1. Module Leader Dr Jo Alleyne

2.  By the end of this session you should be able to explain:  What teams are & how they contribute to the organisation & the individual.  The key features of effective teamwork..  Qualities of successful teams.  Your role within the effective team as team leader & member

3. A team approach places a high value on working together as a group & an individual

4.  Emphasis is placed on goal achievement ie: aligning strategic goals with organisational goals.  Scope for individuals to demonstrate their expertise & experience, & to develop their own potential.  Within health services teams are often multi- disciplinary & multi-organisational.

5. How does a team differ from a group of people working in the same place? John Adair identifies the following features:  Definable membership  Group consciousness  Shared purpose  Interdependence  Interaction  Act in a unitary way

6.  Teams need a balance of roles & styles:  Essential: Completer-finisher, Company worker, Team worker, Chairman  Valuable: Resource Investigator, Monitor evaluator, Shaper, Plant. Which of these roles matches you as leader and member?

7.  Efficient use of resources  Increased productivity  Scope for original ideas  Less duplication of effort  Better understanding of where effort is needed  Commitment to organisational objectives

8.  Capabilities recognised & appreciated  Learning from others  Achieve what you could not have done on your own  See the wider picture  Increases job satisfaction

9.  Induction- to style, methods, values & priorities of organisation  Ideas- creativity thrives between people  Coordination- of complex tasks where different knowledge & skills are needed  Decision-Making- collectively a range of options generated & debated, commitment when involved with decision making

10.  Support teams can give individuals a role and an identity in a large organisation, they offer a way in which individuals can feel recognised, appreciated and looked after.

11.  Good teams are effective in a number of ways:  They carry out their tasks well and efficiently  Members work well together  They are satisfying & rewarding for individual members

12.  Spend 5 minutes thinking about the qualities you would say help to make your team effective.  Think of work & private life  List at least five factors  List what you would identify as “building blocks” for effective teams

13.  THINK ABOUT YOUR OWN CONTRIBUTION TO A TEAM:  ACHIEVING THE TASK: WHAT SKILLS, ABILITIES, EXPERTISE DO YOU BRING TO THE TEAM?  BUILDING & MAINTAINING THE TEAM: GIVE 3 EXAMPLES OF YOUR ACTIONS.  DEVELOPING INDIVIDUALS, GIVE EXAMPLES.

14.  Clear objectives & agreed goals (ASTREAM)  Openness  Support & Trust  Co-operation & Conflict  Sound Procedures  Appropriate Leadership  Regular reviews  Individual development  Good inter-group relationships These contribute towards: Participation, Effective communication, Creativity,& Flexibility

15.  Consider the barriers which could prevent a team from being effective.  Group them under three headings of Internal, External & Individual  Try and give at least three examples of each

16.  POOR COMMUNICATION  LACK OF OBJECTIVES OR PURPOSE  NO AGREED PROCEDURES FOR DECISION MAKING  POORLY ORGANISED AND UNFOCUSED MEETINGS

17.  ORGANISATION’S CULTURE DIFFERENT FROM THE GROUP  DIVIDED LOYALTIES, CONFLICT WITH AIMS  WORK OF TEAM UNDER VALUED OR UNRECOGNISED  CONTINUOUS CHANGES TO TEAM COMPOSITION

18.  AN INDIVIDUAL DOMINATING REST OF TEAM  MEMBER RIDICULING OTHERS’ SUGGESTIONS  RIVALRY OR EXCESSIVE COMPETITION BETWEEN TEAM MEMBERS

19.  Individuals can disturb the team in a number of ways:  Dominating, Topic jumping, Showing aggression, Seeking recognition, Special interest pleading, Showing off, Withdrawing, can you think of any other behaviours?  What do you think causes people to behave badly in a team?

20.  Gate Keeping  Compromising  Harmonising  Supporting & Encouraging  Relieving tensions  Contributive listening

21.  What would you identify as essential qualities & behaviours of effective leaders?  Establish a list of criteria which you view as essential and desirable for an effective team leader.  How do you rate yourself against these criteria?

22.  The three interconnected needs of group life are: to achieve the task, to build and maintain the team,& to develop the individual  Success depends on effective communication, leadership style, clarity of objectives, level of involvement of members:  creativity, flexibility, innovative and receptive to change

23.  COMPANY WORKER  Traits: stable controlled  Practical organiser, turns decisions into manageable tasks. Sincerity, integrity,trusts colleagues  Can be inflexible  Sometimes giving negative, unhelpful criticism of other team members’ suggestions  However: if you want to know what you should be doing, check out the Company worker

24.  Traits: Stable, Dominant, Extrovert instinctively trusts people, free from jealousy.  Good communicator, talking easily, easy to talk to.  Intelligent, but not brilliant, or outstanding creative thinker.  Listens, summarises teams’s feelings, articulates verdicts & decisions

25.  Traits: Anxious, dominant, extrovert.  Task leader, strong personal input, unites ideas, objectives into feasible project  Exudes self- confidence (hiding self doubt)  Personally competitive, intolerant of vagueness & muddled thinking.  Viewed by outsiders as abrasive or arrogant  Makes things happen

26.  Traits: Dominant, very high IQ, introvert.  Source of ideas, proposals new insights  Concerned with big picture  Makes careless mistakes  Uninhibited, prickly can cause offence to team members, particularly when criticising their ideas.

27.  Traits: stable, dominant, extrovert.  Likeable, gregarious,extensive networks,  Explores possibilities outside the group.  Fails to follow up on tasks, short lived enthusiasm  Can spend too much time on irrelevancies.  RI keeps team from stagnation & losing touch with reality.

28.  Traits: high IQ, stable, introvert  Analytical, critical, able to spot the flaws in the argument.  Mulls things over, stops team from following a misguided direction  Needs to be fair minded  Danger that critical powers outweigh receptiveness to ideas

29.  Traits: stable, extrovert, low dominance  Sensitive to individual needs, perceives emotional undercurrents in group  Loyal, likeable, popular, supportive.  May appear indecisive and soft, effect on team noticeable when they are absent, especially in times of stress & pressure.

30.  Complete self – perception inventory into your own & team composition  Is a significant role missing?  Are there too many of one type?  Could difficulties be the result of conflicting team types?  How far does role of team leader affect team behaviour?

31.  Traits: anxious, introvert  Worries about failure, focuses on detail, non – assertive,  Capacity to follow through, perfectionism  Loses sight of big picture, gets bogged down in small detail  A reluctance to “let go”