BUILDING

A team is composed of a highly

communicative group of people. Poor
communication means no team.
A team must have members with different
backgrounds, skills and abilities, so that the
team can pool these things to be effective.
In other words a team with no diversity in it
will be unlikely to work in an innovative
fashion.
A team must have a shared sense of
mission. Whether we are talking about a
temporary work improvement team, or a
branch, all members must share the sense
of mission.

How Does A Team Differ From A Work Group?

Which are you?

Group within a workforce who normally work together,

Collection of individuals working together on a task,
workers engaged in a series of collaborative tasks
who usually work together

How Does A Team Differ From A Work Group?

Which are you?

On Competition:

Work groups tend to compete

inwardly, with members competing
against each other for favour,
recognition, etc. High performing
teams compete, but with those
outside the organization.

On Focus:

Work groups tend to be taskoriented and characterized by

members who follow their own
personal agendas. High-performing
teams are goal-oriented. Members
work towards the achievement of
the team goals and agenda, rather
than pulling in different directions.

Without co-ordination ?

He Did not work in

group !!!!!!!!!!!!!!!

On Style:
Work groups tend to be autocratic
and hierarchical in nature. Teams, on
the other hand, tend to be
participative and self-steering within
the goals of the team.

On Tolerance:

Work groups tend to tolerate each

other, while teams tend to enjoy
each other. Differences in teams are
welcome and encouraged, while in
work groups, differences and
disagreements are suppressed.

On Risk:
Work groups tend to avoid risk
and maintain the status quo.
High performing teams tend to
accept risk.

Mutual understanding &

co-operation-to
accomplish a task

Differences Between Teams and Groups

Have collective responsibility for
performance.
Determine individual success through
collective performance and
behaviours.
Recognise and understand each
others roles and responsibilities.
Have higher levels of trust and
members openly express ideas,
opinions, feelings and conflicts.
Plan and share training and
development.
Deal with conflict openly and
constructively and build on the trust
the team experience.
Use participative decision making
often based on win-win situations.
Exercise leadership from any part of
the team as appropriate. The
designated leader sets agreed
standards of performance.

Responsible only for individual

performance.
Depend only on individual
performance and behaviour for status
and reward.
Consider they are grouped together
for administrative purposes.
Tend to have lower levels of trust
mainly because roles of other group
members are not clear and motives
can be suspect.
Undertake training and development
that is individually focussed, isolated,
not shared.
Find it difficult to manage conflict.
Either leave decision-making to the
leader or it is very process oriented.
Win-lose situations are more common.
Leadership tends to come only from
the designated leader.

leadership factors that team building processes

Highly developed inter-personal skills and

understanding of some basic psychology
regarding what makes people commit to, and
perform.
Must recognize the importance of balancing
between tasks (getting the job done) and people
(ensuring that team members are satisfied with
the process of getting the work done).
Willingness to listen and ability to communicate.
Leaders must have a preference to listening and
understanding rather than controlling and
talking.
Show Constancy of Purpose. Leaders must
commit themselves to the team, and not give up

Show Consistency In Behaviour. Leaders must

behave in a consistent manner regarding team
work. Leaders who sometimes encourage team
process and sometimes bypass the team
confuse the hell out of everyone. When this
happens, nobody takes teams seriously.
Model Desireable Team Behaviour. The team
will take its cues from its leader, or the
manager. You cannot break inter-personal rules,
not listen, and use autocratic prerogatives, and
expect members of your team to believe that
you REALLY value working together.
Be Able To Deal With Problem Team Members.
Sometimes a team does not have the internal
resources to deal with a member that is
uncooperative or so unskilled in group
behaviour that he or she becomes a barrier. A

 Name your chosen gadget/item

offer (no more than three) points as
to their (the gadget's/item's) main
purpose, strengths, characteristics,
etc.,
Should be a representation of
him/herself (at work or home or in
life generally,).

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Team Development
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Team Work