TEAMS and TEAM BUILDING

"A single arrow is easily broken, but not ten in a bundle "A single arrow is easily broken, but not ten in a bundle." Japanese Proverb "A single arrow is easily broken, but not ten in a bundle." Japanese proverb

Ken Blanchard ""Interdependent people combine their own efforts, with the efforts of others to achieve their greatest success." e of us is as smart as all of uStephen Covey s."

Henry Ford "Coming together is a beginning. Keeping to"Coming together is a beginning. Keeping together is progress. Working together is success.“ Henry Ford progress. Working together is success." H

"Talent wins games, but teamwork and intelligence wins championships.“ Lee Iacocca "Talent wins games, but teamwork and intelligence wins championships.“ Michael Jordan “ I have always found that the speed of the boss is the speed of the team.“ "A major reason capable people fail to advance, is that they do not work well with their colleagues."

""No one can whistle a symphony. It takes an orchestra to play it.“ H.E. Luccock ""No one can whistle a symphony. It takes an orchestra to play it.“ H.H. Luccock No one can whistle a symphony. It takes an orchestra to play it."

"A group becomes a team when each member is sure enough of himself and his contribution to praise the skill of the others." Norman S Hidle

“Never doubt that a small group of thoughtful, committed people can change the world. Indeed. It is the only thing that ever has." Margaret Mead

What is a Team? 1. A small number of people 2. With complementary skills 3. Who share a common purpose and goals 4. A commitment with a common vision of progress. 5. And mutual responsibility Source: Katzenbach & Smith, 1993

Team Building Team building is not about getting everyone to see things the same way. An effective team leverages each team member’s unique way of seeing, thinking and acting in order to illuminate all possibilities, minimize risk and produce effective results. Source: Katzenbach & Smith, 1993

STAGES OF TEAM DEVELOPMENT According to Tuckman’s (1977) Model FORMING STORMING NORMING PERFORMING

Forming Stage The period when team members meet and begin to create relationships among themselves and with their leader At this stage, team members defer decisions to their leader Photo courtesy of Clipart.com Chapter 5, Lesson 1

Forming Stage Members have limited commitment to the team Members are concerned about what’s going to happen in the future They have not yet developed a high degree of trust They focus on the task at hand rather than on long-term goals or results Chapter 5, Lesson 1

Storming Stage A period during which personalities begin to clash as members try to overcome their natural tendency to focus on their own needs During this phase, communication may be unproductive, or even damaging Chapter 5, Lesson 1

Storming Stage Some members may be unwilling to accept group rules or norms Some may confront each other or the leader They are still unwilling to fully trust one another Photo courtesy of Clipart.com Chapter 5, Lesson 1

Norming Stage The team begins to work together as a whole As a result of their leader’s patience, guidance, and role modeling, team members begin to see the advantages of teamwork Trust grows as members share more and more experiences, training, and activities Chapter 5, Lesson 1

Norming Stage Team members give each other feedback and share thoughts and ideas Team standards develop, and the team develops a shared work ethic Team members begin to support one another, and individual differences become less divisive A team spirit begins to emerge Chapter 5, Lesson 1

Performing Stage The stage at which the team works at its best You’ve heard the expression, “The whole is greater than the sum of the parts” That’s a perfect description of an effective team Chapter 5, Lesson 1

Performing Stage The team’s vision, roles, and processes are clear Communication is open Photo courtesy of Clipart.com Chapter 5, Lesson 1

Performing Stage Members feel free to share their own views They have a high degree of trust in their leader and each other The focus is on continuing to improve performance rather than simply on completing a task Chapter 5, Lesson 1

Performing Stage Team members are thinking about long-term goals They make up for gaps in each other’s skills and knowledge, and they help each other learn Chapter 5, Lesson 1

REFERENCES Mendoza, T. L. (1999) Social work with group. Philippines: Mega-books Company. Tuckman, B. (1965) Developmental sequence in small groups. Psychological Bulletin, 63, 384-399. Tuckman B, and Jesen, M,. (1977) Stages of small group development. Group and Organizational Studies, 2, 419-427.

