PATHWAYS TO QUALIFI LEVEL 4 DIPLOMA IN BUSINESS MANAGEMENT
ABOUT THIS WORKBOOK
The main purpose of this workbook is to support you as you study for the Qualifi Level 4 diploma in Business Management, so it specifically focuses on the content of the syllabusfor the Unit 1.6 Developing Teams.
This workbook provides underpinning knowledge and develops understanding to improve your skills as well as to prepare you for future assessment. If you are studying towards the Qualifi Level 4 diploma in Business Management then, if you choose to do so, you will be assessed on your knowledge and understandingof the learning outcomes.
LEARNING OUTCOMES
1 Analyse the characteristics of teams
2 Evaluate methods for team development
3 Evaluate methods for setting team objectives, and monitoring and evaluating team performance
LO-01:- ANALYSE THE CHARACTERISTICS OF TEAMS
1. Identify the attributes of a successful team
2.Review theoretical models and approaches used to evaluate teams
2.0 EVALUATE METHODS FOR TEAM DEVELOPMENT
2.1 ASSESSMOTIVATIONALFACTORS AFFECTINGDIFFERENTTEAMS
2.2 EVALUATERELEVANT THEORY
LO-03:- EVALUATE METHODS OF SETTING TEAM OBJECTIVES, AND MONITORING AND EVALUATING TEAM PERFORMANCES.
3.1 Identify different approaches to setting team objectives evaluating team performance
3.2 Produce recommendations on how to improve team performance
WHAT IS A TEAM?
THE VALUE OF TEAMS
Work in organizations is interdependent
What Is a Team?
• Two or more people who interact and coordinate their work toward a goal
WHAT IS TEAMWORK?
• Ability to cooperate and communicate effectively with others to achieve a common goal.
• Teamwork can be defined as the skill to work with a team of people collaboratively for achieving a particular goal.
• It plays an important part in the success of a business because it is important for colleagues to work in a team and try their best in all the conditions.
TEAM DYNAMICS
An important aspect of effective teamwork entails understanding group dynamics in terms of both team situation and individual temperament. This section reviews a variety models often applied in workplaces that can help a team perform optimally and manage crises effectively.
WHY TEAMWORK MATTERS
CREATES SYNERGY - THE SUM IS GREATER THAN THE PARTS
SUPPORTSA MORE EMPOWERED WAY OF WORKING
ENCOURAGES MULTIDISCIPLINARYWORK WHERE TEAMS CUT ACROSS ORGANIZATIONAL DIVIDES
FOSTERS FLEXIBILITY ANDRESPONSIVENESS
PROMOTES THE SENSE OF ACHIEVEMENT, EQUITY AND FRIENDSHIP,ESSENTIAL FOR A MOTIVATED WORKPLACE; WHEN MANAGED PROPERLY, TEAMWORK IS A BETTER WAY TO WORK!
WHY WORK IN TEAMS?
A team is “a high-performing task group whose members are interdependent and share a common performance objective.”
-Francis & Young
O bjectives
TYPES O FTEAMS
Life span
• Recommend things
• Make or do things
• Oversee or manage things
• ad hoc
• ongoing (or permanent), taking on different tasks as time goes on
REQUIREMENTS OF TEAMWORK
Creativity and innovation
Improved quality
Speed response
Higher productivity and lower costs
CONTRIBUTIONS OF TEAMS
Enhanced motivation and satisfaction
TEAM CHARACTERISTICS
Design teams for effectiveness
Team performance and productivity peaks at five members
Size
Diverse skills, knowledge, and experience produces innovative solutions
Diversity
Teams must focus on both task and social roles
Member Roles
CHARACTERISTICS OF AN EFFECTIVE TEAMWORK
Credibility
Sense of Purpose Accountability
CREDIBILITY
All the people in the group should take responsibility and accept the credit for their actions as a team and not on an individual basis.
SENSE OF PURPOSE
• There is a need to have a sense of purpose in the team for achieving a specific and clear mission.
• All the members of the team should believe that this mission is necessary to attain.
• It is necessary that the teams must be accountable as a group for all their failures and successes.
ACCOUNTABILITY
• It means that you required rewarding the team as a group for their accomplishments if you are a business owner.
APPRECIATION
• All the members of the group should appreciate the knowledge’s diversity, which the other individual in the group can offer.
• They should use the skills and knowledge of a particular member in a convincing way for achieving the organization’s goals.
COOPERATIVE SPIRIT
There is a need for the spirit of cooperation in a successful team. All the members required to work collectively for achieving the specific missions.
It can be tough if some of the individuals in the group are highly opinionated or strong personalities.
