2. IIMCHL Team-Building Workshop DrVasuprada Kartic For PGDCPM Batch IX, NAC.

3. IIMCHL A team is a collection of individuals guided by a common purpose striving for the same.. With a good team, the whole is better than the sum of the parts (Mallory, 1991)

4. IIMCHL Teams and Groups

5. IIMCHL Traditional Work Groups Teams Leaders dominates and controls the team The leader is facilitator and coach Goals set by organization Goals set by team members Leader conducts meetings Meetings are participative discussions Leader assigns work Team plans work assignments

6. IIMCHL Traditional Work Groups Teams Emphasis on individual performances Emphasis on team performances Workers compete against each other Team members work as cooperative unit Communication flows down from leader Communication flows upward and downward(to and from leader) Information is often hoarded by workers Information is shared Decisions made by leader Decisions made by entire team

7. IIMCHL Good Reasons to Form a Team To solve problems by drawing on the talents of variety of individuals. To foster togetherness in the workplace while tackling projects. To reduce or eliminate a lack of communication among staff members on projects. To heighten productivity by encouraging an atmosphere of cooperation. To achieve a solution that might be unpopular to some but is the desire of the majority.

8. IIMCHL Weak Reasons to Form a Team To lighten the workload of the supervisor (this requires delegation.) To make workers transfer knowledge to one another to save educational costs (these people need training.) To determine the opinions and working styles of the staff (this organization need improved communication.) To get the staff to work harder (they need better supervision or motivation and rewards.)

9. IIMCHL Advantages to You The team-building experience is valuable in many jobs—not just your current position. The skills are useful for: Executive positions. Nearly every executive must, at one time or another, work with or direct a team. Mid-level managers. Whether you supervise two or 200 people, you could be called upon to form a team. Having learned the necessary skills gives you an advantage when the situation occurs.

10. IIMCHL Advantages to You The team-building experience is valuable in many jobs—not just your current position. The skills are useful for: Entrepreneurs. Knowing how to lead a team comes in handy if you are self-employed, operate your own business or are part of a network of associates. You ’ ll be able to tap the brain power and knowledge of others in a group setting. Working with people. Any position where you work with people requires good human relations skills. By exposing yourself to the teamwork process, you ’ ll get greater insight into individual differences and how these differences can be managed to achieve a collective goal

11. IIMCHL Values Exercise

12. IIMCHL Types of Teams (Capezio, 1996) A.Natural Work Teams B.Cross-functional Teams C.Corrective Action Teams D.Hybrid Teams

13. IIMCHL Leader Behavior

14. IIMCHL Indicators of Team Readiness

15. IIMCHL Key Roles in Teams Team Leader Critic Implementer External Contact Coordinator Ideas Person Inspector

16. IIMCHL Characteristics of Team Players (Mallory, 1991) 1.Dominant 2.Influencer 3.Balancer 4.Loyalist

17. IIMCHL Worksheet for Team-Building

18. IIMCHL Key Points to Keep in Mind Understand how and why people work together- the psychology of team-building – and consistently put your knowledge to use. Set goals, objectives and checkpoints to keep team projects on track Select the right people to be on your team. Look for their full potential and cultivate it.

19. IIMCHL Key Points to Keep in Mind Demand the most from yourself and your skills as team leader. Challenge yourself and the team throughout the project, and inspire others to follow you. Delegate with tact and thoroughness. Let others ’ skills help you do your work. Allow others to grow through the tasks you assign them.

20. IIMCHL Key Points to Keep in Mind Motivate your team by giving them their needs and wants, and by rewarding them. Communicate with your team in a concise manner. Have the team give you feedback to demonstrate they understand your message. Eliminate problems quickly when they arise. Confront the difficult situation, determine what action you should take, keep team members informed, if appropriate, then move on to other matters.

21. IIMCHL Key Points to Keep in Mind Give rewards. Reward the whole team, not individuals. Instill team spirit. Monitor team morale and togetherness, and keep it running at an optimum pace.

22. IIMCHL Stages of a Team Life Cycle Infant (stage 1) Adolescent (stage 2) Young Adult (stage 3) Established Performer (stage 4) Disbandment (Stage 5)

23. IIMCHL Focusing on Team Basics Performance Results Accountability Mutual Small number of people Individual Problem Solving Technical/ function Interpersonal Skills Specific goals Common approach Meaningful purpose Commitment Collective work Products Personal Growth

24. IIMCHL How to Make Teams Really Work Inverting the Organizational Pyramid CUSTOMERS  Customer satisfaction Teams Vendor Relationship Teams Partnerships & Joint-Venture Teams Operating Teams Natural Work Teams Cross-functional Teams Corrective Action Teams Hybrid Teams Management Team Function and Department Heads Senior Team CEO VPs   

25. IIMCHL How to Make Teams Really Work Systematic View of Team Development 1 Establish Mission “Mutual Goals and Commitment” 6 Evaluation “Results” 5 Team controls “Focus” 4 Team Dynamics “Maturity” 3 Team Rules and Guidelines “Values/Norms” 2 Team Design And Leadership “Structure”

26. IIMCHL Eight Characteristics of Effectively Functioning Teams (Larson and LaFasto, 1988) A clear elevating goal A results –driven structure Competent members Unified commitment A collaborative climate Standards of excellence External support and recognition Principled leadership

27. IIMCHL Ducks in a Row Exercise

28. IIMCHL Moral When people believe in each other, when they believe that each team member will bring superior skills to a task or responsibility, that disagreements or opposing views will be worked out reasonably, that each member ’ s view will be treated seriously and with respect, that all team members will give their best effort at all times, and that every one will have the team ’ s overall best interest at heart, then excellence can become a sustainable reality.