© 1991-2004 Allan Drexler and David Sibbet Drexel and Sibbet’s proposal introduces a dynamic component to team performance. The system is rooted in group process theory and identifies stages. Each stage is a concern the team must address. Notice that at each stage there are issues to be resolved and some that will go unresolved.

Focusing on Team Basics Performance Results Skills Accountability Commitment Collective Work Products Personal Growth * Problem solving * Technical/ functional * Interpersonal * Mutual * Small number of people * Individual * Specific goals * Common approach * Meaningful purpose Source: Katzenbach & Smith, 1993 The vertices of the triangle indicate the achievement possible with teamwork. These requires Skills and Accountability, both of which rest upon Commitment.

Ten Characteristics of a High Performance Team Clear Goals Defined Roles Open and Clear Communications Effective Decision Making Balanced Participation Valued Diversity Managed Conflict Positive Atmosphere Cooperative Relationships Participative Leadership Notice that the four bottom blocks make up the base on which to build the pyramid. Clear goals and Defined Roles, sustain Balanced Participation. Defined Roles and Open and Clear Communications, sustain Valued Diversity Open and Clear Communications and Effective Decision Making, sustain Managed Conflict. To have a Positive Atmosphere, we require Balanced Participation and Valued Diversity. Cooperative Relationships rest on Valued Diversity and Managed Conflict. A Positive Atmosphere and Cooperative Relationships, can sustain Participative Leadership. Source: Biech (2008)

The Five Dysfunctions of a Team Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST Source: Lencioni, 2005 The Five Dysfunctions of a Team The true measure of a team is that it accomplishes the results it sets out to achieve. To do so in a consistent manner, it must overcome these five potential dysfunctions. The single most important element is trust—at a fundamental and emotional level; i.e. comfortable being vulnerable with one another. Teams that trust one another are not afraid to engage in passionate dialogue and are not afraid to disagree. (Conflict) Teams that engage in unfiltered conflict are able to achieve genuine buy-in around important issues. (commitment) Teams that commit to decisions and standards hold one another accountable. Teams that trust one another, engage in conflict, commit to decisions, and hold one another accountable are very likely to set aside individual needs and agendas and focus on team results.

BECOMING A REAL TEAM A group of people working together does not equate to a team. Working groups: Unlike teams, working groups rely on the sum of “individual bests” for their performance. They pursue no collective work products requiring joint effort. Unlike teams, working groups come together to share information, perspectives and insights to make decisions that help individuals do their own job better and to reinforce each other’s individual performance standards. But the focus is always on individual performance and accountability.

Real team: This consists of a small number of people with complementary skills who are equally committed to a common purpose, goals and working approach for which they hold themselves mutually accountable. High performance team: This group goes beyond a real team in that members are also deeply committed to one another’s personal growth and success.

Working as a Team You might know of a sports team that has no stars, but that team wins game after game. Why? One reason is that the players and coaches work together harmoniously They put the team first

Effective Teams Every successful team or group has five common characteristics: Goals Rules Roles Communication Participation

Goals A goal is a team’s target or objective It gives team members a sense of purpose or focus When you know your target, you have a much better chance of hitting it The goal should be specific and measurable

Rules A rule is a guideline for membership, conduct, or performance

Roles One of the advantages of teamwork is specialization—team members have different roles A role is the specific job or task assigned to a team member Roles can shift; they need not be permanent But at any given time, each team member must know what his or her role is

Communication Good communication is critical to effective team performance Communication should be objective, honest, and focused on the team goal, rather than on personal matters

Communication Tips Listen actively Ask questions Give constructive feedback Don’t express opinion as fact Don’t interrupt Critique the idea not the person Be aware of body language Restate original idea to make sure it is understood

Participation Team members typically focus on performance and collective improvement To do this, members need to be interactive Participation is balanced Each member’s actions complement, or round out, those of the other members Members build on each other’s strengths and make up for any weaknesses Chapter 5, Lesson 1

Suggestions for Organizing Define a common goal List tasks to be accomplished Assign responsibility for tasks Develop timeline

Developing Ministry Teams Biblical basis for ministry teams Exciting people for ministry