Download Team Building

BUSINESS TEAM
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Basics of Team Building
Team Building is the process of
collective performance
 A team comprises two or more people
with shared goals
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Groups
A group is a set of people with
individual objectives who happen to
share the same boss, or workplace, or
be part of the same organisational unit
 Individuals might even have the same
objectives - e.g.: in a sales force, the
sales target may be the same, but they
may also compete against each other
rather than cooperate
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Teams
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A team is a group that works towards a
single, common objective.
They may have different individual
objectives, but these contribute to the higher
collective objectives
E.g. in a sales team, one person might make
appointments, another provide technical
sales support, and another make the sale
But they are all accountable for the sales and
are not judged solely on individual objectives
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Objectives
Individuals are usually committed to
their own objectives
 The foundation of all team building is to
help individuals become committed to
a shared goal
 Collective objectives and goals must be
seen as important as their own goals
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Building Team Methodology
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Establishing ownership of shared goals
Removing inhibitors/blockages to the
achievement of those goals
Introducing enablers (awareness, resources,
information, processes, etc.) to help achieve
those goals
Using team building processes (e.g.: health
checks, performance management, 360°
feedback) in the correct sequence to
gradually raise performance, akin to climbing
a ladder one rung at a time
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Strategies for Team Building
Individual - e.g. build individual skills;
become familiar with shared processes
 Relational - e.g.: improve unconscious
dynamics; build a sense of common
purpose and commitment
 In/Out Groups - tackle the barriers
between different organisational units
 Cultural - build a teamwork ethos or
philosophy in larger organisations
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WORK TEAM ENABLERS
Cooperative relationships help work
teams to develop efficient workplace
practices. The five work team enablers:
 POWER
 ACCOUNTABILITY
 CAPABILITY
 DIRECTION
 TRANSPARENCY
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POWER
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Three sources of Team Power:
- Personal power.
- Positional power
- Situational power.
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Accountability
It describes the team’s responsibilities.
 A team’s effectiveness in meeting its
accountabilities depends on the quality
of the team leader.
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Capability
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A team’s potential depends greatly on
the capability of its members- that is,
their qualification, knowledge, skills &
attitudes. It also depends on the team’s
operating structure.
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Direction
Direction is the line the team works
along to reach its goals.
 A team with a clear direction is more
likely to achieve its intended outcomes.
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Transparency
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Means that it is easy for all members of
a team to understand easily what is
happening in the team.
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STAGES OF TEAM
DEVELOPMENT
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Tuckman Model of Team
Development
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Management experts have identified five
stages that a work team goes through
Understanding these stages and what to
expect during them helps to choose
appropriate techniques to lead employees to
greater productivity and job satisfaction
The Tuckman Model names these stages:
Forming, Storming, Norming, Performing,
and Adjourning (sometimes called
Transforming if the team is an ongoing one)
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Stage 1: Forming
Forming stage may occur twice:
 When the team is new or when a new
member joins the team
 Members may decide whether they
should join, and how well they may fit
 Managers should create a relaxed and
friendly atmosphere for the first team
meeting
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Forming
When a new person joins the team, he or
she may ask:
 How can I benefit from this group?
 What can I contribute to be accepted?
 What are their expectations?
 What are my expectations
 What are their goals? Are they
compatible with my own goals?
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Forming
Existing members may also have
questions:
 Can I trust this person?
 How will this person change the
dynamics of the group?
 Can I work effectively with this person?
 Will this person become a cooperative
team member?
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Building a Team
Things a manager can do to build a new
team or help a new employee
 Tell employees the goals of the team
 Tell them about each other’s strengths
 Have a solid orientation and training
program in place
 Communicate clearly and be available
to answer questions
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Adding New Team Members
Tell new employees information about
their co-workers that will make the new
employees want to be part of the team.
 Tell experienced employees a little bit
about the new person
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Stage 2: Storming
Members may ask:
 Who has the most power to influence
people on this team? Who are the
strong formal and informal leaders?
 How are others in the group influencing
me? Who am I learning from?
 How are others in the work group
influencing each other? Is there really a
team effort?
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Storming
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Is also when teams begin to see conflict or
experience tension – issues to resolve e.g.
company politics, lack of commitment,
miscommunication, hidden agendas, missed
deadlines, competing priorities
The team must learn how to appreciate their
differences and move beyond self interest
Do not ignore the conflict, but bring it into
the open and coach the team on how to
resolve it
Focus members on how to solve problems
and move forward
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Stage:3 Norming
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Occurs when the team identity begins to
crystallise. Team members are growing
comfortable with each other and the feelings
of their co-workers become more important
Team members may have the following
concerns:
Can I freely express my feelings in this
team? Will other members accept
constructive criticism? Is the work
atmosphere open and honest?
When I’m under stress, frustrated, or angry,
can I work things out with the team?
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Norming
When members agree with others or
express positive feelings, do others see
it as honest feedback or do they see it
as insincere praise?
 When members criticise ideas or
express negative feelings, do others
see it as honest feedback or do they
see it as a clash of personalities
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Norming
Patterns for teamwork develop and
they successfully build consensus. The
leader should focus on the issues the
team was formed to address. Other
things the leader should do include:
 Provide time for team members to
share their experiences and attitudes
 Appreciate in public their opinions and
comments
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Norming
Use the feedback provided by group
members whenever possible
 Compliment employees for their
contributions to the team
 Recognise when the team has gone
beyond expectations
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Stage 4: Performing
During this stage, the team values the
individual differences among its
members and produces results at its
highest level
 Members trust each other, enjoy
working together, are highly committed
to the team and have high energy levels
 At this stage the team leader needs to
participate the least
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Performing
Team members are more likely to:
 Spend time discovering the causes of
problems and analyse them
 Seek ideas on the best way to resolve
problems
 Decide if the new way is working or if
different procedures are still necessary
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Stage 5: Adjourning
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If the team was meeting for the performance
of a single task e.g. an ad hoc team, or a
project team, then the final stage is called
adjourning
Here, the team’s work is brought to a close
and the members can celebrate what they
have accomplished
It is a time to evaluate what was done and
how it was done - a good time to determine
what mistakes can be avoided and what
things should be repeated
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Moving Through Stages
Note that teams will not necessarily
progress in a straight line through
these stages. They may stagnate at one
stage for a while before moving on
 As long as the leader recognises the
stages, they are able to respond
appropriately to keep the team focused
on its goals and moving toward the
performing stage
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END
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