NATIONAL CERTIFICATE: INFORMATION TECHNOLOGY: END USER COMPUTING

ID 61591 LEVEL 3 - 130 CREDITS

LEARNER GUIDE

SAQA: 10135

WORK AS A PROJECT TEAM MEMBER

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Learner Information:
Details Please Complete this Section
Name & Surname:
Organisation:
Unit/Dept:
Facilitator Name:
Date Started:
Date of Completion:

Copyright
All rights reserved. The copyright of this document, its previous editions and any annexures
thereto, is protected and expressly reserved. No part of this document may be reproduced,
stored in a retrievable system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording or otherwise without the prior permission.

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Key to Icons
The following icons may be used in this Learner Guide to indicate specific
functions:

This icon means that other books are available for further
information on a particular topic/subject.

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a specific topic or section of the guide.
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This icon helps you to be prepared for the learning to follow

or assist you to demonstrate understanding of module
content. Shows transference of knowledge and skill.
Activities

This icon represents any exercise to be completed on a

specific topic at home by you or in a group.
Exercises
An important aspect of the assessment process is proof
of competence. This can be achieved by observation or
a portfolio of evidence should be submitted in this
Tasks/Projects regard.

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 An important aspect of learning is through workplace
experience. Activities with this icon can only be completed
Workplace once a learner is in the workplace
Activities

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Notes

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Learner Guide Introduction

About the This Learner Guide provides a comprehensive overview of the WORK AS
Learner Guide… A PROJECT TEAM MEMBER ,and forms part of a series of Learner Guides
that have been developed for NATIONAL CERTIFICATE: INFORMATION
TECHNOLOGY: END USER COMPUTING ID 61591 LEVEL 3 - 130
CREDITS. Learners are required to attend training workshops as a
group or as specified by their organization. These workshops are
presented in modules, and conducted by a qualified facilitator.

Purpose Reading skills at this level will be applied in other learning situations.
Outcomes Persons credited with this Unit Standard will be able to.
 Demonstrating an understanding of criteria for working as a
member of a team.
 Working autonomously and collaborating with other team
members.
 Contributing to building relationships between team members and
stakeholders.
 Making a positive contribution to team coherence, image and
spirit.
 Respecting personal, ethical, religious and cultural differences to
enhance interaction between team members.
Assessment Criteria The only way to establish whether a learner is competent and has
accomplished the specific outcomes is through an assessment process.
Assessment involves collecting and interpreting evidence about the
learner‘s ability to perform a task. This guide may include
assessments in the form of activities, assignments, tasks or projects,
as well as workplace practical tasks. Learners are required to
perform tasks on the job to collect enough and appropriate evidence
for their portfolio of evidence, proof signed by their supervisor that
the tasks were performed successfully.
To qualify To qualify and receive credits towards the learning programme, a
registered assessor will conduct an evaluation and assessment of
the learner‘s portfolio of evidence and competency

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Range of Learning This describes the situation and circumstance in which competence
must be demonstrated and the parameters in which learners operate
Responsibility The responsibility of learning rest with the learner, so:
 Be proactive and ask questions,
 Seek assistance and help from your facilitators, if required.

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 1
Work as a project team member

Learning Unit

UNIT STANDARD NUMBER : 10135

LEVEL ON THE NQF : 4
CREDITS : 8
FIELD : Business, Commerce and Management Studies
SUB FIELD : Project Management

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 This unit standard is a core standard and forms part of the qualification, National
Certificate Project Management and is registered at Level 4 on the National
PURPOSE:
Qualifications Framework. Learners accessing this standard will be involved in
project management teams or involved in building small project management
teams. These projects may be technical projects, business projects or
developmental projects and will cut across a range of economic sectors. This
standard will also add value to learners who are running their own business and
recognise that project management forms an integral component of any
business. Learners acquiring this standard will be able to work autonomously and
collaboratively with others, build relations, make positive contributions, interact
with others and explain team dynamics.

The qualifying learner is capable of:

 Demonstrating an understanding of criteria for working as a member of a

team.
 Working autonomously and collaborating with other team members.
 Contributing to building relationships between team members and
stakeholders.
 Making a positive contribution to team coherence, image and spirit.
 Respecting personal, ethical, religious and cultural differences to enhance
interaction between team members.

LEARNING ASSUMED TO BE IN PLACE:

 Learners accessing this qualification will have demonstrated competence against standards in
project management practices or equivalent of NQF Level 3.

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 SPECIFIC OUTCOME 1.

Demonstrate an understanding of criteria for working as a

member of a team.
Assessment Criteria’s
 Criteria for working as a member of a team are identified and explained.
 Behaviours conducive to working as a member of a team are identified and
explained.
 Team dynamics are identified and explained.

Criteria for working as a member of a team

Working on teams can be rewarding, but at times it can be difficult and downright
frustrating. If there are poor communicators on your team, you may often feel left in the
dark, confused or misunderstood. To create a successful team, effective
communication methods are necessary for both team members and leaders. Even
though some people understand their communication skills need improving, many
aren't certain how to improve them. So, in the following article, we've outlined how to
avoid some common team blunders as well as some helpful advice on how to be a
better teammate or leader overall. Go… team!

If You're a Team Member

Communicate, Communicate, Communicate
If you have a problem with someone in your group, talk to him
about it. Letting bad feelings brew will only make you sour
and want to isolate yourself from the group. Not only does it
feel good to get it out, but it will be better for the team in the
long run.

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Don't Blame Others
People in your group lose respect for you if you're constantly blaming others for not
meeting deadlines. You're not fooling anyone, people know who isn't pulling his weight
in a group. Pointing the finger will only make you look cowardly. Group members
understand if you have a heavy workload and weren't able to meet a deadline. Saying
something like, "I'm really sorry, but I'll get it to you by the end of today." will earn you
a lot more respect than trying to make it seem like it's everyone else's fault
that you missed your deadline.

Support Group Member's Ideas

If a teammate suggests something, always consider it – even if it's the silliest idea you've
ever heard! Considering the group's ideas shows you're interested in other people's
ideas, not just your own. And this makes you a good team member. After all, nobody
likes a know-it-all.

No Bragging
It's one thing to rejoice in your successes with the group, but don't act like a superstar.
Doing this will make others regret your personal successes and may create tension
within the group. You don't have to brag to let people know you've done a good job,
people will already know. Have faith that people will recognize when good work is
being done and that they'll let you know how well you're doing. Your response?
Something like "Thanks, that means a lot." is enough.

Listen Actively
Look at the person who's speaking to you, nod, ask probing questions and
acknowledge what's said by paraphrasing points that have been made. If you're
unclear about something that's been said, ask for more information to clear up any
confusion before moving on. Effective communication is a vital part of any team, so
the value of good listening skills shouldn't be underestimated.

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Get Involved
Share suggestions, ideas, solutions and proposals with your team members. Take the
time to help your fellow teammates, no matter the request. You can guarantee there
will be a time in the future when you'll need some help or advice. And if you've
helped them in past, they'll be more than happy to lend a helping hand.

What are selection criteria and why are they used?

Selection criteria describe the qualifications, knowledge, skills, abilities and experience
a person requires in order to do a job effectively. They are divided into:
 essential criteria
 desirable criteria.
You must meet the essential criteria to be considered for a position because without
having the relevant qualifications, knowledge, skills or experience you would not be
able to do the job. If you do not meet the essential criteria, you will not be shortlisted for
interview.
It is not necessary for you to have the qualifications, knowledge, skills and experience
described by the desirable criteria, but your chances of being shortlisted are better if
you do. Where there are several applicants who meet the essential criteria, the
selection panel will shortlist on the basis of the desirable criteria.

Examples of selection criteria

Apart from qualifications and experience that may be specific to a particular job,
there are several selection criteria that are common to many University positions.
These include:
 ability to maintain confidentiality
 ability to work as part of a team
 ability to work independently
 ability to work under pressure
 attention to detail
 flexible and adaptable approach to work
 initiative
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  keyboard skills
 knowledge of University organisation, policy and procedures
 organisational/planning skills
 problem-solving ability
 sensitivity
 supervisory skills
 verbal communication/interpersonal skills
 written communication skills.

Have you worked for teams where everyone pitches in, and you all work together in
perfect harmony? Do you always play to your strengths in a team, or are there times
when the group you're in just doesn't gel? Either way, teamworking is such a vital way
of completing projects that it's worth developing and refining the skills that will help
you make a valuable contribution to whichever type of team you're in.
Sports teams are perfect examples of how many players working together can
achieve much more than one player who is acting alone. For example, you may not
be the best goal scorer, but you're great at moving the ball forward. You know that if
you pass that ball to the person who can score, the team has a better chance of
winning. Everyone on the team plays a different role, according to their strengths –
and by helping and encouraging one another along the way, you can make some
inspiring things happen.

Off the sports pitch and back in the workplace, we hear the term "good team player"
a lot. But what does this really mean in a business context? What do leaders want
from their team members, and how can you make a more significant contribution
to your team?
These are some of the questions we address in this article. We show you what makes
a good team player, and we offer some tips on how to make a bigger contribution in
the future.

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The Importance of a Good Team Player
Teams are created for several reasons. They may need to deliver a one-time project,
or work together on an ongoing basis. Either way, if you take advantage of a
group's collective energy and creativity, the team can accomplish much more in less
time.
What does this mean for you? Well, teams are probably an integral part of how things
are done in your organization. If you show that you have the ability to work well with
others, this could have a major impact on your career.
Being a valuable team member can open new career opportunities, because leaders
may see firsthand what a great job you're doing. You may even be invited to bring your
strengths into play in another team setting – and in higher profile, business-critical
projects. This is why learning to be a good team player is so important. If you make a
good impression, you never know what possibilities might open for you.

Use Your Strengths

Do you know what you do best?
Perhaps you're incredibly organized. Or, you might excel at motivating people,
helping resolve disagreement, or researching hard-to-find information.
Whatever your strengths, you have something valuable to offer. Find a role within your
team that allows you to do what you do well. This will help you make a meaningful
contribution – and increase your chances of doing a great job. Plus, it's usually much
easier, and more satisfying, to do tasks when you're naturally good at them.
Teams usually come together to handle an issue that's difficult, if not impossible, for
people to do on their own. When a group works well together, creativity levels are
generally higher, as people tap into one another's strengths. This often leads to
increased productivity, and an inspiring sense of collaboration and cooperation that
moves everyone – and the project – forward.

Understand the Team's Objectives

On the occasions that teams don't function well, it's often because there's a lack of
communication and understanding about what the group's objectives are.
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If you want to be a good team player, make sure you understand the group's goals. Ask
key questions like these:
 Why are we here?
 What is the 'perfect ending' to this project?
 What is our deadline?
 How often will we meet?
 What is our budget?
 Who is in charge of implementing our ideas?
 What roles and responsibilities will each of us have?
Be clear about what you're there to do. This will help you complete your tasks to the
best of your abilities.

Be Reliable
We've probably all worked with people who have made promises they didn't keep. It's
frustrating when someone says one thing and does another, and it can really slow a
group's progress.
You can be a valuable asset to your team simply by delivering what you said you would
do – on time. For some people, it's all too easy (and, unfortunately, quite common) to
make promises they can't keep. But you may really surprise and impress people by
following through on what you say you'll do. If you commit to completing something for
the group by the end of the day, make sure you do it. If you say you'll attend the 5:30
meeting, don't be late.
Being reliable also applies to the work you do for the group. If you have high standards,
people will depend on you to produce quality work. If your output is excellent one day,
but only average the next, the team may regard you as being unreliable.

Be a Good Communicator
Be involved and active within the group. If you sit silently while someone else discusses
an idea that you know won't work, you could damage the team's chances of
achieving its outcomes. If you're got an alternative suggestion that might be more
effective, then share it with the group.
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The opposite applies as well: If people discuss a plan that you think is great, then
speak up. Tell them what an inspiring idea you think it is. They might really need
and appreciate your support, even if they don't show it.
When you communicate with your team members – whether showing support, or
challenging their thinking – it's important to stay positive and respectful. Even if you
disagree with someone, don't become emotional. Being objective and fair will make a
good impression; getting upset and angry won't.
Stay Flexible
If you've ever worked with a team, you probably know that things can change
quickly. People may join or leave the group, budgets may be reduced, or goals
may be redefined.
The best team players know how to be flexible. They don't fight change – instead, they
see it as a new opportunity for growth.
You may find that that the group members, the approaches you use, and the goals
you started with have all changed by the time you've finished. By staying flexible,
you can take advantage of the new opportunities that arise during the project, and
you'll be able to help others do the same.
Your willingness to remain comfortable and positive in a constantly changing
environment is an important business skill – and your boss will likely notice.
Tips for Being a Good Team Member
 Don't cherry-pick projects. It can be tempting to choose only those projects that
seem easier, or ones that offer more benefits. But if you choose more difficult
projects, and accept what's offered to you, you'll earn a reputation for being a
hard worker. Your boss will notice your willingness to take on a challenge, and it
will pay off in the long term.
 Support other people on your team by offering positive feedback, and providing
help if they need it. Your willingness to collaborate and help others will make a
good impression on both the group and upper management.
 Share information and resources with your team. Remember, you're all there for
one purpose – and by keeping everyone informed, you contribute to that goal. If

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 you have past experiences or knowledge that can help others, then offer it.
They'll appreciate the help.
 Keep a positive attitude. If you complain, delay, or give the tough assignments
to others, people will notice – and they may start to avoid you. A positive
attitude can be a refreshing change, and it will help others stay focused and
productive as well.

Key Points
Being a good team player isn't always easy. Teams are usually created to solve
difficult problems, and they often have tight deadlines and strict budgets. But this
can be your chance to shine. Look at teamwork as not only a challenge, but a great
opportunity.
Help your team by using your strengths, clearly understanding your role, and staying
flexible and reliable until the project is completed. Be positive, and help others as much
as you can. By being cooperative and willing to work hard, you'll make a good
impression on everyone – including your boss.

