1. TEAMS and TEAM BUILDING

2. "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

3. 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."

4. 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

5. "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."

6. ""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."

7. "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

8. “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

10. 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

11. 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

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

13. 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
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Chapter 5, Lesson 1

14. 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

15. 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

16. 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
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Chapter 5, Lesson 1

17. 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

18. 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

19. 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

20. Performing Stage The team’s vision, roles, and processes are clear
Communication is open
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Chapter 5, Lesson 1

21. 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

22. 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

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

25. © 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.

26. 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.

27. 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)

28. 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.

29. 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.

30. 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.

31. 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

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

33. 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

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

35. 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

36. 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

37. 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

38. 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

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

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