Working in teams

• T – Together
• E – Empowering each other to
• A – Achieve
• M – More
What makes a Team?
A group of people with different skills and
different tasks, who work together on a
common project, service, or goal, with a
meshing of functions and mutual support
 Tuckman and Jenson’s stages of Team
Development
• Forming
• Storming
• Norming
• Performing
• Adjourning
 Forming
• In this stage, most team members are positive
and polite. Some are anxious, as they haven't
fully understood what work the team will do.
Others are simply excited about the task ahead.
• As leader, you play a dominant role at this stage,
because team members' roles and responsibilities
aren't clear.
• This stage can last for some time, as people start
to work together, and as they make an effort to
get to know their new colleagues.
 Storming
• Next, the team moves into the storming phase, where
people start to push against the boundaries established
in the forming stage. This is the stage where many
teams fail.
• Storming often starts where there is a conflict between
team members' natural working styles. People may
work in different ways for all sorts of reasons but, if
differing working styles cause unforeseen problems,
they may become frustrated.
• Storming can also happen in other situations. For
example, team members may challenge your authority,
or jockey for position as their roles are clarified.
• Some may question the worth of the team's goal, and
they may resist taking on tasks.
 Norming

• Gradually, the team moves into the norming stage. This is

when people start to resolve their differences, appreciate
colleagues' strengths, and respect your authority as a
leader.
• Now that your team members know one another better,
they may socialize together, and they are able to ask one
another for help and provide constructive feedback. People
develop a stronger commitment to the team goal, and you
start to see good progress towards it.
• There is often a prolonged overlap between storming and
norming, because, as new tasks come up, the team may
lapse back into behavior from the storming stage.
 Performing

• The team reaches the performing stage, when hard

work leads, without friction, to the achievement of the
team's goal. The structures and processes that you
have set up support this well.
• As leader, you can delegate much of your work, and
you can concentrate on developing team members.
• It feels easy to be part of the team at this stage, and
people who join or leave won't disrupt performance.
 Adjourning

• Many teams will reach this stage eventually. For

example, project teams exist for only a fixed
period, and even permanent teams may be
disbanded through organizational restructuring.
• Team members who like routine, or who have
developed close working relationships with
colleagues, may find this stage difficult,
particularly if their future now looks uncertain.
 Team Processes
• Importance of TP
• Team Improvement
• Strategic ways to build trust within teams
• Cohesion
• Understanding the super ordinate goals
• Synergize
 Team Process
• To enhance the communication and
participation
• To encourage the team for active participation
• Team processes provide the support,
structure and guidance teams need to grow,
get results and lead change in the workplace.
• JENNIFER WALKER, RNLead, UBT consultant/improvement
advisor (Mid-Atlantic States)
 Effective team
1.Clear role and responsibilities
2.Clear working approach
3.Effective decision making process
4.Equitable participation from all members
5.Managing influence
6.Working through conflict
Team Improvement
Strategies to build the trust in the
team

What is trust?
• Provide all learning resources, tools and
opportunities
• Provide all adequate information about
the decision taken
• Seek the input prior making decision
• Consistently act in alignment with
company values
• Give employees an inspiring shared
Purpose to work toward
 Super ordinate goal
• Super ordinate goals are goals that get people from
opposing sides to come together and work toward a
common end result. For example, if you have two
groups of people that seriously dislike each other you
might set up a situation in which they simply have to
work together in order to be successful (e.g., maybe
the two groups get lost in the jungle together and the
only way they survive is to work together - hey, it could
happen :). This breaks down barriers, encourages
people to see each other as just people and not as part
of "that other group that we dislike", and can help
overcome differences between the groups.
 Synergize
• The English word “synergy” may sound like an
overwrought business buzzword, but
it’s actually classical in origin. It comes from
the Greek roots “sun” (meaning “together”)
and “ergon” (meaning work). The conjugation
was passed on to the Romans, who used it to
mean “cooperation,” and then was passed to
English in the mid-1800s.
 How to synergize the team?
• Be Clear
In order for a team to cooperate properly, everyone on the
team needs to know what the objective is, and everyone’s
objective needs to be the same. Different team members will
obviously be filling different functions in pursuit of that goal,
but different objectives create chaos and conflict
• Communicate
Once everyone knows where the hoop is, the team needs to
communicate so each player knows what his or her
teammates need from them. Naturally, most of the
communication happens in the planning phases, whether it’s
a sports team or a business team.
• Empowerment
• Showing your team that you have faith in their abilities and
that you trust them to do their job well is the most important
job a team leader has. And a team with no faith in itself is not
likely to succeed.
• Commitment
Finally, being a member of a team requires personal
commitment and dedication to the overall success of a team.
Success requires dedication, and dedication is predicated on
commitment.
 Understanding team differences
• Value the team differences
• Make use of skills , abilities and styles
• Understand the roles and responsibilities of
yours and others
• Focus on goals, objectives and tasks
• Setting goals
• Involving
• Supporting