If you were choosing team members for a business team in your organization, who
would the best team players be? Assuming that people have the right technical skills for
the work to be done, what other factors would you use to select your team members?
Teams need strong team players to perform well. But what defines such people? Read
on. (Also, check out How to Hire the Best Brains for the Best Team for some tips
on putting a team together.)
Demonstrates reliability
You can count on a reliable team member who gets work done and does his fair share
to work hard and meet commitments. He or she follows through on assignments.
Consistency is key. You can count on him or her to deliver good performance all the
time, not just some of the time.
Communicates constructively
Teams need people who speak up and express their thoughts and ideas clearly,
directly, honestly, and with respect for others and for the work of the team. That's what
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it means to communicate constructively. Such a team member does not shy away from

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making a point but makes it in the best way possible — in a positive, confident, and
respectful manner.
Listens actively
Good listeners are essential for teams to function effectively. Teams need team
players who can absorb, understand, and consider ideas and points of view from
other people without debating and arguing every point. Such a team member
also can receive criticism without reacting defensively. Most important, for
effective communication and problem solving, team members need the discipline to
listen first and speak second so that meaningful dialogue results.
Functions as an active participant
Good team players are active participants. They come prepared for team meetings
and listen and speak up in discussions. They're fully engaged in the work of the team
and do not sit passively on the sidelines.
Team members who function as active participants take the initiative to help make
things happen, and they volunteer for assignments. Their whole approach is can-do:
"What contribution can I make to help the team achieve success?"
Shares openly and willingly
Good team players share. They're willing to share information, knowledge, and
experience. They take the initiative to keep other team members informed.
Much of the communication within teams takes place informally. Beyond discussion
at organized meetings, team members need to feel comfortable talking with one
another and passing along important news and information day-to-day. Good team
players are active in this informal sharing. They keep other team members in
the loop with information and expertise that helps get the job done and prevents
surprises.
Cooperates and pitches in to help
Cooperation is the act of working with others and acting together to accomplish a
job. Effective team players work this way by second nature. Good team players,
despite differences they may have with other team members concerning style
and perspective, figure out ways to work together to solve problems and get work
done. They respond to requests for assistance and take the initiative to offer help.
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Exhibits flexibility
Teams often deal with changing conditions — and often create changes themselves.
Good team players roll with the punches; they adapt to ever-changing situations.
They don't complain or get stressed out because something new is being tried or
some new direction is being set.
In addition, a flexible team member can consider different points of views and
compromise when needed. He or she doesn't hold rigidly to a point of view and argue
it to death, especially when the team needs to move forward to make a decision or
get something done. Strong team players are firm in their thoughts yet open to what
others have to offer — flexibility at its best.
Shows commitment to the team
Strong team players care about their work, the team, and the team's work. They show
up every day with this care and commitment up front. They want to give a good
effort, and they want other team members to do the same.
Works as a problem-solver
Teams, of course, deal with problems. Sometimes, it appears, that's the whole reason
why a team is created — to address problems. Good team players are willing to deal
with all kinds of problems in a solutions-oriented manner. They're problem-solvers, not
problem-dwellers, problem-blamers, or problem-avoiders. They don't simply rehash a
problem the way problem-dwellers do. They don't look for others to fault, as the blamers
do. And they don't put off dealing with issues, the way avoiders do.
Team players get problems out in the open for discussion and then collaborate with
others to find solutions and form action plans.
Treats others in a respectful and supportive manner
Team players treat fellow team members with courtesy and consideration — not just
some of the time but consistently. In addition, they show understanding and the
appropriate support of other team members to help get the job done. They don't place
conditions on when they'll provide assistance, when they'll choose to listen, and
when they'll share information. Good team players also have a sense of humor and
know how to have fun (and all teams can use a bit of both), but they don't have fun
at someone
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else's expense. Quite simply, effective team players deal with other people in a
professional manner.
Team players who show commitment don't come in any particular style or
personality. They don't need to be rah-rah, cheerleader types. In fact, they may
even be soft- spoken, but they aren't passive. They care about what the team is
doing and they contribute to its success — without needing a push.
Team players with commitment look beyond their own piece of the work and care
about the team's overall work. In the end, their commitment is about winning — not in
the sports sense of beating your opponent but about seeing the team succeed and
knowing they have contributed to this success. Winning as a team is one of the great
motivators of employee performance. Good team players have and show this
motivation.

Behaviours conducive to working as a member of a team are identified and

explained.

When building a new team, an obstacle you, as the team leader, will face is
expectations and behaviors not conducive to team work – especially if your team is
diverse or competitive. You can overcome these challenges by establishing
guidelines for team conduct early on in the team-building stage. This will improve
your chances of building a unified team. When everyone is following the same
guidelines, competitive tendencies tend to dissipate and team members get along
better, focusing their efforts and ambitions on achieving team goals.Establishing a
code of conduct that all team members agree to and commit to offers several team
benefits:
 it outlines expected behavior
 it promotes shared responsibility for team accomplishments
 it decreases misunderstandings, and
 it increases productivity
You can write effective guidelines by applying three basic criteria: write guidelines
using one clear, concise sentence; state guidelines in a positive way; and make sure
guidelines are actionable.Guidelines for team conductAll team interactions should be
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guided by what's best for the team. A code of conduct can help guide acceptable

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behaviors and actions, helping to create a high-performance team. Team success
depends largely on the code of conduct being followed. So, as team leader, it's
important that you set a good example by following guidelines yourself. Leading by
example will help to establish the credibility of the guidelines and demonstrate the
expectation that everyone must follow them.There are several other types of
guidelines that every team should develop to address areas of team behavior:
 etiquette for team meetings – Establishing guidelines for meeting etiquette helps
you manage meetings so they remain as productive as possible. Meeting
etiquette guidelines involve attendance, interruptions, confidentiality, and action
orientation.
 Open approach to communication – As team leader, you need to create a
team atmosphere where team members feel comfortable contributing and
sharing. Because team members must work closely to achieve team goals, they
must be able to work harmoniously while being productive. Work to make
sure your team is free from critical and damaging communication, such as
sarcasm, ridicule, and any other counterproductive behavior.
 Handling conflict – Some team leaders hope they can avoid conflict on their
teams, but this isn't realistic. Conflicts over schedules, priorities, resources, and
different approaches to work are common and you need to be prepared to
handle them. When your team is locked in a conflict, you can use three
approaches to handling conflict: compromising, collaborating, and confronting.
 Decision making – Because decision making is done by the team, not a higher
authority, it tends to be more complex than in nonteam situations. As team
leader, you must work with your team to establish a decision-making process.
Part of this is deciding who'll make decisions and who'll be accountable for
them. It's important to establish a decision-making process early on to avoid
conflict. Conflict within a team impacts productivity and can potentially lead to
the failure to meet team objectives.
Set the stage for team success by establishing guidelines for expected and acceptable
team behavior as soon as possible during team development. Effective guidelines are
written using one clear, concise sentence; are stated in a positive way; and are
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actionable. Because all teams are unique, the codes of conduct that guide their
behavior and actions are also unique. As you develop a code of conduct, make sure
you create guidelines to cover these four areas: etiquette for team meetings, an open
approach to communication, handling conflict, and decision making.

Effective teams develop strong commitment to a common approach, that is, to how
they will work together to accomplish their purpose. Team members must agree on
who will do particular jobs, how schedules will be set and adhered to, what skills need
to be developed, how continuing membership in the team is to be earned, and
how the group will make and modify decisions. This element of commitment is as
important to team performance as is the team's commitment to its purpose and goals.
Agreeing on the specifics of work and how they fit together to integrate individual skills
and advance team performance lies at the heart of shaping a common approach. It is
perhaps self-evident that an approach that delegates all the real work to a few
members (or staff outsiders), and thus relies on reviews and meetings for its only "work
together" aspects, cannot sustain a real team. Every member of a successful team
does equivalent amounts of real work; all members, including the team leader,
contribute in concrete ways to the team's work-product. This is a very important
element of the emotional logic that drives team performance.

Team dynamics are identified and explained.

WHAT IS TEAM DYNAMICS?
The work place, social organizations, community groups and sports all use teams to
accomplish goals. The dynamics of teams determine if these goals will be met in an
efficient manner. Identifying team dynamics and understanding positive and negative
outcomes that may occur due to the dynamics will assist you to achieve team efforts.

Description
According to Psychology Campus, a group of people that share and work toward
accomplishing a common goal are referred to as a team. The dynamics of a team
depend on each team member. Unseen forces that exist in a team between
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different

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people or groups are called team dynamics and can strongly influence how a team
reacts, behaves or performs. Many factors influence team dynamics, such as
personalities of team members, how the team operates, how the team views itself and
the team's organization.
Friendships and Team Dynamics
Team Technology notes that the development of friendship within a team can have
both positive and negative effects. Friendship can foster communication among
members of the team. This may lead to a positive social feel within the group and
make members enjoy being a part of the team. This good feeling can increase
motivation and commitment to the team. However, a strong friendship within a
group can leave other team members feeling excluded and make them less likely to
include the friends when decisions are made. These friendships can split the team
into sub-groups and lead to a lack of communication leading to unsuccessful
efforts to accomplish team goals.
Identifying Goals
Identify team goals before anyone starts doing the work or playing the game. A
common mistake teams make is to assume that team members see tasks the same
way and understand how everyone should be contributing. Avoid conflict and
conserve resources by developing a plan and communicating as a team. This
discussion should identify team mission, tasks and goals.
Knowing Yourself and Knowing Your Team
According to BestFitType.com, each member of the team should be aware of her
individual talents and weaknesses. This identification will allow the team member to
contribute to her maximum potential. When team members learn about their
teammates, individuals can tap into other team members' strengths and talents, thus
creating a stronger team.
Avoiding Team Laziness
Social loafing is when team members do not work to their potential, with the
assumption that other team members can make up for their laziness. Emphasizing the
importance of individual contribution and pride within the group can avoid this
phenomenon. Making members accountable for their effort by identifying individual
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contributions can deter laziness. Breaking the team down into smaller groups when
possible is another way to avoid social loafing.

Team Dynamics are the unseen forces that operate in a team between different
people or groups. Team Dynamics can strongly influence how a team reacts,
behaves or performs, and the effects of team dynamics are often very complex.
This page considers what team dynamics are and the impact they have on the
team.

Suppose in a small team of six people working in one office there are two people who
have a particularly strong friendship. This friendship is a "natural force" that may have
an influence on the rest of the team, and can be manifest in various ways, either
positively or negatively.
Other factors can also play an influence. For example, if a wall of cupboards were to
be placed across the middle of the office, this would also form a 'natural force' that
influences the communication flow and may separate the group into two further sub-
groups.
Sometimes, an "absence" of a natural force can also be a team dynamic. For
example, if the leader or manager is permanently removed from the office, the
group may be drawn into a change of behaviour.
How Do You Recognise Team Dynamics?
You can recognise team dynamics by looking for the forces that influence team
behaviour. These forces might include:
 Personality styles (eg: including or excluding people)
 Team Roles (eg: see MTR-i team dynamics)
 Office layout (eg: cupboards dividing teams into two)
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 Tools and technology (eg: email, bulletin board, information pool enabling
hidden communication).
 Organisational culture (eg: company cars acting as status symbols to separate
groups of employees)
 Processes/methodologies/procedures (eg: problem-solving methodology)
 etc.
You can identify personality-based dynamics by completing our online Team Dynamics
Assessment.

How Can Team Dynamics Be Managed Constructively?

You need to:
a. look for the team dynamics - the 'natural forces' at play
b. determine whether they are acting for good or ill,
c. Make interventions to make the effect of those dynamics more positive.
For example, if a wall of cupboards is inhibiting communication within a group,
that wall can be repositioned and the room layout designed to encourage
communication (without making the environment too uncomfortable for those
who value their privacy when working on individual tasks).
Example: The Impact of A Friendship
The positive effect of a strong friendship in a team might be:
 the friends communicate a lot together...
 ...which naturally results in other members being drawn into the discussion
 ...which results in a good 'social' feel to the group
 ...which makes people enjoy being in the group
 ...which improves motivation and commitment
The negative effect of a strong friendship might be:
 to cause the other four people to feel excluded...
 ...which means they are less likely to include the two friends in decision making
 ...which means that there are likely to be two sub-groups
 ...which means that information may not flow across the whole group, but only
within the subgroups

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 ...which means that miscommunication may lead to misunderstanding and poor
collective performance

This friendship has an impact on the group's performance, and is therefore a team
dynamic. Whether it is good or bad depends on other factors. In the first, positive,
example, there is a natural force of "inclusion" which results in people being drawn into
productive discussions. In the second, negative example, there is a natural force of
"exclusion" which results in communication between groups being stifled.

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 SPECIFIC OUTCOME 2.

Work autonomously and collaborate with other

team members.
Assessment Criteria’s
 Team members are given sufficient support for them to achieve their work /
project objectives.
 Team members are consulted with.
 Authority levels of all team members are identified and applied.
 Collaboration reflects the needs of all team members.

Work autonomously and collaborate with other team members.

What makes great teams be such? Is it a matter of coincidental matters
that some teams perform systematically above average or being a high performance
team is due to specific traits of those that make the
team up?

When your team is motivated to do a better a job, you are giving them a reason to
excel so that your business will thrive. However, motivating your employees is not an
easy task and requires a strategic plan. Once you learn how to motivate a team and
the various steps that it entails, you should also be prepared to embrace them and use
them on a regular basis.

Great high performing teams leverage strong shared beliefs and goals among other
key characteristics to perform systematically above others.
Generally, high performance collaboration teams have very strong motivation for
what they do and for the end result that their work produces. They deeply share a
common set of beliefs and support each other under all circumstances.

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But which are the unique characterizing beliefs so vital to the smooth and efficient
performance of this new popular animal which is the small work team?
Ken Thompson, author of the breakthrough Bioteaming Manifesto, has nailed this belief
set down and provides an academic, but very punctual and precise roundup on its
makeup.
If you are into growing your first extended collaboration team, I strongly suggest you
look into this and take the words in it as rare and precious advice.
In my personal experience, the great teams I have worked in, even in very recent times,
have all shared, often very openly, the set of common beliefs that Ken has identified so
well.

Team members are given sufficient support for them to achieve their work /
project objectives.
Explain the positive outcomes of achieving the objective if it benefits your team
members. By incorporating this team motivating step, you are putting the control of
their future compensation into their own hands.

Build a sense of curiosity within your team member's mindsets so that that they are
interested enough to want to achieve the goals you expect. By doing this, your team
members will want to learn more. This can be achieved if you understand what excites
or interests your team members.