29. What is Teamwork & Team Building Teamwork Concept of people working together as a team Team player A team player is someone who is able to get along with their colleagues and work together in a cohesive group Team Building Process of establishing and developing a greater sense of collaboration and trust between members

30. Teamwork “ Create A Story ”

31. Why Should We Be a Team? When staff use their skills and knowledge together, the result is a stronger agency that can fulfill its mission “ T o provide accurate information that would assist individuals in achieving a better quality of life. ” People working together can sustain the enthusiasm and lend support needed to complete the work of each program.

32. How does a Team Work Best? A Teams succeeds when its members have: a commitment to common objectives defined roles and responsibilities effective decision systems, communication and work procedures good personal relationships

33. Team Morale Depends On Support Resources Communication Personalities

34. Teamwork Skills Listen Question Persuade Respect Help Share Participate

35. Stages in Team Building Forming Storming Norming Performing

36. Stage 1: FORMING The Team  defines the problem  agrees on goals and formulates strategies for tackling the tasks  determines the challenges and identifies information needed  Individuals take on certain roles  develops trust and communication

37. Team Roles - Leader Encourages and maintains open communication Leads by setting a good example Motivates and inspires team members Helps the team focus on the task Facilitates problem solving and collaboration Maintains healthy group dynamics Encourages creativity and risk-taking Recognizes and celebrates team member contributions

38. Other Team Roles – Members Can Formally or Informally Take on These Roles Initiator - Someone who suggests new ideas. One or more people can have this role at a time. Recorder - This person records whatever ideas a team member may have. It is important that this person quote a team member accurately and not "edit" or evaluate them. Devil's Advocate/Skeptic - This is someone whose responsibility is to look for potential flaws in an idea. Optimist - This is someone who tries to maintain a positive frame of mind and facilitates the search for solutions. Timekeeper - Someone who tracks time spent on each portion of the meeting. Gate Keeper - This person works to ensure that each member gives input on an issue. One strategy to do this is to ask everyone to voice their opinion one at a time. Another is to cast votes. Summarizer - Someone who summarizes a list of options.

39. From Individuals A Group Forms Help members understand each other Myers-Briggs Type Indicator (MBTI) Extraverts ------------------ Introverts Sensors --------------------- iNtuitive Thinker ---------------------- Feelers Judger ----------------------- Perceiver By selecting one from each category, we define our personality type, ESTJ, ENTJ…INFP

40. Relevance to Teams (E/I) Extraverts –Need to think aloud –Great explainers –May overwhelm others Introverts –Need time to process –Great concentration –May not be heard

41. Relevance to Teams (N/S) iNtuitive –Great at big picture –See connections –May make mistakes in carrying out plans Sensor –Great executors –May miss big picture, relative importance

42. Relevance to Teams (T/F) Thinker –Skillful at understanding how anything works Feeler –Knows why something matters

43. Relevance to Teams (J/P) Judger –Good at schedules, plans, completion –Makes decisions easily (quickly) –May overlook vital issues Perceiver –Always curious, wants more knowledge –May not get around to acting

44. Stage 2: STORMING During the Storming stage team members: realize that the task is more difficult than they imagined have fluctuations in attitude about chances of success may be resistant to the task have poor collaboration

45. Storming Diagnosis Do we have common goals and objectives? Do we agree on roles and responsibilities? Do our task, communication, and decision systems work? Do we have adequate interpersonal skills?

46. Negotiating Conflict Separate problem issues from people issues. Be soft on people, hard on problem. Look for underlying needs, goals of each party rather than specific solutions.

47. Addressing the Problem State your views in clear non-judgmental language. Clarify the core issues. Listen carefully to each person’s point of view. Check understanding by restating the core issues.

48. Stage 3: NORMING During this stage members accept: –their team –team rules and procedures –their roles in the team –the individuality of fellow members Team members realize that they are not going to crash-and-burn and start helping each other.

49. Behaviors Competitive relationships become more cooperative. There is a willingness to confront issues and solve problems. Teams develop the ability to express criticism constructively. There is a sense of team spirit.

50. Giving Constructive Feedback Be descriptive Don't use labels Don’t exaggerate Don’t be judgmental Speak for yourself

51. Giving Constructive Feedback Use “I” messages. Restrict your feedback to things you know for certain. Help people hear and accept your compliments when giving positive feedback.

52. Receiving Feedback Listen carefully. Ask questions for clarity. Acknowledge the feedback. Acknowledge the valid points. Take time to sort out what you heard.

53. Stage 4: PERFORMING Team members have: gained insight into personal and team processes a better understanding of each other’s strengths and weaknesses gained the ability to prevent or work through group conflict and resolve differences developed a close attachment to the team

54. Recipe for Successful Team Commitment to shared goals and objectives Clearly define roles and responsibilities  Use best skills of each  Allows each to develop in all areas

55. Recipe for Successful Team Effective systems and processes –Clear communication –Beneficial team behaviors; well-defined decision procedures and ground rules –Balanced participation –Awareness of the group process –Good personal relationships

56. The Results of Team Work

57. Every Team Member Can Help!

59. Everyone Has to Hang in There!

60. Enjoy your Game!

61. Resource Credit Bob Mendonsa and Associates http://www.trainingplus.com http://www/unitar.org www.challenge.nm.org/resources/Team_Building.ppt