TEAMWORK AND TEAM-BUILDING

1. TEAMWORKANDTEAM-BUILDING Rony Jose Thekkel

2. Teamwork Implies co-operative and co-ordinated efforts by individuals working together in the interests of their common cause. It requires the sharing of talent and leadership, the playing of multiple roles. (Harris, 1986)

3. Development and growth for the team itself Learning and growth for team members High Performance Diverse Team A Model For A High Performance Diverse Team Four Key Factors needed for diverse teams to succeed  Understand Diversity Issues Within The Team Develop Skills That Make A Difference  Reinforce The Team Norms  Build Diversity Awareness

4. Build Diversity Awareness • Understand the role of assumptions • Recongnise that patterns of human behaviour differ • Consider different strengths people bring to work • Take into account differences in communication styles

5. Awareness of Self Acknowledgement of differences Exploration of similarities Awareness of Other Build Diversity Awareness Move on to the job • In pursuing diversity awareness, consider the following : • Patterns of behaviour by diverse members • Patterns of others behaviour toward diverse members • Distinct strengths various members contribute • Differences in Communication styles

6. Build Diversity Awareness 1. Examine your first responses to someone who is different 2. Review your specific assumptions about the other person 3. Check the reality behind your assumptions 4. Find commonalties / build trust

7. Understand Diversity Issues Within The Team • The type and mission of the team • Roles and responsibilities of each individual • Individual strengths of other team members • Open lines of communication

8. Develop Interpersonal Skills That Make A Different • Develop strategic communication - listening and responding • Treat each person as an individual • Test accuracy of assumptions • Resolve conflicts Listening and Responding Listening and Responding

9. Reinforce The Team Norms • Shared goals • Team practices understood / accepted • Group support roles / responsibilities acknowledged • Ground rules

10. Reinforce The Team Norms • Positive ones should be constantly reinforced • Examples of positive norms are : • All team members are involved in setting goals • Constructive team practices are understood and accepted • Everyone’s roles and responsibilities are acknowledged • Members believe in working co-operatively and supporting each other

11. Reinforce The Team Norms • There can also be negative norms • Some examples are : • Off-colour and demeaning jokes are acceptable • Older people are ignored • Accents are mocked • Gays are shunned

12. Establish Team Ground Rules • Consider some of the following for your team’s ground rules : • Realize that our team’s diversity is one of our strengths and we need to nurture it • Make communication open and honest; minimize interruption • Respect team members as individuals • Recognize that people may approach problems differently; listen and consider other points of view. • Make provisions for a forum to discuss and resolve diversity issues, when needed • Remember that off-colour and demeaning jokes are totally unacceptable and that diverse team members are not to be insulted • Encourage new ideas

13. Team Development Model Arrive Revive Thrive Strive Drive

14. Team Development Model Drive "Driving" - Focusing on mission, goals, priorities and guidelines

15. Team Development Model Strive ”Striving" - Moving ahead with full understanding and agreement on roles and responsibilities

16. Team Development Model Thrive ”Thriving" - Rapid growth involving peer feedback, conflict management and decision making

17. Team Development Model Arrive ”Arriving" - Peak performance, where all the factors are in sync

18. Team Development Model Revive ”Reviving" - Regaining peak performance when slippage in team performance when slippage in team performance occurs or when team membership changes

19. Team Development Model "Driving" - Focusing on mission, goals, priorities and guidelines Drive "Striving" - Moving ahead with full understanding and agreement on roles and responsibilities Strive "Thriving" - Rapid growth involving peer feedback, conflict management and decision making Thrive "Arriving" - Peak performance, where all the factors are in sync Arrive "Reviving" - Regaining peak performance when slippage in team performance occurs or when team membership changes Revive

20. Characteristics Of Effective And Ineffective Teams • Effective • Information • Flows freely up, down, • Full sharing • Open and honest • People Relationships • Trusting • Respectful • Collaborative • Supportive • Conflict • Regarded as natural, even helpful • On issues, not people • Ineffective • Flows mainly down weak horizontal • Hoarded, withheld • Used to build power • Incomplete, mixed messages • Suspicious and partisan • Pragmatic, based on need or liking • Competitive • Withholding • Frowned on and avoided • Destructive • Involved personal traits and motives

21. Characteristics Of Effective And Ineffective Teams • Effective • Atmosphere • Open • Non-threatening • Non-competitive • Participative • Decisions • By consensus • Efficient use of resources • Full Commitment • Creativity • More options • Solution-oriented • Ineffective • Compartmentalised • Intimidating • Guarded • Fragmented, closed groups • By majority vote or forcing • Emphasis on power • Confusion and dissonance • Controlled by power subgroups • Emphasis on activity and inputs

22. Characteristics Of Effective And Ineffective Teams • Effective • Power Base • Shared by all • On competence • Contribution to team • Motivation • Commitment to goals set by team • Belonging needs satisfied • More chance for achievement through group • Rewards • Based on contribution to group • Peer recognition • Ineffective • Hoarded • On politicking, alliances • Pragmatic sharing • Contribution to power source • Going along with imposed goals • Coercion and pressure • Personal goals ignored • Individual achievement valued without concern for the group • Basis for rewards unclear • Based on subjective, often arbitrary appraisals

23. How does a group develop The four stages of group development Storming Sorting out process Forming Initial awareness Norming Self-organisaton Performing Maturity

24. Problems With Teams • Problems with goals • Do people understand and accept the team’s primary task • What are the team’s priority objectives? Do all agree? • How are conflicts in priorities handled • Problems with roles • What do team members expect of each other? • Have these expectations been shared? Do they match? • Do individual objectives fit with the team’s overall objectives • Are there areas of overlap or duplication between team roles that could produce conflict?

25. Problems With Teams • Problems with processes • How are decisions taken? Are authority levels clear? • Are communication processes across the team working? • Are structure, content and processes across in meetings effective? • How are problems and conflicts resolved? • How is activity co-ordinated? Are reporting procedures understood and adhered to? • Problems with relationships • How do team members treat and feel about each other? • Are people’s individual needs recognised and respected? • Does the team climate allow for open debate and sharing of concerns? • Both the team and leader encourage feedback on team and individual performance?

26. Thank You!!