Establish a plan of action that requires cooperation between team members so that
they are forced to work together to achieve that goal. This may just mean that a
project is divided into tasks that need to be accomplished by each member of the
team.

Challenge your team members to achieve an objective. Make sure that they
understand what you expect as a goal. Don't set them up to fail. Establish a realistic
goal and provide a tool that shows their progress as they get closer to attaining that
goal. For example, if you have a project that needs completing, create a chart that
breaks that project into smaller goals so that, as they achieve each step, they can
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check it off and visualize themselves getting closer to completing the project.

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Create a competitive environment that will inspire your team members to achieve
their goals. For example, break your team up into smaller teams and have them
each be responsible for an aspect of the complete goal. Introduce an incentive that
will inspire them, but make it a friendly competition and not one that brings about
hostility and back stabbing.

Put your team members in control of their own destiny when instilling team
motivation. You can have an objective that needs to be met, but passing that sense of
control over each of your team members will give them the feeling that achieving the
goal is something they want done.

Design a tool for recognition when motivating your team. By doing this, team
members know that their individual efforts will be noticed and not lost as a team
effort. This will inspire all members to do their share. If members know that they will
only be rewarded and recognized as a team, they may be more inclined to hide
behind the efforts of others. This in turn, may cause resentment amongst those who did
all the work.
1. Motivate through challenges. Create personally meaningful goals that require
increasing effort but are still attainable, provide feedback on performance and
align those goals with the individual's self-esteem.
2. Motivate through curiosity. Provide something in the individual's environment that
makes him want to learn more. This should be something that connects his
present skills or knowledge with a more desirable level -- if he's willing to work for
it.
3. Motivate through control. If your employee likes to be in control of his destiny,
this is the best approach. Make cause and effect relationships clear (e.g., this
is the goal and this is the reward). Allow him to see the work he does makes a
difference, and let him choose what (and how) he wants to learn.
4. Motivate through fantasy. Help individuals imagine situations that are motivating -
- for example, if the project is done well it would help make a case for a
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 promotion.

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 5. Motivate through competition. While comparing one's performance to that
of a co-worker can be motivating, be careful with this approach if you're
pitting two team members against each other. The loser may lose
motivation, and competitive spirit can decrease the likelihood of a
cooperative, helpful environment.
6. Motive through cooperation. Allow your employees to help each other attain
goals in a teamwork environment.
7. Motivate through recognition. Money's important, but so is respect. Some
people perform best when their achievements are recognized or praised by
others, so call out their efforts in a public way.

Team members are consulted with.

Team members will have valuable input regarding what needs to be done. Also, they
will be more willing to participate in the project if they've had input from the start.
Teams may choose different models for making decisions; the most important factor is
that the decision-making model be explicit and understood by all team members. A
clear decision making model describes who makes the decision and how others will be
involved. (Will decisions be made by consensus where everyone can agree to support
the final decision? Will the team leader get input but make the final decision? Will the
team vote?) Knowing what decision-making model will be used lets team members
know what to expect and what is expected; this can help build support for the final
decision.
Good decisions have two characteristics: quality and commitment. Quality decisions
are logical, supported by sound reasoning and good information. Steps towards
making quality decisions include checking to see if all available information has been
gathered and shared, that all team members have been consulted, and that critical
input from stakeholders (individuals or groups affected by the decision) outside the
team has been considered as appropriate.
Commitment is demonstrated by the active backing for the decision by every team
member. Each team member agress with the decision, is committed to carrying out
the
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decision, and understands their individual role in doing so.

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Authority levels of all team members are identified and applied.
Choosing Authority Levels for Team Members
Empowerment is often incorrectly perceived as a binary choice. Either you empower
someone, or you don‘t. In reality, your options are more varied than that. We can
distinguish between different levels of authority.
“Empowerment is a continuous variable; people can be viewed as more or less
empowered, rather than empowered or not empowered.” - G.M. Spreitzer
In your very first driving lesson your driving instructor may have given you the steering
wheel, but I‘m sure he told you exactly when to go left and when to go right. But after a
number of lessons, when you had gained some experience, he might have said ―Let‘s
drive to the shopping center, where you almost rammed a phone booth last week,‖
and it would have been your job to find a way to get there. And with a really
experienced driver, the instructor might have said ―Why don't you drive around a bit?
Mind if I take a nap?‖

or each individual activity we can distinguish seven levels of authority(modified from

Susan M. Heathfield):
 Level 1: Tell: You make decisions and announce them to your people. (This is
actually not empowerment at all.)
 Level 2: Sell: You make decisions, but you attempt to gain commitment from
workers by ―selling‖ your idea to them.
 Level 3: Consult: You invite and weigh input from workers before coming to a
decision. But you make it clear that it's you who is making the decisions.
 Level 4: Join: You invite workers to join in a discussion and to reach consensus
as a group. Your voice is equal to the others.
 Level 5: Advise: You attempt to influence workers by telling them what your
opinion is, but ultimately you leave it up to them to decide.
 Level 6: Confirm: You let the team decide first, with the suggestion that it would
be nice, though not strictly necessary, if they are able to convince you
afterward.

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  Level 7: Delegate: You leave it entirely up to the team to deal with the
matter, while you go out and have a good time.
You can vary these levels of authority, depending on the topic. For example:
 I told our people that I would be starting a new business unit in our organization.
(There was no reason for selling this to our employees, because the one I had to
sell it to was our CEO.)
 I did sell the business model, and what type of customers we‘re after, to the
people that I selected to join me in my effort.
 For the name of our business unit I decided to consult all team members,
asking for their ideas.
 When it was time to select a logo, I invited all team members to join me in
ranking and rating the different designs.
 The technical design of our product is ultimately a team responsibility, though I
did advise them concerning some architectural issues.
 I don't really care who is doing what in the team, but I do appreciate it when
they ask me sometimes to confirm that they made the right choices.
 Finally, I delegate all the hard work. I was involved in coding for a while, but
none of my code survived the team's refactoring efforts, so I've deduced that
I'm better at adding value in other areas.
Every topic requires its own level of authority, and the further you go the better it is. But
in some cases, it is best to start by telling or selling, and then gradually increase the
authority of team members as their experience grows.
"The best way to empower team members is gradually and systematically. [...]
Responsibilities for self-management and decision making should be turned over to
employees on an as-ready basis."
- S. Caudron
It will probably take our team some time before they're able to completely refactor my
business models into something I cannot recognize, as they did with my code. But if
they do, and the results are again better then mine, you won't hear me complaining. I
would be the manager of an extremely powerful team.

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Level of Authority takes into account 2 variables when delegating a task or project-how
experienced the team member is, and how important the task is. If you have a team
member with lots of experience, we use a higher level of authority. If the task is not
complicated and most outcomes are OK, we again use a high level of authority. So let's
take a look at the 4 Levels of Authority.
Level One-I Ask Team Member To "Look Into" Something And Report Back. In level one,
our team member is very inexperienced and you make it clear that they are not to take
any action, and the decision is 100% your. You will not ask for suggestions or involve the
team member in the decision making process at all.
Level 2-I Ask The Team Member To Look Into Something, And Come Back With
Recommendations For Taking Action. Here we are wanting the team member to
evaluate potential solutions or actions before coming back to us. We will then "Coach"
them to make good decisions. We still hold the final say on the solution or action, but
the team member is involved.
Level 3-I Ask The Team Member To Look Into Something, And Come Back And Tell
Me What Action They Wish To Take. Here we are skipping the "Coaching" process and
just want to make sure we have the ability to "sign-off" on the action BEFORE it takes
place. We have a fairly high level of confidence in this team member and have spend
a great deal of time in Level 2 coaching them on how to make good decisions.
Level 4-I Ask The Team Member To "Take Care" Of Something, I Do Not Need To Know
Before You Act. We want to use level 4 ONLY with those very senior Team Members that
have a proven track record for making good decisions. We may use Level 4 if the task is
very minor, and almost any action will do.
Collaboration reflects the needs of all team members.
Building a collaborative team
But who said teams need to be hierarchical? Within a team you will find a mixture of
different people with different assignments - but that does not necessarily require a
hierarchy. The best team cultures develop where team members recognise that
everyone else also has important value to contribute.
For each issue someone needs to be the recognised leader; someone has to believe it
is their responsibility to drive an issue otherwise it may become forgotten. For each issue
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there will be a sub-set of people most appropriate to make contributions.
"Appropriate", here, means a combination of capability, resource
scheduling/availability, and the need to build a good team.
The team structure that
develops (either formally
or informally) will be
flexible such that the right
people work together for
any given topic. It also
means that a leader for
one issue might be only a
contributor for another -
and vice versa. A can be
B's "boss" in some aspects
of the teamwork, but B might be A's boss in others.
In this example, see how the Applications Development Team Leader is an important

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 contributor to the
Solutions
Architecture
Team and overall
also to the
project

leadership team. In fact,

all the leaders can be a leader in one contex
If we expand this

thinking, it is possible to
generate
a highly
team member
collaborative

whereevery

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has at least one issue to lead upon. In this table, we see how the Project Manager
has assigned staff to the various issues. Even the most junior team member, Pat
Sapphire, has a team leader role to play - Pat is responsible for organising the
team's social events.
Notice how Jude Jade, the Change Management leader, works for Jo Green as part of
the Solutions Architecture Team, but Jo defers to Jude when dealing with Change
Management issues. By respecting the specialist skills, roles and responsibilities of
other team members, a strong, collaborative team spirit can be created - each
person recognising the value of others and the value of working as a team.
It is a good idea to give everyone responsibility for some aspect, major or minor, of the
overall success of the project.

Collaboration is a process of participation through which people, groups and

organizations work together to achieve desired results. Common factors and
characteristics have been identified by research as influencing the collaborative
process, including the skills of leadership, communication, sustainability, unity,
participation, and a history of successful accomplishments (Hogue, et al, 1995; Keith
et.al, 1993). Borden (1997) has identified four factors: internal communication,
external communication, membership, and goal setting.

Borden & Perkins (1999) identified and defined the following factors in the development
of a simple self evaluation tool. This tool can be used by groups to stimulate discussion
after self rating the collaborative effort for each key area. It can also provide an
overview of the key factors necessary for success in a collaborative project.
• Communication - clear and open with an established process.
• Sustainability - there is a plan for sustaining participation and resources throughout the
project including guidelines in regards to the replacement of members.
• Research and Evaluation - a needs assessment has been conducted, goals are
clear and there are measurement processes in place to collect data and review
those goals.

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 Political Climate - there exists positive history and environment surrounding power
and decision making. Political climate may be within the group as a whole, systems
within the group or networks of people;
 Resources - there is access to the required resources. Resources refer to four types of
capital: environmental, in-kind, financial, and human;
 Catalysts - the collaboration was commenced due to the existence of problem(s)
or the reason(s) for collaboration to exist required a comprehensive approach;
 Policies/Laws/Regulations - the collaboration can function effectively under the
existing policies, laws, and/or regulations or these can be altered or created
 History - the group has a history of working cooperatively and solving problems;
 Connectedness - members are connected and have established informal and
formal communication networks at all levels;
 Leadership - there are leaders who promote, facilitates and support team building,
and who can capitalise on diversity and individual, group and organizational
strengths;
 Group Development - this collaboration was mobilized to address important issues.
There is a communication system and formal information channels that permit the
exploration of issues, goals and objectives; and,
 Understanding Stakeholders - the collaboration understands the stakeholders,
including the people, cultures, values and habits.
Using the factors outlined above as a focus of discussion may reduce fragmentation
within the group and move group conversation from generic discussion to focused
dialogue leading to sound decision making, and action. Open and honest
communication within the group can increase group effectiveness and commitment.
It also assists with viewing issues and problems in a holistic manner. Open and
honest communication within the collaboration and with stakeholders is critical to
success.

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 SPECIFIC OUTCOME 3.

Contribute to building relations between team

members and stakeholders.
Assessment Criteria’s
 The importance of building relations between team members and stakeholders is
explained.
 Stakeholders are identified and their needs explained.
 Communications with stakeholders encourages open and frank discussions.
 Commitments to stakeholders are honoured and met.

The importance of building relations between team members and stakeholders is

explained.
Relationship building informs planning, but how much is enough?
It seems somewhat intuitive to perform a certain level of research on stakeholders or
team members prior to project engagement. My experience has shown me that doing
more homework on stakeholders can help with timeline estimations. In addition,
there is considerable value to be gained in building relationships with stakeholders
to understand their backgrounds and skill sets.
There are some questions though:
 To what extent can this research be performed?
 How much time do we realistically have to get to know stakeholders before
the business demands estimated project timelines?
 Do you believe there is a link between getting to know stakeholders and project
planning?

Building relationships is just as important within the project team as it is outside. Good
relationships can be the difference between outstanding success and dismal failure

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because it's all about getting people to like and trust you so that they will deliver what
you need them to deliver at the right time in the right way.
We have talked previously about managing stakeholders, finding out about and
managing their needs and expectations, however this is much easier if you have
developed good relationships with stakeholders in the first place.
Networking Helps Build Relationships
Networking (internal and external) is essentially about building solid business
relationships. To do this you need good skills in creating rapport and listening.
If you can make a connection with people on subjects you have a genuine interest in,
their confidence in you will grow. Use this connection to engage them and then ask
genuine questions and just listen. They'll often tell you what you need to know. Strong
bonds will inevitably stem from commonalities discovered in simple conversation.
Getting Personal
Building good relationships means being truly interested in the people you deal with,
both from a business and personal view. While discussing business issues is usually the
main purpose of speaking with someone, finding out something personal about them
takes the relationship to the next level.
Learning about hobbies, special interests, family, accomplishments, leisure time
activities, organisation memberships, and special dates such as birthdays will help you
make a deeper connection with them.
The important thing is what you do with the information. When dealing with team
members, suppliers, clients and stakeholders try to mix personal information in the
conversation. Every contact doesn't have to be about business. It's about peeling away
the layers of formality and resistance to improve your chances of achieving what you
want to achieve from the interaction.
Establish a Culture That Favours Relationships
The best project managers are those that develop a good sense of community within
the project team. Establishing a healthy culture as part of that community can help
win the hearts and minds of clients, staff and suppliers. Culture is about sharing
values and a healthy culture will be one that has people who care about each other.
In projects it's
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about creating a 'community' within the project team that shares a common
purpose.

