Team Building and Teamwork

1. Team Building and Teamwork

2. Teambuilding • Besides the one-on-one coaching that is an ongoing responsibility of an effective leader, the careful nurturing and grooming of the people you manage into a cohesive, productive team is another of a leaders key responsibilities.

3. Different Ways of Interaction • Collaboration: a general term derived directly from the Latin words for "working together". • Partnership: usually refers to two individuals or organizations, who share some specific goals, and who commit themselves to work together in a long-term relationship. • Team: a group of individuals working together to accomplish a specific task (or several tasks). • Coalition: a specific arrangement where a group of organizations (usually three or more) work together for a defined goal.

4. Types of team functions • Teams have two types of functions: • Task-related • People-related

5. Task-related Functions: • Clarifying the objectives of the team (committee, working group, and so on); • Identifying the expected outputs ("products"); • Preparing a specific team plan (who will do what by when); • Establishing "ground rules" of team functioning; and • Regularly assessing progress, in relation to a pre-determined plan.

6. Ground rules for team functioning with respect to meetings: • Team members arrive on time for meetings. • The team leader (chairperson) distributes an agenda ahead of time. • A designated person prepares and distributes minutes (a summary) of the meeting within a specified time period – such as one week.

7. People-related Functions: • Frequently the reasons for poor team functioning have to do with the “less tangible” elements of human interaction, such as motivation. • A key leadership question is how to engage people (as individuals and as a group) toward specific activities and outcomes. • Facilitate team synergy. • It entails setting the stage for the team to function as a "unit".

8. People-related Functions: • If these aspects are in place, team synergy can be facilitated by: • periodic "strategic planning" retreats • occasional social ("no agenda") gatherings • designating blocks of time in a regular meeting to creative "brain storming" about specific issues.

9. Elements of effective teamwork

10. Teams are Dynamic Entities • Because teamwork involves a certain kind of relationship among people, the team itself becomes a social entity – a type of "unit". • As such, its development and on-going activity can be viewed as a cycle – almost like the life cycle of an organism, going through specific stages.

11. Teams are Dynamic Entities • Creating stages: • Orientation: Why we are here? • Trust Building: Who are you? • Goal and Role definition: What are we doing? • Commitment: How will we do it? • Sustaining stages: • Commitment: How will we do it? • Planning: Who does what, when and where? • Implementation: the high performance stage • Re-assessment and Renewal: Do we continue? If yes, why and how?

12. Team Performance Model Sustaining Stages Creating Stages

13. Stages of Team Development • Most teams go through typical stages of development, which have been characterized as forming, storming, norming, and performing. • In each stage, members are apt to have certain feelings and exhibit certain behaviors.

14. Forming Stage: • Initially, team members often feel excitement, anticipation, optimism, and pride in being chosen for the project. • They have an initial, tentative attachment to the team. • Team members are also likely to be suspicious, fearful, and anxious about the job ahead, but they may be reluctant to express these feelings. • Teams in the forming stage are often characterized by politeness and lack of overt disagreement.

15. Storming Stage: • In this stage, team members begin to challenge each other more openly. • They may resist the task and be uncomfortable with any new approach. • They are likely to experience “mood swings” about the team’s ability and chance for success. • Members may feel uncertain about their own role and their ability to contribute to or control the team’s work. • They may suspect that others have ulterior motives or hidden agendas.

16. Norming Stage: • This is when things start to come together. • In this stage, the team develops norms for resolving conflicts, managing work assignments, and running meetings. • Members will be more comfortable about being on the team and be more able to take constructive criticism and have positions questioned. • They will also begin to believe that the team can succeed.

17. Performing Stage: • Effective teams are those that reach this stage. • Members will feel satisfied about their personal contributions, growth, and learning. • They will understand the strengths and weaknesses of other team members, as well as their own, and be more comfortable with the team’s methods. • The team will feel pride in its progress.

18. Margerison-McCannTeam Management Profile

19. Enhanced personal effectiveness through self-understanding • Identify preferred roles on the Team Management Wheel • Understand the impact of these roles on others • Maximize strengths at work and pinpoint areas for self-development • Develop career planning skills

20. Understanding of individual preferences within a team context • Explore the concept of team balance • Appreciate different working styles, plus areas of possible conflict • Value difference, and maximize its potential for the team • Flex personal style to meet others’ needs and facilitate better team-working • Develop mutual understanding and respect

21. Better Team Leadership and Lateral Management Skills • Appreciate the unique contribution made by each role • Understand how team management roles influence leadership and communication styles • Incorporate work preferences into empowerment and delegation strategies • Enhance the ability to successfully influence interactions

22. Higher Levels of Organizational Achievement • Optimize the balance between information and action, people and tasks • Sustain a dual focus on the ‘big picture’ and attention to detail • Introduce a conceptual framework which provides for planning and decision- making strategies • Maximize organizational effectiveness by aligning individual preferences and expectations with corporate objectives

23. Geographically Dispersed Teams • The increasing availability of information and communication technologies (ICTs) opens up the possibility that teams can function well, even when the members live in a different location, and even different time zones.

24. Square Map of Groupware Options

25. What is a “digital workspace”? • The term “digital workspace” is used to refer to a web-based work environment that allows individuals to communicate, collaborate and share information regardless of their geographic location. • The technology that supports such digital work environments is commonly referred to as “instant groupware”

26. What is a “digital workspace”? • There are a number of instant groupware products on the market. • The names of some capture the notion of a virtual office – a cyber work place. eRoom is an example. • The names of others, such as eProject and Project.net, emphasize the work performed in a digital workspace – namely, project-oriented work.

27. Thank You ! Any Question ?