along, but friction often begins to build up between
people. Many times, it is because we have different expectation of others and of ourselves in
doing particular task.
c. The management of the organization depends on the proper coordination.
4. Building a Better Team
a. Teamwork reflects Camaraderie
A team will not work if members are self-centered and if they do not know each other.
b. Teamwork reflects Unity
Whatever the outcome of the project, it is the team that works towards it.
c. Teamwork divides the effort and multiplies the Success
Each group has ample zest and inspiration to become a dream team.
5. The Characteristic of an Effective
Team
a. The members share a sense of purpose or common goals, and each team member is willing to
work toward achieving these goals.
b. The team is aware of and interested In its own and it examines norms operating within the
team.
c. The team identifies its own resources and uses them, depending on its needs
d. The team members continually try to listen to and clarify what is being said and show interest
in what others say and feel.
e. Differences of opinion are encourage and freely expressed. The team does not demand narrow
conformity or adherence to formats that inhibit freedom of movement and expression.
f. The team is willing to surface conflict and focus on it until it is resolved or managed in a way
that does not reduce the effectiveness of those involved
5. The Characteristic of an Effective Team
g. The team exerts energy towards problem solving rather than allowing it to be drained by
interpersonal issue or competitive struggles.
h. Roles are balanced and shared to facilitate both the accomplishment of tasks and feelings of
team cohesion and morale.
i. To encourage risk taking and creativity, mistakes are treated as sources of learning rather than
reason for punishment.
j. The team is responsive to the changing needs of its members and to the external environment
to which it is related.
k. Team members are committed to periodical evaluation of the team’s performance.
l. The team is attractive to its members, who identify with it and consider it a source of both
professional and personal growth.
m. Developing a climate of trust is recognized as the crucial element for facilitating all of the
above elements.
6. The Characteristics of Effective
Team Leaders
◼ Communicate
◼ Are open, honest, and fair
◼ Make decisions with input from others
◼ Act consistently
◼ Give the team members the information they need to do their jobs
◼ Set goals and emphasize them
◼ Keep focus through follow-up
◼ Listen to feedback and ask questions
◼ Show loyalty to the organization, the team, and the members
◼ Create an atmosphere of growth
◼ Have wide visibility
◼ Give praise and recognition
7. A Dream Team Leader provides
The support id created when leader decide to be facilitators rather than directors. The total
control by leader, even if he is somewhat able to achieve it, its never as effective as a group
effect. The differences between dictators and facilitators.
the support needed for success:
Dictators Facilitators
1. Hoard Decisions.
2. Make Decisions alone or restrict them to an elite group.
3. View truth and wisdom as their domain since they are the leader.
4. Surprise their workers with edicts from above.
5. Guard their own interests
6. Take for themselves.
1. Push Decision down to line
2. Involve others as much as possible, in keydecisions and give people space to make those
decisions.
3. View truth and wisdom as being accessible to everyone throughout the organization.
4. Let those responsible decide how the jobs will be done.
5. Serve everyone’s interest by developing people.
6. Give to the organization.
8. The Characteristic of Effective
Team Members
◼ Support
◼ Help the team leader to succeed
◼ Ensure that all viewpoints are explored
◼ Express opinions, both for and against
◼ Provide appropriate feedback
◼ Understand personal and team roles
◼ Accept ownership for team decision
◼ Participate voluntary
◼ Maintain confidentially
◼ View criticism as an opportunity to learn
◼ Share ideas freely and enthusiastically
◼ Encourage others to express their ideas fully
9. Symptoms of Team Problems
Combative Behavior Team members resort to yelling and to combative behavior in the name of
playing the devil’s advocate team members express conflict through the use of threats, attacks,
and so on.
Infinite Details Team members scrutinize every detail and check on all aspects of minor or major
decision
Team members distrust one another and fear being penalized for errors.
Amount of time to make decision
Decision on minor issues are brought to the top of the organization, requiring excessive time.
Team members feel a lack of trust directly related to them problem solving
Shifting and Changing decisions
Decision are often changed shortly after being made.
Team members are not willing to commit the team to a unified course of action.
9. Symptoms of Team ProblemsSymptoms Description Explanation
Backbiting and complaining
Members of the team openly complain about and find fault with one another
Team members are not cleared about standards, leading to a loss of control over one another
Presence of a “spy of the owner”
Members of the team suspect and distrust new members
New members have difficulty Breaking into the established team.
Two coalitions The team has two factions, one of which has very little influence or power
The team experiences a lack of cohesiveness
Personal Stress Stress show up in the team members evidenced by “blowing up” and physical
symptoms
Team members feel threatened and thus become less efficient and more dissatisfied.
10. Seven Team Well-Being Secrets
a. Purpose (Are we committed to the same purpose?)
A Healthy team has a well-articulated corporate and team purpose, usually phrased a vision
statement, mission statement, or values statement
b. Role (How will we contribute to fulfilling our purpose?)in a healthy team, the members
continually ask themselves whether the team is enacting the specific role needed to achieve its
purpose.
c. Strategy (What will we do to achieve our purpose?)In a healthy team, the members understand
the team’s strategy and use it to guide day-to-day activities.
d. Processes (How we will work together?)in a healthy team the members are aware of what
processes or system of operations are used to produce results.
10. Seven Team Well-Being Secrets
e. People (How will we care for one another?)
A healthy team has members who have the required expertise and knowledge to implement the
team’s strategy and achieve its purpose
The team members feel well-utilized and valued.
f. Feedback (How will we obtain and use information about our performance?)
A healthy team solicits feedback on its behavior and performance from key stake holders who
might include customer, suppliers, managers/ and other team.
Each team member can also exchange feedback with other members in order to correct or
improve each other’s and performance and behavior
g. Interfaces (How will we manage the team’s relationship?)
A healthy team intentionally manages its critical relationships with external people or
environment in order to build needed relationships and enhance existing ones. They do not
isolate themselves as independent islands.