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It's not just a nice idea. A healthy culture can give a team an edge both in
performance and in attracting good quality team members which is of vital
importance. A good culture includes (often unspoken) expectations about the way
things are done. In a project team these can be about how members respond to
inquiries, how they greet each other, and how they behave when the pressure is on.
It's about treating people with respect and listening to their point of view. This doesn't
mean you have to agree, but it does mean you respect their right to think differently
and to express their views.
Cultures need leaders to set expectations and offer guidance on what's important. As
a project manager you will need to be aware that people are watching you for clues
as to how to behave in relationships with others. Actions speak louder than words.
Supplier Relationships
The contractual relationship is often one that's all about who has the power. One of the
best ways that project managers can improve their supplier relationships is to develop
loyalty. Loyalty is a two-way street and to earn trust of suppliers, project team members
need to demonstrate their value. It includes being professional and respectful in
dealings with suppliers, being efficient in delivery of orders and specifications and
working one-on-one when the supplier needs it.
In essence, it's about remembering that suppliers are people too and will respond
well to a personal touch. When making a judgment about how their client will be
treated, a supplier can't help but consider how he or she is treated by that
organisation. Project managers can cultivate supplier loyalty through open and
honest communication. Keep them informed about major decisions and show
them you have thought about how decisions will impact on them.

Stakeholders are identified and their needs explained.

Very early in the life of a project, it is critical to identify all of the organizations and
people who may have an impact on the project, and all those who may be impacted
by the project.
A ―stakeholder‖ is any person or organization that is actively involved in a project, or
whose interests may be affected positively or negatively by execution of a project.
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Stakeholders can be internal to the organization or external. In many projects the
public at large will become a stakeholder to be considered during the project. The
challenge for the project manager when the public is a stakeholder will be to act
while considering public needs. Often there is no direct representative of the public
to be consulted during project planning and execution.
What do we mean by stakeholders and their interests?
Stakeholders are those who may be affected by or have an effect on an effort. They
may also include people who have a strong interest in the effort for academic,
philosophical, or political reasons, even though they and their families, friends, and
associates are not directly affected by it.
One way to characterize stakeholders is by their relationship to the effort in question.
 Primary stakeholders are the people or groups that stand to be directly
affected, either positively or negatively, by an effort or the actions of an
agency, institution, or organization. In some cases, there are primary
stakeholders on both sides of the equation: a regulation that benefits one
group may have a negative effect on another. A rent control policy, for
example, benefits tenants, but may hurt landlords.
 Secondary stakeholders are people or groups that are indirectly affected, either
positively or negatively, by an effort or the actions of an agency, institution, or
organization. A program to reduce domestic violence, for instance, could have
a positive effect on emergency room personnel by reducing the number of
cases they see. It might require more training for police to help them handle
domestic violence calls in a different way. Both of these groups would be
secondary stakeholders.
 Key stakeholders, who might belong to either or neither of the first two groups,
are those who can have a positive or negative effect on an effort, or who are
important within or to an organization, agency, or institution engaged in an
effort. The director of an organization might be an obvious key stakeholder,
but so might the line staff – those who work directly with participants – who
carry out the work of the effort. If they don‘t believe in what they‘re doing or
don‘t do it
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 well, it might as well not have begun. Other examples of key stakeholders might

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 be funders, elected or appointed government officials, heads of businesses, or
clergy and other community figures who wield a significant amount of
influence.

While an interest in an effort or organization could be just that – intellectually,

academically, philosophically, or politically motivated attention – stakeholders are
generally said to have an interest in an effort or organization based on whether they
can affect or be affected by it. The more they stand to benefit or lose by it, the
stronger their interest is likely to be. The more heavily involved they are in the effort or
organization, the stronger their interest as well.
Stakeholders‘ interests can be many and varied. A few of the more common:
 Economics. An employment training program might improve economic
prospects for low-income people, for example. Zoning regulations may also
have economic consequences for various groups.
 Social change. An effort to improve racial harmony could alter the social
climate for members of both the racial or ethnic minority and the majority.
 Work. Involving workers in decision-making can enhance work life and make
people more satisfied with their jobs.
 Time. Flexible work hours, relief programs for caregivers, parental leave, and
other efforts that provide people with time for leisure or taking care of the
business of life can relieve stress and increase productivity.
 Environment. Protection of open space, conservation of resources, attention to
climate change, and other environmental efforts can add to everyday life.
These can also be seen as harmful to business and private ownership.
 Physical health. Free or sliding-scale medical facilities and other similar
programs provide a clear benefit for low-income people and can improve
community health.
 Safety and security. Neighborhood watch or patrol programs, better policing
in high-crime neighborhoods, work safety initiatives – all of these and many
other efforts can improve safety for specific populations or for the
community as a whole.

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  Mental health. Community mental health centers and adult day care can be
extremely important not only to people with mental health issues, but also to
their families and to the community as a whole.
As we‘ll discuss in more depth further on, both the nature and the intensity of
stakeholder interests are important to understand.
Why identify and analyze stakeholders and their interests?
The most important reason for identifying and understanding stakeholders is that it
allows you to recruit them as part of the effort. The Community Tool Box believes that,
in most cases, a participatory effort that involves representation of as many
stakeholders as possible has a number of important advantages:
1. It puts more ideas on the table than would be the case if the development and
implementation of the effort were confined to a single organization or to a
small group of like-minded people.
2. It includes varied perspectives from all sectors and elements of the
community affected, thus giving a clearer picture of the community context
and potential pitfalls and assets.
3. It gains buy-in and support for the effort from all stakeholders by making them
an integral part of its development, planning, implementation, and evaluation. It
becomes their effort, and they‘ll do their best to make it work.
4. It’s fair to everyone. All stakeholders can have a say in the development of an
effort that may seriously affect them.
5. It saves you from being blindsided by concerns you didn’t know about. If
everyone has a seat at the table, concerns can be aired and resolved before
they become stumbling blocks. Even if they can‘t be resolved, they won‘t come
as surprises that derail the effort just when you thought everything was going
well.
6. It strengthens your position if there’s opposition. Having all stakeholders on
board makes a huge difference in terms of political and moral clout.
7. It creates bridging social capital for the community. Social capital is the web
of acquaintances, friendships, family ties, favors, obligations, and other
social
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 currency that can be used to cement relationships and strengthen community.

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 Bridging social capital, which creates connections among diverse groups that
might not otherwise interact, is perhaps the most valuable kind. It makes possible
a community without barriers of class or economics, where people from all walks
of life can know and value one another. A participatory process, often including
everyone from welfare recipients to bank officers and physicians, can help to
create just this sort of situation.
8. It increases the credibility of your organization. Involving and attending to the
concerns of all stakeholders establishes your organization as fair, ethical, and
transparent, and makes it more likely that others will work with you in other
circumstances.
9. It increases the chances for the success of your effort. For all of the above
reasons, identifying stakeholders and responding to their concerns makes it far
more likely that your effort will have both the community support it needs and
the appropriate focus to be effective.

Who are potential stakeholders?

As we discussed, there are primary and secondary stakeholders, as well as key
stakeholders who may or may not fall into one of the other two categories. Let‘s
examine possible stakeholders using that framework.
Primary stakeholders
1. Beneficiaries or targets of the effort. Beneficiaries are those who stand to gain
something – services, skills, money, goods, social connection, etc. – as a direct result
of the effort. Targets are those who may or may not stand to gain personally, or
whose actions represent a benefit to a particular (usually disadvantaged) population
or to the community as a whole.
Some examples are:
 A particular population – a racial or ethnic group, a socio-economic group,
residents of a housing project, etc.
 Residents of a particular geographic area – a neighborhood, a town, a rural
area.

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  People experiencing or at risk for a particular problem or condition –
homelessness, lack of basic skills, unemployment, diabetes.
 People involved or participants in a particular organization or institution –
students at a school, youth involved in the justice system, welfare recipients.
 People whose behavior the effort aims to change – delinquent youth, smokers,
people who engage in unsafe sex, people who don‘t exercise.
 Policy makers and agencies that are the targets of advocacy efforts.
Secondary Stakeholders
2. Those directly involved with or responsible for beneficiaries or targets of the
effort. These might include individuals and organizations that live with, are close to, or
care for the people in question, and those that offer services directly to them. Among
these you might find:
 Parents, spouses, siblings, children, other family members, significant others,
friends.
 Schools and their employees – teachers, counselors, aides, etc.
 Doctors and other medical professionals, particularly primary care providers.
 Social workers and psychotherapists.
 Health and human service organizations and their line staff – youth workers,
welfare case workers, etc.
 Community volunteers in various capacities, from drivers to volunteer instructors
in training programs to those who staff food pantries and soup kitchens.
3. Those whose jobs or lives might be affected by the process or results of the
effort. Some of these individuals and groups overlap with those in the previous
category.
 Police and other law or regulation enforcement agencies. New approaches to
violence prevention, dealing with drug abuse or domestic violence, or other
similar changes may require training and the practice of new skills on the part
of members of these agencies.
 Emergency room personnel, teachers, and others who are legally bound to
report possible child abuse and neglect or other similar situations.

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  Landlords. Landlords‘ legal rights and responsibilities may be altered by laws
brought about by campaigns to stop discrimination in housing or to strengthen
tenants‘ rights.
 Contractors and developers. Open-space laws, zoning regulations, and other
requirements, as well as incentives, may affect how, where, and what
contractors and developers choose to build.
 Employers. A workplace safety initiative or strengthened workplace safety
regulations, health insurance requirements, and other mandates may affect
employers‘ costs. Those that hire and make a commitment to workers from at-
risk populations may also have to institute worker assistance programs
(personal and drug/alcohol counseling, for example, as well as basic skills
and other training).
 Ordinary community members whose lives, jobs, or routines might be affected
by an effort or policy change, such as the location of a homeless shelter in
the neighborhood or changes in zoning regulations.
Key stakeholders
4. Government officials and policy makers. These are the people who can devise,
pass, and enforce laws and regulations that may either fulfill the goals of your effort
or directly cancel them out.
 Legislators. Federal and state or provincial representatives, senators, members
of parliament, etc. who introduce and pass laws and generally control public
budgets at the federal and state or provincial levels.
 Governors, mayors, city/town councilors, selectmen, etc. The executives that
carry out laws, administer budgets, and generally run the show can contribute
greatly to the success – or failure – of an effort.
 Local board members. Boards of health, planning, zoning, etc., through their
power to issue permits and regulations, can be crucial allies and dangerous
opponents.
 State/federal agencies. Government agencies often devise and issue
regulations and reporting requirements, and can sometimes make or break an

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 effort by how they choose to regulate and how vigorously they enforce their
regulations.
 Policy makers. These people or groups often have no official power – they may
be ―advisers‖ to those with real power – but their opinions and ideas are often
followed closely. If they‘re on your side, that‘s a big plus.
5. Those who can influence others.
 The media.
 People in positions that convey influence. Clergy members, doctors, CEOs, and
college presidents are all examples of people in this group.
 Community leaders – people that others listen to. These might be people who
are respected because of their position of leadership in a particular population,
or may be longtime or lifelong residents who have earned the community‘s
trust over years of integrity and community service.
6. Those with an interest in the outcome of an effort. Some individuals and groups
may not be affected by or involved in an effort, but may nonetheless care enough
about it that they are willing to work to influence its outcome. Many of them may
have a following or a natural constituency – business people, for instance – and may
therefore have a fair amount of clout.
 Business. The business community usually will recognize its interest in any effort
that will provide it with more and better workers, or make it easier and more likely
to make a profit. By the same token, it is likely to oppose efforts that it sees as
costing it money or imposing regulations on it.
 Advocates. Advocates may be active on either or both sides of the issue you‘re
concerned with.
 Community activists. Organizations and individuals who have a philosophical or
political interest in the issue or population that an effort involves may organize to
support the effort or to defeat it.
 People with academic or research interests related to a targeted issue or
population. Their work may have convinced them of the need for an
intervention or initiative, or they may simply be sympathetic to the goals of
the

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 effort and understand them better than most.

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  Funders. Funders and potential funders are obvious key stakeholders, in that, in
many cases, without their support, the effort won‘t be possible.
 Community at large. When widespread community support is needed, the
community as a whole may be the key stakeholder.
How do you identify and analyze stakeholders and their interests?
The first step in identifying and addressing stakeholder interests is, not surprisingly,
identifying the stakeholders. We‘ve discussed in general terms the categories that
stakeholders might fall into, but the list is different for each community and each effort.
It‘s an important part of your job to determine who all your stakeholders are, and to try
to involve them in a way that advances your goals.
Once you‘ve identified stakeholders, the next task is to understand their interests. Some
will have an investment in carrying the effort forward, but others may be equally intent
on preventing it from happening or making sure it‘s unsuccessful. Stakeholder analysis
(also called stakeholder mapping) will help you decide which stakeholders might have
the most influence over the success or failure of your effort, which might be your most
important supporters, and which might be your most important opponents. Once you
have that information, you can make plans for dealing with stakeholders with different
interests and different levels of influence.
1. Identifying stakeholders. In identifying stakeholders, it‘s important to think
beyond the obvious. Beneficiaries, policy makers, etc. are easy to identify,
whereas indirect effects – and, as a result, secondary stakeholders – are
sometimes harder to see. A push for new regulations on a particular industry, for
instance, might entail greatly increased paperwork or the purchase of new
machinery on the part of that industry‘s suppliers. Traffic restrictions to control
speeding in residential neighborhoods may affect commuters that use public
transportation. Try to think of as many ways as possible that your effort might
bring benefits or problems to people not directly in its path.
Given that, there are a number of ways to identify stakeholders. Often, the use of more
than one will yield the best results.
o Brainstorm. Get together with people in your organization, officials, and
others already involved in or informed about the effort and start calling
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 out categories and names. Part of the point of brainstorming is to come
out with anything that comes to mind, even if it seems silly. On reflection,
the silly ideas can turn out to be among the best, so be as far-ranging as
you can. After 10 or 15 minutes, stop and discuss each suggestion,
perhaps identifying each as a primary, secondary, and/or key
stakeholder.
o Collect categories and names from informants in the community (if
they‘re not available to be part of a brainstorming SPECIFIC
OUTCOME ), particularly members of a population or residents of a
geographic area of concern.
o Consult with organizations that either are or have been involved in similar
efforts, or that work with the population or in the area of concern.
o Get more ideas from stakeholders as you identify them.
o If appropriate, advertise. You can use some combination of the media –
often free, through various community service arrangements –
community meetings, community and organizational newsletters,
social media, targeted emails, announcements by leaders at meetings
and religious gatherings, and word of mouth to get the word out. You
may find people who consider themselves stakeholders whom you
haven‘t thought about.
2. Discovering and understanding stakeholder interests. As we‘ve mentioned
several times, stakeholder interests may vary. Some stakeholders‘ interests may
be best served by carrying the effort forward, others‘ by stopping or weakening
it. Even among stakeholders from the same group, there may be conflicting
concerns. Some of the many ways that stakeholder interests may manifest
themselves:
o Potential beneficiaries may be wildly supportive of an effort, seeing it as
an opportunity or the pathway to a better life… or they may be
ambivalent or resentful toward it. The effort or intervention may be
embarrassing to them (e.g., adult literacy) or may seem burdensome.
They may not understand it, or they may not see the benefit that will
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 come from it. They may be afraid to try something new, on the
assumption that they‘ll fail, or will end up worse off than they are. They

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 may be distrustful of any people or organizations engaged in such an
effort, and feel they‘re being looked down on.
o Some stakeholders may have economic concerns. Sometimes these
concerns are merely selfish or greedy – as in the case of a corporation
with billions in annual profits unwilling to spend a small part of that
money to stop its factories from polluting – but in most cases, they are
legitimate.

