1. TEAMWORK AND TEAM-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. A Model For A High Performance Diverse Team
Four Key Factors needed for diverse teams to succeed
Development and growth for the team itself
Learning and growth for team members
High Performance Diverse
Team
 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. Acknowledgement of differences Exploration of similarities
Build Diversity Awareness
Awareness
of Self
Acknowledgement of differences
Move on to the job
Awareness
of Other
Exploration of similarities
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. Listening and Responding Listening and Responding
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. Drive Team Development Model
"Driving" - Focusing on mission, goals, priorities and guidelines

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

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

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

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

20. Characteristics Of Effective And Ineffective Teams
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
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
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!!