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Effective Skills For Team Building
Effective Skills For Team Building
Todays Agenda
1) Group Agreements 2) Learning Objectives 3) Definition 4) Resistance to Teams in Organizations 5) Team Development, Behaviors and Performance 6) Effective and Ineffective Teams 7) Team Decision Making and Consensus Building
Group Agreements
ALL IDEAS AND POINTS OF VIEW HAVE VALUE You may hear something you do not agree with or you think is "silly" or "wrong." Please remember that one of the goals of this meeting is to share ideas. All ideas have value in this setting. Also share YOUR ideas and thoughts and avoid editorials of another colleagues comments.
SAFE SPACE What is shared and discussed with one another should stay here apart from ideas and solutions that will help your own work and agency.
USE COMMON CONVERSATIONAL COURTESY Please don't interrupt; use appropriate language, avoid third party/ side bar discussions, etc.
Group Agreements
HUMOR IS WELCOME BUT humor should never be at someone else's expense. HONOR TIME We have an ambitious agenda, so it will be important to follow the time guidelines for the next two days. CELL PHONE / TEXTING / E-MAIL COURTESY Please turn cell phones, or any other communication item with an on/off switch to silent. If you need to respond, kindly step outside BE COMFORTABLE Please feel free to take personal breaks as needed ANY OTHERS AGREEMENTS TO ADD?
Learning Objective
To gain a greater understanding of how teams develop,
behave and perform. To utilize this knowledge to develop high performing teams in centers and programs.
TEAM BUILDING
Group: A collection of two or more interacting individuals with a stable pattern of relationships among them, who share common goals and who perceive themselves as being a group. Essentials of a group 1. Social interaction 2. Stable structure 3. Common interests 4. Perceive themselves as part of group
Team: A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. This definition highlights the essentials of a team or in other words the team basics. Here the focus or emphasis is on three characteristics small number, complementary skills and commitment. These are what basically differentiates a team from a group and makes a team something much more productive and result oriented than a group. We shall analyze them: Small number five to ten people Complementary skills appropriate balance or mix of skills and traits Commitment to a common purpose and performance goals specific performance goals are an integral part of the purpose. Commitment to a common approach team members must agree on who will do a particular job & develop a common approach. Mutual accountability at its core, team accountability is about the sincere promises we make to others & ourselves commitment & trust.
GROUP Strong, clearly focused. Individual accountability. The groups purpose is the same as the broader organizational mission. Individual work products. Runs efficient meetings. Measures performance indirectly by its influence on others. Discusses, decides, and delegates.
TEAM Shared leadership roles. Individual and mutual accountability. Specific team purpose that the team delivers. Collective work products. Encourages open-ended discussions, active problem solving meetings. Measures its effectiveness direct by collective work products. Discusses, decides, & does real work together.
TEAM WORK
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by team work. Team work is an abstract concept. It represents a set of values that: Encourages behaviors such as listening & responding to view points of others, giving benefit of doubt to others. Providing support to those who need it. Recognizing the interests & achievements of others. Also promote performance as individuals and the performance of the entire organization.
TEAM DEVELOPMENT & PERFORMANCE Great people dont equal great teams. Tom Peters Stages of team building: 1. Stage 1- Forming :Team acquaints & establishes ground rules. 2. Stage 2 Storming : Members resist control by group leaders and show hostility. 3. Stage 3 Norming : Members work together developing close relationships & feelings of camaraderie. 4. Stage 4 Performing : Team members work toward getting their job done. 5. Stage 5 Adjourning : Team may disband on achieving their goals or because members leave.
important and personally beneficial to them. Teams should only remain intact as single entities so long they are working on a particular problem. Whenever possible, the team should include some of the persons who will be responsible for implementing the decision. Members of a team must possess the appropriate balance or mix of skills and traits. A team should be around of 5 to 15 members maximum. Members of the teams should have knowledge and information that is relevant to the problem and task. It is necessary for the team to select a leader.
be based on their capacity to contribute ( relevant expertise) and not on the authority they possess in the organization. Team decisions should be integrated with the normal or regular decisions of the departments or units from which the members are drawn. Conflicts that develop within should be confronted and resolved with a problem solving approach, instead of being avoided or smoothed over.
their best in an uncomfortable atmosphere. There is a great deal of participation but little accomplishment. Some teams exhibit to talk but much action. There is talk but not much communication. Many teams are composed of very talented people who enjoy talking but not listen to the contributions of others. Disagreements are aired in private conversations. Decisions tend to be made by the formal leader with little meaningful involvement of other team members. Members are not open with each other because trust is low. There is confusion or disagreement about roles or work.
to the success of the team are not cooperating. There is rarely a period in a teams history when external relations are not important. The team is over loaded with people who have the same team player style. Style diversity leads to looking at all aspects of team effectiveness. The team has been in existence for at least three months and has never assessed its functioning. Periodically , teams need to assess progress towards goals and to evaluate team process.
CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS Besides seeing the characteristics of an effective team as well as an ineffective team, it would be prudent to examine the characteristics of effective team members. It will be observed that organizational failures often are not a result of poor leadership but of poor follower ship. An effective team member is, therefore, on who:
Understands and is committed to group goals. Is friendly, concerned and interested in others. Acknowledges and confronts conflict openly. Listens to others with understanding.
other person is saying. To encourage the individual to expand further on his or her thinking. To help the individual clarify the problem in his or her own thinking. To get the individual to hear what he or she has said in the way it sounded to others.
To pull out the key ideas from a
the reasons are .If I understand you correctly you are saying that we should ...
long statement.
To respond to a persons
feelings more than to his or her words. To summarize specific points of agreement and disagreement as a basis for further discussion. To express a consensus of group feeling.
the following points.., but we seem to need further clarification on these points. As a result of this discussion we as a group seem to feel that
Conflict Resolution. Disagreement is a euphemism for conflict. Groups have to learn the requisite conflict-resolution skills. Disagreements are to be encouraged and accepted as a natural consequence of a dynamic, active organization. Effective teams create a climate in which people feel free to express their opinions even when those opinions are at odds with those of other team members.
ASPECTS OF CONFLICT
DESTRUCTIVE Diverts energy from more important activities and issue. Destroys the morale of people or reinforces poor selfconcepts. Polarizes differences in values. Deepens differences in values. Produces irresponsible and regrettable behavior such as name calling and fighting.
CONSTRUCTIVE Opens up issues of importance resulting in their clarification. Results in the solution of the problems. Increases the involvement of individuals and internal cohesiveness. Causes authentic communication to occur. Serves as a release for pent up emotion, anxiety and stress. Helps build cohesiveness among people sharing the conflict, celebrating in its settlement, and learning about each other.
THANK YOU!