Classic case is that of the conflict between open space preservation and the opportunity to sell
land for development. Farmers and other rural residents often have almost no other assets but
their land. If, by selling it, they can become instant millionaires and live comfortably in retirement
after working very hard for very little all their lives, why should they be expected to pass up that
opportunity in favor of open space preservation?
In some U.S. states, farmland has been preserved by the state’s paying farmers the development
value of their land (or something close) in return for a legal agreement to always keep the land
in cultivation or open space. Conservation easements – agreements never to develop the land,
no matter how many owners it goes through – sometimes are negotiated on the same basis.
 Economic concerns may also work in favor of an effort. An initiative to build one
or more community clinics can provide construction jobs, orders for medical
equipment, jobs for medical professionals and paraprofessionals, and economic
advantages for the community. It might be backed, therefore, by unions,
equipment manufacturers, professional associations, and local government,
largely for economic reasons.
 Business people may have concerns about such things as universal health care
or regulation. While these may be good for the larger society, they may actually
hurt some businesses. Especially for very small business, where a slight change in
profits may mean not a drop in share price, but the inability to sustain one‘s
livelihood, this is a big issue. Businesses may have economic concerns in the
opposite direction as well. Violence prevention might bode well for businesses in
areas that people are hesitant to frequent because of the threat of violence,
and it might also reduce the risk of losses and physical harm to the business

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 owners themselves. Thus their positive interest in an effective violence prevention
effort.
 Organizations, agencies, and institutions may have a financial stake in an
effort because of funding concerns. Their ability to be funded for conducting
activities related to the effort may mean the difference between laying off
and keeping staff members, or even between survival and closing the doors.
 Efforts that concern issues that are controversial for cultural reasons, such as
abortion and gay marriage, may be enthusiastically supported by some
segments of the community and fiercely opposed by others. While such hot-
button issues may not be resolvable, it‘s important to understand the positions
of stakeholders on both sides.
 Ideological as well as cultural differences may also drive stakeholder interests.
Those who believe that government shouldn‘t be seen as the source of
anything but the most basic services that people obviously can‘t provide for
themselves – the military, roads, police, public education – might oppose
government-funded programs to help the poor, maintain public health, or
provide other services that others deem necessary for the well-being of the
community.
 Legislators and policy makers may be concerned with public perceptions that
they‘re wasting public money by funding a particular effort. (On the other hand,
they can be convinced to spend the money by the perception that an effort is
one the public is greatly in favor of, or one that will return more than is being
spent.)
 The jobs of organization staff members engaged in carrying out an effort can be
drastically changed by the necessity to learn new methods, increases in
paperwork, or any number of other requirements. Depending on the situation,
they may be more than willing to take on these responsibilities, may have ideas
about how they can be made less burdensome, or may resent and dislike them.

Stakeholder analysis/stakeholder mapping. Let‘s suppose, then, that you‘ve

identified all the stakeholders, and that you understand each of their concerns. Now
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what? They all have to understand what you want to do, you have to respond to
their concerns in

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some way – at least by acknowledging them, whether you can satisfy them or not –
and you have to find a way to move forward with as much support from stakeholders
as you can muster.
Stakeholder analysis (stakeholder mapping) is a way of determining who among
stakeholders can have the most positive or negative influence on an effort, who is
likely to be most affected by the effort, and how you should work with
stakeholders with different levels of interest and influence.

Characteristics of Stakeholders
Owners and Shareholders
• The number of owners and the roles they carry out differ according to the size of the
firm
• In small businesses there may be only one owner (sole trader) or perhaps a small
number of partners (partnership)
• In large firms there are often thousands of shareholders, who each own a small
part of the business
Managers:
• organise
• make decisions
• plan
• control
• are accountable to the owner(s)
Customers:
• Customers buy the goods or services produced by firms
• They may be individuals or other businesses
• Firms must understand and meet the needs of their customers, otherwise they will fail
to make a profit or, indeed, survive
Communications with stakeholders encourages open and frank discussions.
Ways to Communicate with Your Stakeholders
The most important element in stakeholder communications is identifying the target
audience. Be deliberate and seek out input from all known groups to find the unknown
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groups. It can be tough when too late in the project a critical person or group is
identified that has not received any of the communication through course of project
and has valuable links that need to be addressed. So make sure you avoid this
scenario and take all the steps early to create a document with all stakeholders
you need to manage communication with. Once you have that the ways below can
help you keep communication active, frequent and ongoing collaboration so there is
strong support for you project.
Formal Methods for Communicating– If they don‘t exist already, create them. Make
occasions when info should be presented.
1. Meetings – One of the most common ways to communicate. They can vary from
only 1 person to thousands based on message and audience appropriate. It is up to
you to maximize every minute of the time spent to have dialogue. Make sure it is a
dialogue and not a monologue. It is the best way as you have the verbal and non
verbal cues that enhance the communication and avoid misinterpretation.
2. Conference Calls– These days this is the most common as it does not require the
time and expense of travel. The dialogue can take place though its dependant on
voice intonation and clarity of the verbal message. They only require cost of phone
call and there are many paid and free services that will facilitate use of a conference
call line for many people to dial into. Its also a common way for classes to be
recorded and replayed when its convenient for you.
3. Newsletters/ Email/ Posters – This strategy is one way communication and utilizes
emailed updates, hard copy brochures, posters, newsletters mailed or emailed. One of
the weaknesses is that messages are delivered and you cannot guage if they were
read and understood, deleted as sometimes there is no feedback. That immediate
feedback is valuable for strengthening your message and making sure impacts and
feedback are quickly received.
Informal Methods – It is important to not only rely on formal channels but to utilize
informal communication as well. The impromptu channels are often more information
rich and critical for relationship building.

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4. Hallway Conversations, Bathroom conversations – These meetings are great for one
on one communication, but also be clear and do not establish false expectations with
casual comments dropped.
5. Lunch Meetings, Drink at the bar after work – These casual environments can be
great for connecting, getting feedback, ideas, and work to build support
6. Sporting events – tennis, golf, etc are an easy forum to get the input on what
support exists, feedback on ideas, brainstorming to strengthen your communication
and build stakeholder support
7. Voice mail – this is often underutilized since email is so common but still shown to be
more often listened to than an email will be read. By using voice intonation for
excitement, urgency, etc it can be more compelling. This can be a solo voice mail, a
voice mail broadcast to large team or you could pursue use of automated calling to
get the word out depending on the size of audience

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 SPECIFIC OUTCOME 4.

Make a positive contribution to team coherence, image

and spirit.
Assessment Criteria’s
 The needs and objectives of team members are identified and explained.
 Methods and techniques for building team coherence and spirit are identified and
explained.
 Team member actions are conducive to team coherence, spirit and image.
 Trust and support of colleagues is gained through applicable behaviours.
 Feedback is provided which leads to constructive working relationships.

Make a positive contribution to team coherence, image and spirit.

From a work environment, think of a time when you and several others have all had to
work together to produce a satisfactory result, e.g. completing something difficult on
time, doing something to keep customers happy, or resolve a customer complaint
maybe. My personal example comes from when I worked in an Accounts environment
at Financial Year End; We were all given set lists of tasks to resolve by a deadline and as
I had resolved mine quicker than the rest of the team, I immediately began looking into
one of the other team members' list. This meant that although I had completed my
work for the day first and was "off-the-hook" so to speak, I helped the rest of the team to
be more productive as a whole, we got things done quicker TOGETHER. (This meant we
got to leave work early for some well-earned drinks!!!)

Basically, think about something that you have done with one or more persons that
was productive, and not only beneficial for yourself ... Teamwork!
ach of us has a meter inside, where we consciously or unconsciously measure the
balance of give and take that exists in our relationships. Whether dealing with
business

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or social relationships or with family members or friends, we all gauge the level of
positive reciprocity that exists.
To judge the balance of give and take in a relationship is not selfishness. It can be, but
in healthy relationships it is natural to want to do our fair share; especially if we truly
appreciate and value the other person or institution.
We make sure that we are a team player at our businesses or jobs and show up on
time and add value to collaborative projects. We also make sure that colleagues or
higher- ups are not left ‗holding the bag‘ or have to clean up our mistakes. In
social relationships we make sure we are friendly, ensure that we show up for parties
or special events and alternate who picks up the tab for lunch or dinner. We also
check up on friends and acquaintances when we haven‘t seen them for a while.
With family, the same principles apply. Calls, visits, invitations to dinners and watching
kids in an emergency all fall within the realm of maintaining balance.
If you are conscientious of your need to maintain the give and take balance in
relationships, congratulations! However, from time to time, we need to review all of our
relationships to see if we are providing positive contributions or if we are taking more
than we are giving.
If we are accepting more than we give then we must re-balance that relationship.
Sometimes we aren‘t mindful of a co-worker that we always allow to handle certain
difficult tasks because they ―do it so well.‖ Or a mentor who always provides references,
advice and introductions, but only receives a big, ―Thank you so much!,‖ in return. Or a
family member that is depended on too much and sometimes not even thanked
because of the idea that is what brothers, mothers or aunts do.
The needs and objectives of team members are identified and explained.
Developing Team Objectives
Many companies have mission statements, vision statements, corporate, department
and individual goals. These are usually blended together to ensure that everyone in the
organisation is moving in the same direction. If the goals are not compatible, groups or
individuals in the company start pulling in different directions and the overall progress
of the company is affected.

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As a team leader, you communicate the objectives that the team needs to achieve on
a daily basis. Then you coach them to accomplish them. Ensuring that these daily
objectives are achieved is part of a long term plan and essential to being an effective
leader.
When the goals of the company, team and the individual are focused in the same
direction, they are more likely to be achieved. When everyone is moving in the same
direction it is more satisfying and productive.

Identifying Team Tasks

Once you have decided what you want to achieve and who will fill what roles in the
team, you must itemise the tasks that need to be completed. It is a good idea to

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involve the team in this so everyone has some input and understanding of what is
involved. The overall process for this is as follows:

1. state the goal to be addressed

2. list the tasks required to achieve that goal
3. group similar tasks under one heading (For example, inventory
control)
4. determine the resources needed to complete each task
5. define the role, responsibility, authority and accountability
for each task
6. allocate team roles to the appropriate people.

For a business to be successful, setting specific performance goals that can be tracked
and measured is essential. However, big business goals can seem daunting. Breaking
down the goals into smaller objectives makes it easier to monitor and track progress.
It is not enough for a business to set goals and expect employees to achieve them.
Team leaders must communicate these goals to the employees, create awareness
of the importance of achieving these goals and provide motivation to reach

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the goals.

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SMART Goal Setting for A Team
 Successful goal setting is structured around SMART goal setting. The acronym
SMART stands for goals that are Specific, Measurable, Attainable, Realistic and
Timely. For goals to be specific, the objective has to be precisely and clearly
defined in detailed steps to reach the goal. Objectives need to be evaluated
constantly to determine progress; for this reason the objectives have to
measurable in terms of knowing when it is accomplished and the criteria needed
to make it happen. Objectives need to be attainable to be accomplished.
Setting specific weekly targets for the sales team that are within their capabilities
to achieve makes the goal attainable. For objectives to be realistic they need to
be something the team can accomplish. Every objective should have a time
frame for completion.
Alignment of Team Objectives to Business Objectives
 A business is typically made up of numerous departments. If each of these
departments proceeds to work to their own rules and follow their own goals, the
business will not be successful. Setting objectives for each team or department
has to be done in alignment with the company's overall business objectives. The
sales team will need specific sales target objectives to be accomplished within a
time frame to add to the company's bottom line. The production team needs to
create the required number of products each week, to enable the sales team to
reach its objectives. The goals of each individual team should move the
company closer to its vision.

Agreement of Team Objectives

 Team objectives need to be developed through the process of team interaction,

discussion and agreement. One way of successfully achieving the development
of team objectives is to hold a focused team workshop. Team members work
alone for 15 to 20 minutes to list ideas for team objectives. After this is done,
the group unites to organize the ideas, eliminate duplicates, discard ideas

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 that are

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 irrelevant or not feasible and select the objectives that incorporate the business
objectives and vision of the company. The objectives are then discussed to
identify the pros and cons of achieving each objective and the resources
needed to do so. A team vote will help to solidify the choice of objectives for
the team.
What Team Objectives Help in Achieving
 A company that focuses its efforts on setting objectives for each of its teams
succeeds on several fronts. The team objectives will help to establish the team's
vision and purpose, and achieve the company's overall business goals. Team
objectives help to establish the basis of any team's work planning and
strategizing. Team objectives establish the basis for talent and resources
planning. These objectives are also the starting point for employee objectives
that form part of the performance management process.
Methods and techniques for building team coherence and spirit are identified and
explained.
Techniques that successfully build a harmony are an vital key to continued business
growth. A sensible team incorporates a whole that's bigger than the total of its
components with members who have commitment to shared goals and who
understand their role at intervals the team. This text asks 5 queries whose answers
can offer team building techniques that may help to realize a successful and
coherent team.

1. Is every team member's role clearly outlined and established within the team?
This can be half of the basic groundwork. Every member wants to know what role they
need among the team thus that they will understand what is expected of them. They
also want to grasp what the roles of all the opposite team members are and the way
they fit in to the overall picture.

During this manner every team member can build up a image of where they stand and
where each other person stands. This can be a typical distinguishing trait of all
successful teams. The members apprehend where they match in and where the others
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work in. This may additionally facilitate to remove conflict within the team.

2. Is there a method to avoid or resolve possible conflicts arising inside the team?
There wants to be team building techniques in place to eradicate conflicts in a team.
A team must be coherent so as to be successful. It is usually best when individual
team members know that they alone aren't accountable for resolving conflicts
involving themselves. They have to grasp that there's an overall policy to deal with
such matters as and after they arise.

3. Are there adequate channels of communications open to every team member?

Communication is one among the most effective team building techniques. It covers
simply concerning everything. Way too many problems arise as a result of somebody
does not apprehend one thing that they must know. Keep all channels of
communication between members open in the slightest degree times.
Beware of data overload though. Generally those that receive an excessive amount of
data merely shut off. This creates a state of affairs that's every bit as dangerous as
having too very little information.

4. Are team members allowed to feel better about team successes?

Employment should be a lot of than simply a job. Every member should feel half of one
thing vital and important. This is often where commitment and engagement comes in.
When team members feel an necessary half of a team they must also feel that they
have the proper to celebrate any major success that a team has.
After all, they're the rationale for the success. Each individual is a crucial cog in the
general wheel and this fact should be recognised. The celebration of a team's success
will be a straightforward affair, perhaps simply an announcement saying "well done" to
everyone. It will after all be one thing abundant grander.

5. Does the team have a positive angle in general?

A positive perspective is very important to success. Seeing the glass as half-full is best
than seeing it as 0.5-empty. A positive attitude, especially coming from team leaders,
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will spur on all team members and contribute to the overall success of the team. Create
certain that every one criticism includes a positive edge and always notice one thing
good regarding any failure.

But good teams don't just happen. They are the result of an intentional effort on the
part of the company's owner to create a work environment in which every person feels
like his/her contribution is a vital and valued part of the organization's success.
Here are some tips to help jumpstart the team-building process in your small business:
Establish clearly defined roles.
Successful teams share a common characteristic - every person knows the role they are
expected to play as well as the roles of the other team members. As the business
owner, it's your job to make sure that every employee clearly understands the role
he/she plays in the organization. You can accomplish this by ensuring that every
employee has received an accurate job description that is reviewed annually, perhaps
during the employee's annual review. Tools such as organizational charts and staff
meetings provide a way for employees to see how they fit into the big picture and to
discuss role-related conflicts.
Maintain open channels of communication.
Communication is the building block of an effective business team. With that in mind, it
is critically important for you to create and maintain open channels of communication
with your employees. This means not only maintaining a clear channel of
communication between you and your employees, but also helping your employees
maintain clear channels of communication with each other.
E-mail, voice mail, and other communication advances make it easier than ever before
for team members to keep in touch. Even so, there's no substitute for constantly
reminding your employees that your door is always open and that you are always
willing to listen to their concerns.
Develop a way to resolve conflicts.
Inevitably, your team will experience conflicts. Ignoring those conflicts will only
cause them to grow until they become a major problem. So instead of ignoring them,
develop conflict-resolution skills with your employees and create a mechanism for
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them to

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address grievances if they can't resolve their conflicts on their own. If you don't feel up
to the task of teaching your employees how to resolve conflicts yourself, consider
bringing in a professional to do the training for you.
Model a positive attitude.
Teams tend to adopt the attitude of their leader. If the leader is positive and upbeat,
then team members will tend to be positive and upbeat as well. But if the leader
demonstrates a negative or critical attitude, the team will suffer because of the
attitude of the team members. By modeling a positive attitude for your employees,
you are setting the standard and creating an expectation of the qualities you
want to see reflected in your team.
Celebrate achievements as a team.
Since every employee plays an important part in the success or failure of your
business, it only makes sense to celebrate your achievements as a team. Depending
on the size of the achievement, your celebration can be as simple as a pizza party or
as involved as a company trip to the Bahamas. The important thing is that every
team member has the opportunity to celebrate a job well done.

How to Build Team Spirit

Man is a social animal and whether it is in his personal life or his professional life, he
needs to work with other people. This makes it important to understand how to work
with people without getting into an argument over things. This is especially true for
workplaces where you need to work in teams. For most team leaders, one of the most
important tasks at hand is generally learning to build team spirit among the members in
their team. In today's corporate world, it is extremely important to understand the
importance of working with others. Team spirit is not only important to avoid
disagreements in a team but also important in order to enhance performance and to
ensure the success of the team.

Look at any company, whether big or small, you will see how they are working
towards promoting the team spirit. Team building helps foster a sense of
togetherness and brings the team together. This helps in working towards a
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common goal and ensuring that

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success is achieved. But how do you build team spirit? In this article, we tell you exactly
how, as a leader, you can build a sense of togetherness in your team.

Building Team Spirit

Most experts will always emphasize on the importance of outdoor and indoor games for
team building. Team building activities are one of the best ways to bring a team
together. But there are certain things that you need to do on a normal everyday basis
to foster a sense of team spirit. While making teams in your office, it is important that
you ensure that the teams are not bigger than 8 member teams and not smaller than
five members. While with smaller teams there is always the problem of not having
enough people to perform all the tasks, with larger teams, it becomes difficult to
manage the same. If it is possible, try to make membership to a team something that
needs to be earned. You can have some elite teams for which membership will be
awarded on the basis of completing some tasks or achieving certain targets. This will
push your employees to work harder and also give the team members a sense of
healthy competitiveness. The entire team needs to be made responsible of any success
or failure. It would be unfair to reward a single member as that could create
problems within the team.

As a team leader it may be a good idea for you to organize activities where the team
members spend time together. You could organize picnics, family dinners, and other
such social events so that they get to know each other on a more personal level. It
may also be a good idea to organize corporate training SPECIFIC OUTCOME s
wherein team members learn how to cooperate with each other, how to
communicate in a team and how to work together. Another tip that can work very
well is to try to get team members to perform each others' task. This will create a
sense of appreciation for the other person's work which can be very important. An
extremely important and effective way of building team spirit can be ensuring that
you are free with the praise that you give your team. That you constantly appreciate
their good work in front of others. At the same
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time it is important that you do not criticize your team in front of others.

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There are many small activities and games that you can use in order to foster a sense
of togetherness and build team spirit. Given below are some activities that you can
use at your workplace.

One good way of fostering team spirit is by building a wall of fame that can have a
display of trophies, certificates, and awards that team members have won. If you
have team members spread all over the country, send out newsletters that detail
out achievements of the team.

Get your team to send out messages to other team members regarding things that
they appreciate about each other. Also get them to share information like
birthdays, anniversaries, favorite restaurants, vacations spots, etc. Knowing people
personally can be a great way of fostering a sense of belonging.

Get to know team members better and discover what their talents and skills are. There
may be good singers, painters, dancers, etc. in the team. Have exhibitions and classes
to get other team members involved.
Plan group activities like sporting events, gala dinners, concerts, family fetes, etc. so
that team members can have fun together and enjoy with the team.
Ideas to Build Team Spirit

Make Small Teams

One of the ways to foster team spirit among your employees is by dividing them into
small teams and instead of giving individual goals for them to achieve, give them team
goals. This will ensure that the employees work, consult, help and support each other in
their work as they will now be appraised on the basis of their team's performance. At
the same time, the employees should be very clear as to what is expected from them
i.e. there should be clarity of individual tasks. This will automatically enhance team spirit
amongst them.

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Promote Open Communication
As every one knows, communication is the key to all relationships, whether
personal or professional. So, promote an environment where every one feels free
to communicate, take and give advice and opinions related to work. Every
morning, make it a rule that individual departments or groups call a meeting and
discuss the things/tasks that were completed the previous day and the same
which are to be done that day. Give freedom to employees to speak whatever
they think will contribute to everyone's knowledge about their work or any
departmental issues. You can even use these daily morning meetings as a
platform to train the employees in some innovation/technology that has been
introduced in your particular industry.

Maintain the Right Balance of Autonomy and Control

Although, the rules, regulations and procedures should be in place to get the things
done at the right time, yet give some amount of freedom to your employees to do a
job in a particular way they deem is right. If you have made teams, give a bit of
autonomy to the team leaders to use their own methods of getting the things done by
the people under them. This will contribute immensely towards team building in the
workplace.
Plan Fun Events and Outings
Give opportunities to the employees to know each other personally. So, plan fun
events and outings regularly. Take the employees out on a picnic, celebrate
birthdays, keep special days wherein everyone comes dressed in a particular
color, organize small competitions between the employees like painting or singing
contests, etc. The idea behind these is to let the employees mingle and talk about
other things, not just work. Such events and special occasions have found greatest
success as they give time to the employees to bond with one another.

Organize Team Games and Activities

Plan some interesting games for the employees, in which they can participate, play
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and have fun as a team. Some interesting activities that you can keep are - tug of war

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(in which two teams hold a rope, stand on either side of a line and try to pull each other
to their side), treasure hunt (in which the employees are divided into groups of five or
more and then given a list of tasks to do or things to bring, while working together as a
team), one lie and two truths (a game in which all employees have to tell one truth and
two lies about themselves and the rest of the employees have to figure out which is the
truth), etc. Planning a sports day or a cultural day is another great idea for fostering
team spirit.
Appreciate the Employees
It is not just a hike in salary which matters to the employees. A pat on the back,
recognition, award and appreciation by their seniors, all such gestures motivate the
employees to achieve more and stay committed to the organization. So, plan
appreciation days wherein you recognize the employees who have outperformed.
Inviting the family members of the employees on such days is a good idea too.
Organizations can have a bulletin board or a shelf wherein they place trophies or put
up notices about individual, team and organizational achievements, from time to
time.

In the words of Ryunosuke Satoro, "Individually, we are one drop. Together, we are an
ocean." So, all organizations, in order to make profits and be successful, should
undertake these team building activities. After all, investing in the human capital is the
best investment decision a company can take!
Team member actions are conducive to team coherence, spirit and image.
Qualities of an Outstanding Team Player

1. Enthusiasm & Commitment

An exemplary team member has enthusiasm for the organization and commitment for
its cause. An outstanding team member stands behind the organization's ideals, vision
and mission. A team player knows when to put aside the differences for the common
good.

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2. Integrity

Integrity is foundational and sets the parameters for the organization's success. The
higher one's integrity, the higher one's success potential. An organization or a person
can't be truly successful without integrity. Align your actions with your values for a high
level of fulfillment and integrity • an ideal team member's actions reflect their
commitment to the organization and community.

3. Competency

When we work with competent people, we're confident and trusting, knowing they'll
deliver quality. Because one person's performance effects the functioning of the
whole team, competency takes on great significance. Competency begets
excellence; who can argue with that? Competency builds a strong team.
Competency erases any cause for needless anxiety and is good for our mental
health, as well as the health of the team.

4. Creativity

Creativity and "outside the box" thinking is key for organizational transformation and
problem solving. Having creative thinkers on the team moves the organization forward
in ways that can't be anticipated. Nurture your creative instincts and don't be afraid to
share what you think might be unconventional ideas. Change would never occur if we
didn't have bold "outside the box" thinkers!

5. Sense of Humor

Lightness holds the team together as much as shared values and vision. Dedication
and commitment to shared values doesn't preclude team members from having
fun! Lightness adds perspective and helps to keep team members balanced. Keep
your life sane so you maintain your sense of humor; laughter is healing, healthy and
fun!

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6. Perseverance

Perseverance comes easily to those who are committed. When one is committed, one
is steadfast in their belief of possibility. Nothing gets in the way of the vision. Obstacles
are stepping-stones en route to fulfillment of the vision. Never take your eyes off the
vision • work towards the goal so that nothing stands between your team and the
goal/vision.

7. Language

Language is the conduit for growth and self-expression. While progress can happen
without words, it's language that brings forward our learning and experience.
Language is the context for commitment. Language connects us and is a primary
conduit for self-expression.

8. The Power of Questions

Questions open communication; statements don't. Outstanding team members are

inquisitive by nature and are open to hearing other points of view. Team members
who appreciate the power of questions demonstrate strong teamwork skills.
Questions move the team (and organization) forward in both linear and non-linear
ways.

9. Reliability & Follow-Through

When we give our word, we create an expectation for others. When we deliver, others
consider us reliable • our word carries weight and means something. An ideal team
member understands the power of the word and how strongly our integrity is based
upon our word. Reliability is keeping your word, time and time again.

10. Collaboration

Collaboration is at its essence, contribution. It's what happens when we "step outside
of ourselves" and honor the space we share more than where we each individually
come from. Collaboration is what we create when we come together. Strong team

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members value the power and synergy of collaboration.

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Trust and support of colleagues is gained through applicable behaviours.

Supporting Your Colleagues

It is tough when someone you are working with has to battle it out with a mental
problem. But it can be helpful if one co-worker knows what to do to support that
colleague. It will help everyone cope up with the sudden change of things. Work is a
huge event for many of us. We spend the majority of our time working, we tend to have
more contact with other people in the work place and it is where we make our money.
To be fulfilled with your work is one thing to consider if you want to have a sound mind
and healthy mental well-being. Work can be stressful at times but it can be means for us
to cope up with all the other things that we go through in life.
Work can be tough on you if someone you work with is having a rough time. He could
be dealing with a loss of a loved one or something else. Other problems such as marital
and family troubles may be driving your co-worker to his limit. Other mental health
issues like having panic attacks or depression could also be a reason. Your co-worker
may be described as having an emotional crisis or that they are having a nervous
breakdown. Either way, as friends and as colleagues in the workplace, we can do our
share of help to support those in need.
It is very important that you know what to do when someone is at their breaking point. It
will make a huge impact to your colleagues or friends when they know that someone is
there to look out for their wellbeing and sanity. You may feel powerless at first but with
good intentions, you can go on and offer your help. To be able to work in an
environment where all the members are being cared for can increase their chances of
coping up with their problems.

Feedback is provided which leads to constructive working relationships.

Strategies for Sharing Constructive Feedback
"What can you say to your employees and how can you say it?"
"Where can you give and receive feedback?"
"How can you bring out the best in your staff?"
"How do you handle difficult issues without inflaming the situation?"

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"How do you respond to negative feedback yourself?"
These are common questions, many of them reflecting frustration and fear of dealing
with the "hard stuff" of managing people. But giving constructive feedback to
employees doesn't have to be difficult.
Positive feedback, when you tell people they've done well, should be easy. For
example:
 thanking people for doing a job well
 commending them for solving a problem for you
 discussing progress with teams and praising their commitment
 celebrating successes when everyone's combined efforts have paid off
This is the kind of feedback that everyone likes; the kind that motivates people to
perform well consistently. Here are some more practical strategies for improving
feedback at work.
Give Feedback to Encourage Employees
Give feedback to encourage people to continue "putting-in" great effort, or to help
them through setbacks, or when people lack confidence or skills. Respect people for
the value of their time, their work and their commitment. Show your respect with words
that make employees feel good.
Try saying, "You're right!" when someone successfully challenges an idea or work
practice. Ask, "Can you spare a few minutes?" when you need to interrupt someone at
work. Then wait for the positive reactions.
Use Feedback to Overcome Negativity
A leader must remain optimistic at all times, but how can you convert negativity into
something positive? When someone says, "That's a stupid idea!" you could respond,
"How could we change it to make it more realistic?" Try the ideas in our guide, 2 Way
Feedback, and then add your own.
Coaching Is the Best Feedback
Coaching is the best kind of feedback. Coaching is based on mutual respect, strict
confidentiality and trust. A coach believes that people are able to change the way
they operate and achieve more if they are given the opportunity and are willing to do
something about it.
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Questioning is a fundamental skill of coaching. A coach asks questions to:
 assess where the person might need help
 discover how s/he can best help
 help people find solutions for themselves.
Our book, 2 Way Feedback, will show you how to ask questions and what questions to
ask. Coaching strategies then vary according to the willingness and the skills of the
person.
Turn Criticism into Constructive Feedback
Avoid feedback that however unintentionally criticizes the employee rather than their
actions. If you leave them feeling humiliated and resentful, they will be even more
reluctant to change. You can't ignore the problem if something is obviously wrong, but
there is a difference between criticism and constructive feedback.
Talking about a "bad attitude" is unlikely to be helpful because the person won't know
what they need to change. Telling someone they are incompetent or lazy is a personal
attack on their character and will probably lead to an emotional response.
Constructive criticism means starting from a different position. Your criticism should
be factual, impersonal and timely. The value of changing their behavior must
also be clear. You might say, "This week I've noticed you've been late to three sales
briefings and now you want to leave early today for a dental appointment. When
you behave so casually the rest of the team feel resentful and tomorrow someone
will have to do your work for you. So what can we do about it?" Now here's a
chance for the person to respond.
Giving Feedback in Really Difficult Situations
Some situations may have you feeling anxious and finding the right words to say at
that moment may not come easily. So, next time you are about to face a really
difficult situation, try this four-step plan:
1. Prepare yourself – checking facts and positions, dealing with feelings.
2. Approach the situation constructively – using the right words that you have
prepared.
3. Deal with excuses – respectfully.
4. Make sure people can do what they say they will.
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Encouraging Feedback from Others
Do you listen when your staffs complain about a customer or a situation? Or do you
dismiss their comments because they haven't happened to you? As a business owner
or manager you need feedback to find out immediately if something is wrong, or to
hear what a customer has said, or if relationships are growing tense.
How do you encourage that kind of feedback? Listen to what people have to say. True
listening isn't all that easy; however, our book, 2 Way Feedback, shows you how to
really listen – actively listen. Try listening to your staff, actively listening, even
though your schedule is full and business is frantic, and see how trust develops.
Accepting Negative Feedback
Negative feedback? It's a little like letting the genie out of the bottle and then finding
you can't put it back. However, accepting negative feedback gracefully and gratefully
is a skill of great leadership. Remember, though, other people may not know how to
give negative feedback diplomatically, like you have. So take a deep breath and
swallow your pride.
You may find these guidelines useful when receiving negative feedback.
 Listen without interruption – you may learn something of real value.
 If you hear something you don't agree with, simply say, "That's interesting!" and
discuss it at the end.
 Ask questions to clarify what exactly went wrong; what you did or didn't do.
 Acknowledge what is true, but don't necessarily change your position – you may
have good reasons for your actions.
 Before taking any action, ask for time to think and then get back to the person.
Can feedback really help to improve working relationships and productivity?
Remember, feedback doesn't always have to be negative. Start by looking for
occasions when you can give positive feedback and remember to plan carefully for
the occasions when you have to give negative feedback – and make it constructive.
Try some of these ideas and see what happens.

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veryone likes to receive praise and few people enjoy being criticized. But praise and
criticism are not effective ways to improve or change behaviour. By telling someone
―You did a great job,‖ or ―I didn‘t like that report,‖ you‘re not really helping them to
understand what they did well or what they need to improve for next time.
Constructive feedback is a more supportive communication tool than praise and
criticism. It is based on factual observations, not personal feelings, and addresses
specific issues or concerns. Constructive feedback strengthens working relationships
because the overall intent is positive. The purpose of constructive feedback is to raise
an individual‘s awareness of his or her behaviour in a way that will lead to corrections or
improvements.
Constructive feedback guidelines

• Keep your personal feelings under control. Feelings of frustration or anger will be
evident in your tone of voice and body language and will undermine your message.

• Focus on the task or behaviour, not the person. Instead of saying ―You‘ve made a
mess of this report,‖ say ―There were a number of spelling errors in your report.‖

• Avoid personal comments. Focusing on who the person is, rather than what he or
she did, turns constructive feedback into a negative personal attack. Saying
―You‘re such a loudmouth,‖ implies that the behaviour was caused by a
personal characteristic that can‘t be changed or improved. It is much more
helpful to say
―You spent a lot of time talking during the meeting and didn‘t let others have an

• Only comment on behaviour that a person can do something about. Don‘t make
remarks about circumstances that the person can‘t change (e.g. physical
appearance) or that are out of his or her control (e.g. project decisions made by a
manager). It only causes resentment and frustration.

• Be specific. Give clear examples of what has been done right and what areas need
improvement. General comments, like ―This report wasn‘t very good,‖ aren‘t as
useful as ―The issues in section one were clearly stated but sections two and three
didn‘t provide enough analysis of our marketing and hiring concerns.‖

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If the feedback is entirely positive, you can still be specific in your comments – e.g.
instead of ―Good job‖, say ―You showed a lot of initiative in setting up a parent
meeting to explain our new math curriculum.‖
• Give feedback in a timely manner. Don‘t wait days or weeks to provide feedback.
Both positive and negative feedback should be given as soon as possible, so that
events are still fresh in everyone‘s mind. However, if you don‘t think you can
address

• Be direct. Don‘t beat around the bush or give mixed messages. Qualifying your
comments with a lot of ‗ifs, ands or buts‘ only confuses the issue. Give feedback
in a

• Ask for the other person‘s point of view and listen to what they have to say. There
are two sides to every story!

• Agree on targets or outcomes. Discuss what needs to be done to improve or

change the behaviour and agree on a way of getting there. Establish a timeline for
change and a method of measuring improvement.

• Use constructive feedback regularly. Try to respond to people doing things right as
often – or even more often – than you respond to them doing things wrong.

How to receive feedback

When you‘re on the receiving end of constructive feedback, these tips will help you get
the most out of the experience:
• Listen carefully to what is being said to you.

• Be sure that you understand the feedback. Summarize or restate the feedback for
the other person to be sure there are no misunderstandings.

• Take notes so you can review everything that was said at a later time.

• Control your feelings and try not be defensive.

• Ask for examples to clarify the feedback and put it into context.

• Decide what to do with the feedback: listen and change; listen and gather more
information; listen and ignore.

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• Consider your other experiences – have you been given similar feedback before?
Does it fit a pattern? Is it time to change?

• Check with others – did other people involved in the incident or project have the
same feelings about your efforts?

We often confuse feedback with criticism – probably because much of our experience
with it has had more to do with what we‘ve done wrong than what we‘ve done right or
how we could do better. This is unfortunate. Feedback should not be viewed as a
personal assault or a list of errors, mistakes, or mishaps.
While the content of the feedback can be negative, its delivery can always be
constructive. If it‘s not, the feedback will not be accepted or be received as an insult,
which can ignite other issues and problems. How feedback is communicated is based
on an individual‘s communication skills. Are these essential interpersonal skills good
or poor?
Constructive feedback is the most useful and beneficial to the receiver because it
provides encouragement, support, corrective measures and direction.

Definition of Feedback
The definition of feedback in organizations and business is ongoing, open two-way
communication between two or more parties. Typically, feedback is given in annual
performance reviews, but the best feedback is timely, honest, and provides useful
comments and suggestions that contribute to a positive outcome, a better process or
improved behaviours.
When delivered in a positive, constructive way, you can communicate something
negative without offending or putting the other person on the defensive. At the same
time, you help solve the problem, change behaviour and work towards established
goals. The degree to which you‘re successful at this will indicate how good your
interpersonal skills are.

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What are the Characteristics of Good Constructive Feedback?
Good constructive feedback is
 given with the goal of improvement
 timely
 honest
 respectful
 clear
 issue-specific
 objective
 supportive
 motivating
 action-oriented
 solution-oriented.

Why is it Important to Give?

To improve. The importance of feedback in an organization is crucial to its ongoing
development and growth. In the competitive environment that businesses operate
constructive feedback is essential for continuous improvement.
Employers need to give effective, constructive feedback regularly, which is what
most employees want. What employees look for in feedback from employers
includes positive reinforcement and acknowledgment for a job well done as well
as ideas or instructions on doing their jobs better.
Learning how to give good feedback is a learned communication skill and one that
can be achieved through thought and planning.

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 SPECIFIC OUTCOME 5.

Respect personal, ethical, religious and cultural differences

Assessment Criteria’s
 Differences between team members are identified and acknowledged.
 The importance of showing respect is explained.
 Team members are treated in ways which that demonstrate respect for individuals.
 Behaviours, which are of concern to individuals, are discussed promptly and openly
with those concerned.

Respect personal, ethical, religious and cultural differences

Increasingly, managers must deal with multiple ethnic groups with very different
cultures. Thanks to globalization, you are likely to work with Japanese, French, Chinese,
German and all sorts of other nationalities. It is important to recognize that people from
different cultures have are different in a variety of ways, including
 different ways of looking at things
 different ways of dressing
 different ways of expressing personality/goodness
You can become more accustomed to different comfort zones by practicing this
exercise:
1. Stand about 6 feet away from your partner.
Your partner should be someone you don‘t know that well, and definitely not your
spouse or anyone else you‘re intimate with.
2. Have your partner start walking toward you slowly.
3. When you feel your partner getting uncomfortably close, ask him or her to stop.
Note the approximate distance between your feet and your partner‘s feet. This is your
comfort zone.
4. Ask your partner to take one more step forward, encroaching on your personal
space.

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Note how uncomfortable this feels, and recognize that when you violate someone
else's personal space, he or she feels the same discomfort.
5. Hold your ground while talking with your partner, resisting the urge to move
away.
Make sure you also don't lean away or look uncomfortable.
6. Have your partner take two steps backward and continue conversation.
Remember to hold your ground, no matter how anxious your feet are to move closer.
Invading a customer‘s personal space almost guarantees they won‘t feel comfortable
with you. Standing too far away is a lesser offense, but it still won‘t put them in the
mood to buy. Pay attention to your customer's queue's for face-to-face interaction.
Differences between team members are identified and acknowledged.
Teams definitely are forms of work groups, but not all work groups are teams. In fact,
plain work groups are much more numerous than teams.
Work groups function on three levels:
 Dependent level
 Independent level
 Interdependent level
Here's the breakdown.
Dependent-level work groups
Dependent-level work groups are the traditional work unit or department groups with a
supervisor who plays a strong role as the boss. Almost everyone has had some
experience with this work setup, especially in a first job.
Each person in a dependent-level work group has his or her own job and works under
the close supervision of the boss. The boss is in charge and tells the employees the do's
and don'ts in their jobs. Helping each other and covering for one another do not occur
often and do so mostly under the direction of the supervisor. In fact, most problem
solving, work assignments, and other decisions affecting the group come from the
supervisor.
A dependent-level work group can perform well in the short term. But for the long
run, because group members operate separately and mostly at the direction
of the
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supervisor, such work groups don't seem to go anywhere. Maintaining the status quo

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and keeping operations under control are what they do best. Creating improvements,
increasing productivity, and leveraging resources to support one another are quite
uncommon with dependent-level work groups.
Independent-level work groups
Independent-level work groups are the most common form of work groups on the
business scene. Like a dependent-level work group, each person is responsible for his or
her own main area. But unlike the dependent level, the supervisor or manager tends
not to function like the controlling boss. Instead, staff members work on their own
assignments with general direction and minimal supervision.
Sales representatives, research scientists, accountants, lawyers, police officers,
librarians, and teachers are among the professionals who tend to work in this fashion.
People in those occupations come together in one department because they serve a
common overall function, but almost everyone in the group works fairly
independently. If members of an independent-level work group receive the
managerial guidance and support they need on the job, such a work group can
perform quite well.
Interdependent-level work groups
Members of an interdependent-level work group rely on each other to get the work
done. Sometimes members have their own roles and at other times they share
responsibilities. Yet, in either case, they coordinate with one another to produce an
overall product or set of outcomes. When this interdependence exists, you have a
team. And by capitalizing on interdependence, the team demonstrates the truth of the
old saying: The whole is greater than the sum of its parts.
An independent work group can often be brought up to speed faster than
aninterdependent group. It simply takes more time to get a group of individuals to
work as a team than to set a group of individuals off on their independent
assignments. Yet when teams move into a high-functioning and high-producing
state, where they capitalize on interdependence, they can outperform all other
types of work groups. So, if you want a quick fix, don't look to teams: but if you
want to see strong results for the long term, dolook to teams.
To call a group a team does not make them a team: wishing for them to work as a
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team doesn't work either. For a snapshot of the main differences between work groups

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and teams, take a look at Table 1. As you can see, work groups have a strong
individual focus and teams have a strong collective focus. The individual is not
lost on a team, but that person's work is coordinated to fit in with the greater
good. Team concerns are much more focused on the outcomes of the overall unit
rather than an individual's accomplishments.
Table 1: Difference Between Work Groups and Teams

Work Groups Teams

Individual accountability Individual and mutual accountability

Come together to share Frequently come together for discussion, decision making,
information and perspectives problem solving, and planning.

Focus on individual goals Focus on team goals

Produce individual work products Produce collective work products

Define individual roles, Define individual roles, responsibilities, and tasks to help
responsibilities, and tasks team do its work; often share and rotate them

Concern with one's own outcome Concern with outcomes of everyone and challenges the
and challenges team faces

Purpose, goals, approach to work Purpose, goals, approach to work shaped by team leader
shaped by manager with team members

Table 1 also indicates that teams meet more often than traditional work groups. Work groups
may meet periodically, based on the manager's style, primarily to hear and share information.
Teams, by comparison, do much more than communicate when they meet. Team meetings are
forums for planning work, solving work problems, making decisions about work, and reviewing
progress. In short, meetings are vital to a team's existence.

The last item in Table 1 is crucial: Team leadership is participatory, in contrast to the

primarily manager-driven nature of regular work groups. On a team, the manager or

team leader frequently involves team members in helping shape the goals and
plans for getting the group's work done — may as well get them involved, they've got
to do the work! But in other kinds of work groups, managers more commonly work

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with staff

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individually to set goals and determine assignments. Of course, in many cases,
managers just assign work with little discussion or collaboration with the staff members.
And staff are then left to figure out what's expected and how best to get it done.
The word ―team‖ is a convenient label for almost any collection of people who
assemble together for whatever purpose or period of time and yet there is a vast
difference between these groups and the world of a real team.
Understanding the fundamental differences between work groups and real teams is
essential. It helps us to lead, manage, develop and participate in the team more
effectively while avoiding many of the problems associated with teams. This insight
equips leaders and team members with the ability to unleash a team‘s immense
potential and in doing so experience the deeply satisfying rewards of membership.
The Difference between Groups and Teams

Calling a collection of people a team and rallying them to the cause does not make
them a team. Real teams have design features and characteristics that set them apart
from groups. Katzenbach and Smith(1) summed this up neatly with their definition of
a team:
A team is a small number of people with complementary skills who are committed
to
A common purpose
Set of performance
goals
A common approach
For which they hold themselves mutually accountable

Complementary Skills
Teams bring together complementary skills and experience that exceed those of any
individual on the team. The different perspectives, knowledge, skills and strengths of
each member are identified and used, by comparison most groups are extremely
rigid, members usually have assigned roles and tasks that don‘t change. Teams
however are flexible performing different task and maintenance functions as

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required. Roles and tasks may change depending upon the expertise and experience
most pertinent to the work being performed

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Performance Goals
Members share the common task and have clearly defined objectives for which
members are individually and collectively accountable
Common Approach
A team has sense of shared purpose with a clear understanding of what constitutes the
team's mission. They can describe a vivid picture of what the team needs to achieve,
and the norms and values that will guide them.
The actions of members are interdependent and coordinated. Members have a shared
sense of unity and consciously identify with the team and each other. Individuals use
"we" rather than "me."
Mutually Accountable
A group typically produces products that are the sum of individual member
contributions whereas a team develops products that are a result of the team's
collective effort.
In groups, members are individually accountable for their efforts where in real teams
members need the help of one another to accomplish the purpose for which they
joined the group. They are individually and collectively accountable for the timeliness
and quality of the team's products. If members answer to the boss instead of to one
another, then you have a work group not a real team.
Leadership
Typically a work group has a strong leader, in a traditional management role, who
directs activities, assigns tasks and establishes schedules. Where the team leader
makes all the critical decisions it‘s a single leader unit not a real team.
By contrast, teams share or rotate leadership among individual members. They will
also rotate less desired tasks, such as record keeping, so that no one member is
permanently assigned to a less challenging or interesting activity.

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The Characteristics of a Real Team Characteristics of a Work Group

 Shared Leadership roles  Strong, clearly focused leader solo leader

 Team discusses, decides, and does real  The Leader discusses, decides and
work together delegates

 Specific Team purpose that the team  The group‘s purpose is the same as the
delivers itself organizational mission

 Individual and mutual team accountability  Individual Accountability

 Collective work products  Individual work products

 Measures performance directly by assessing  Measures effectiveness indirectly eg

collective work products financial performance of the business

 Encourages open-ended discussion and  Runs efficient meetings with information

active problem-solving meetings sharing main activity

The distinction between work groups and real teams is very important. If a leader or
group or their organization fails to recognize the difference as an issue there can be
significant consequences:
1. The group cannot determine whether they are properly organized to accomplish
what the organization needs from them.
2. They cannot correctly assess their performance potential.
3. They cannot choose the appropriate strategies to manage or grow the group.

The importance of showing respect is explained.

WHAT is respect?
On the surface, respect can seem to be a fairly nebulous concept; much like the
beauty in the eye of the beholder. However, we can clearly outline respect as the result
of each person‘s search for dignity, to be valued in society. Respect is about one
person honoring and recognizing the dignity of another. To that extent, the definition is
clear. It is, however, less clear how to demonstrate respect.

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RESPECT is fundamental
People learn respect early in their lives. Through the loving examples of relatives,
neighbors and friends, people learn the reality of others‘ dignity and the importance of
showing respect. People also learn the give and take of respect; to get it, you must give
it. We learn not to demean others‘ abilities, life situations or choices. We also learn that
joking others in this way is no joke. Our socialization tells us that these behaviors are
serious and bring serious consequences. What we learn from these rules is that every life
has a precious contribution to make, and that we must consider every person worthy of
retaining their dignity through our communicating respect.

RESPECT in the workplace

What about respect at work? Is it important to remember respect in the workplace?
The answer is a resounding yes! Although we conceded in a previous paragraph
that the concept is nebulous, we can describe the behaviors of respect clearly. In
the workplace, respect is a pervasive consideration of the dignity of others. Respect
in the workplace can be demonstrated by:
• Respect for privacy
• Respect for varying viewpoints
• Respect for personal and physical space
• Respect for others‘ feelings, and
• Respect for others‘ cultures and values. Organizations must be clear about the
value of respect. Unfortunately, many organizations expect values such as respect to
evolve or to spring fully formed from

While it should be common sense to show respect to others, some people need a
constant reminder. During the relationship-building process, you want to always treat
other people with the respect they deserve. Since business circles are small, you need
to be careful not to give off a negative impression with anyone. If you do, don't be
surprised when other people find out about your actions.

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Treat Seasoned Executives With Respect
Whenever you have the privilege of forming a relationship with a seasoned executive,
make sure you take it very seriously. It doesn't matter whether you are an executive
yourself. You still need to treat other executives with the utmost respect.
In general, executives are very busy and have various people contacting them all the
time. If you are lucky enough to have begun to build a relationship with an executive,
don't mess it up. I can't tell you how many times I hear about people not respecting the
time of seasoned professionals. It's amazing that some people don't take these
relationships seriously.
Anyone who botches up these relationships probably has a hard time developing
relationships with most people. Rather than taking the chance of losing a relationship
with an executive, go the extra mile to treat this individual right. To help build these
relationships, you need to "respond" and "realize". What I mean by "respond" is that you
should always respond to phone calls and e-mails no matter the subject of discussion.
For example, if an executive offers to provide you free advice, take him or her up on
the offer even if you don't think you need guidance. You never know what could come
out of these conversations.
With "realize," be cognizant of the fact that you are fortunate enough to have a
relationship with an executive. Though you may need to be more proactive to keep
the relationship strong, this is a good networking technique to learn.
Use E-Mail Appropriately
E-mail is a great communication tool for building relationships because it provides you
with the ability to connect quickly and easily.
Make sure you use this tool appropriately. Keep in mind that any information sent via e-
mail is traceable and can be forwarded to anyone in no time. Don't write anything you
will regret later.
Take the time to always write professional e-mails when you are sending them to other
professionals. The e-mails should be different than the free-flowing ones you send to
your friends and family. As you probably know, many people are lazy when it comes to
writing e-mails. Don't get caught using shorthand and writing incomplete sentences. In

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fact, write your e-mails as if you were composing a letter. Take the time to send
high- quality e-mails. This shows respect.
For instance, if you are upset with someone, don't lash out in an e-mail. Not only will this
come across as rude but it will also show your bad judgment. Sometimes it is better not
to speak your mind about certain issues. If you do need to share your thoughts, talk to
the person rather than sending an e-mail.
With e-mail, your words may come across harshly or can be taken the wrong say.
Talking on the phone or in person should still not be forgotten in the relationship-
building process.

Importance of Respect
Respect is a very broad term when people use it. What is the definition of respect?
When I looked it up in the dictionary, I found out the dictionary definition is: to show
regard or admiration of something or someone. I see respect as a universal
characteristic. Respect to me, is a way of showing someone that you think highly of
them and well, respect them! Respect is a very important part of life. If a person is
respected, it makes him fell good and in return, he or she respects you. Respect is
important to me because if a person didn‘t respect anyone, he himself would not be
admired, and over time, he would grow up to be a very rude and inconsiderate
person. Rudeness and kindness are also two very big components of respect. If you
are rude to people or a person, you are disrespectful. If you are purposely mean or
nasty to people, you are disrespectful. Respecting teachers such as Mr. Wellman
is a very important part of education and life.

Team members are treated in ways which that demonstrate respect for individuals.
How do you demonstrate respect to your team?
There is a Golden Rule of behaviors that can be found in many religions and
philosophies. It is usually summarized as, ―Treat people as you would want them to
treat you.‖ Here are some tips to help you apply this rule in building RESPECT to others
in your team and in personal life.

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 Relate to them as individuals – every person is different and they have different
needs, ways of expressing themselves and relating to others. Get to know their
names, their family names, what is important to them and what are they goals.
 Encourage individuality – You can‘t expect conformity and productivity at the same
time. Everyone is different in personalities, styles and creativity. When you
encourage them to embrace their individual uniqueness to support the team you
will enable them to perform at a higher level.
 Show trust in their capability – Once you know your team members‘ capabilities,
competence levels and capacity, assign to them tasks to match their capabilities
with a little of stretch. Then allow them to do their task without too much
interference. They will feel that you trust them and will reward you with higher
performance.
 Positively communicate with them – A couple of old proverbs say, ―The tongue has
the power of life and death.‖ And, ―Pleasant words are a honeycomb, sweet to the
soul and healing to the bones.‖ It is in your power to speak life or death into your
relationships. So chose to speak life with positive and pleasant words rather than
harsh and negative tone and phrases.
 Expect differences – People with speak differently, act differently, and perform
differently as well as respond differently. Expect to observe different reactions and
contributions from your team members. Embrace it and celebrate the differences in
order that they will feel valued for their contribution to the team.
 Care for their needs and feelings – Your team members are not robots. They have
lives outside their work. Be aware of their feelings, needs and be flexible in how you
deal with them. This will build rapport with them and loyalty to you and your
leadership.
 Talk straight – To build trust your team needs to know that, ―what you say is what
you mean,‖ and, ―what you say is what you will do.‖ Do not use flattery or beat
around the bush. Be gentle yet be straight. They need to know where they stand
with you at all times. This will bring you respect and gives them freedom to
perform at higher levels.

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How to Demonstrate Respect
R-E-S-P-E-C-T
Find out what it means to me.‖
to Train:
―Everybody needs a little
respect Everybody needs a little
time Everybody needs a little
respect Everybody needs a
little.‖
Everybody needs a little respect. You know when you have respect. You know when
you don‘t. But what is respect really? And, how is respect demonstrated at work?
You can demonstrate respect with simple, yet powerful actions. These ideas will help
you avoid needless, insensitive, unmeant disrespect, too.
 Treat people with courtesy, politeness, and kindness.
 Encourage coworkers to express opinions and ideas.
 Listen to what others have to say before expressing your viewpoint. Never speak
over, but in, or cut off another person.
 Use people‘s ideas to change or improve work. Let employees know you used
their idea, or, better yet, encourage the person with the idea to implement the
idea.
 Never insult people, name call, disparage or put down people or their ideas.
 Do not nit-pick, constantly criticize over little things, belittle, judge, demean or
patronize. A series of seemingly trivial actions, added up over time,
constitutes bullying.
 Treat people the same no matter their race, religion, gender, size, age, or
country of origin. Implement policies and procedures consistently so people
feel that they are treated fairly and equally. Treating people differently can
constitute harassment or a hostile work environment.
 Include all coworkers in meetings, discussions, training, and events. While not
every person can participate in every activity, do not marginalize, exclude or
leave any one person out. Provide an equal opportunity for employees to

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 participate in committees, task forces, or continuous improvement teams. Solicit
volunteers and try to involve every volunteer.
 Praise much more frequently than you criticize. Encourage praise and
recognition from employee to employee as well as from the supervisor.
 The golden rule does apply at work, or, as professional speaker Leslie Charles,
says, ―Implement the platinum rule: treat others as they wish to be treated.‖
There are many other ways to demonstrate respect at work. These ten constitute a
solid foundation. Implemented consistently at work, these respectful actions help
ensure a respectful, considerate, professional work place.
Behaviors, which are of concern to individuals, are discussed promptly and openly with
those concerned.
What are behaviors of concern?

 Behaviours of concern are sometimes called challenging behaviours.

 Behaviours of concern are words that describe a kind of behaviour. They are
behaviours people do that may be a problem for them or others.
 Behaviours of concern can be when someone does things that hurt themselves,
other people or things.
 This behaviour can stop them from doing things that other people do. These
things may be going to work or seeing their friends.
 These behaviours can seriously hurt people.
 These behaviours can be very stressful and upsetting.
There many different behaviours of concern. Below is a list of the main kinds:
Hurting themselves.
For example, a person may hurt, hit or scratch themselves.
Hurting others.
For example, a person may hit, pinch or bite someone else.
Breaking things.
Refusing to do things.
For example, a person may not eat or take their medicine.
They may refuse to do activities they used to enjoy.

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Doing the same thing again and again.
For example, a person may say the same thing over and over again.
Doing things that others don‘t like.
For example, a person may scream, swear or take their clothes off.
Hiding away from people
For example, not wanting to be with other people.

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