18.2 FIVE CONTRIBUTIONS TEAMS MAKE
BUILDING EFFECTIVE TEAMS
Communication
Problem solving
Negotiation
Trust
Other
Lack of vision
WHY TEAMS FAIL?
Failure to be personally responsible
Conflict between personality
Power struggle
No clear identity
No coaching
18.4 FIVE COMMON DYSFUNCTIONS OF TEAMS
18.5 WORK TEAM EFFECTIVENESS MODEL
• Team size and roles are important
MODEL OF TEAM EFFECTIVENESS
• Team characteristics influence processes
• Good team leaders understand and manage stages of team development
• Team members and leaders must direct processes in a positive manner
INNOVATIVE USE OF TEAMS
• Virtual Teams
• Use technology to build relationships
• Shape culture through technology
• Monitor progress and reward members
• Global Teams
• Cross-border work teams
• Members from different nationalities
• May operate virtually
Formal Team – defined by formal organization structure
Vertical:functionalor command team
TYPES OF TEAMS
Cross-Functional Team
Horizontal: committeewith crossfunctional membership
Special Purpose: project teams
Self-Managed Teams –supervised by elected employee
Diverse skills and functions
Access to resources
Team is empowered to make decisions
18.3 FUNCTIONAL AND CROSS-FUNCTIONAL TEAMS IN AN ORGANIZATION
DILEMMA OF TEAMS
WE MUST GIVE UP OUR INDEPENDENCE
WE MUST PUT UP WITH FREE RIDERS TEAMS ARE SOMETIMES DYSFUNCTIONAL
Forming –orientation and acquaintance
Storming –personalities and roles emerge
STAGES OF TEAM DEVELOPMENT
Norming –conflicts develop
Performing –focus on problem solving
Adjourning –disbandment
18.7 FIVE STAGES OF TEAM DEVELOPMENT
FO RMING
A group of people comes together to accomplish a shared purpose. Their initial success will depend on their familiarity with each other's work style, their experience on prior teams, and the clarity of their assigned mission.
Encourages and maintains open communication
TEAM ROLES - LEADER
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 creativityand risktaking Recognizes and celebrates team member contributions
Initiator - Someone who suggests new ideas.One or more people can have this role at a time.
OTHER TEAM ROLES –MEMBERS
CAN FORMALLY OR INFORMALLY TAKE ON THESE ROLES
Recorder -This person recordswhatever ideas a team member may have.It is important that this person quote ateam 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 ensurethat each member gives inputon 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 summarizesa list of options.
FROM INDIVIDUALS A GROUP FORMS
Help members understandeach 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
• Extroverts
RELEVANCE TO TEAMS (E/I)
• Need to think aloud
• Great explainers
• May overwhelm others
• Introverts
• Need time to process
• Great concentration
• May not be heard
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
• Thinker
RELEVAN CETO TEAMS (T/F)
• Skillful at understanding how anything works
• Feeler
• Knows why something matters
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
STORMING
Disagreement about mission, vision, and ways to approach the problem or assignment are constant at this stage of development. This struggle is combined with the fact that team members are still getting to know each other, learning to work with each other, and growing familiar with the interaction and communication of group members.
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?
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.
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.
NORMING
The team has consciously or unconsciously formed working relationships that are enabling progress on the team’s objectives. The members have consciously or unconsciously agreed to abide by certain group norms, and they are becoming functional at working together
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.
GIVING CONSTRUCTIVE FEEDBACK
• Be descriptive
• Don't use labels
• Don’t exaggerate
• Don’t be judgmental
• Speak for yourself
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.
RECEIVING FEEDBACK
• Listen carefully.
• Ask questions for clarity.
• Acknowledge the feedback.
• Acknowledge the valid points.
• Take time to sort out what you heard.
PERFORMING
Relationships, team processes, and the team’s effectiveness in working on its objectives are syncing to bring about a successfully functioning team. This is the stage at which the real work of the team is progressing.
ADJOURNING
The team has completed its mission or purpose and it is time for team members to pursue other goals or projects.
TEAM COHESIVENESS
Determinantsof Team
Consequences
TEAM NORMS
Team norms – an informal standard of conduct that is shared by team members and guides their behavior
18.8 FOUR WAYS TEAM NORMS DEVELOP
• Teams deal with task conflict and relationship conflict
MANAGING TEAM
CONFLICT
• Balancing Conflict and Cooperation
• Conflict can help eliminate groupthink
• Conflict can cause morale and productivity problems
• Causes of Conflict
• Competition over resources
• Communication breakdowns
18.9 BALANCING CONFLICT AND COOPERATION
TEAM CHARACTERISTICS
Design teams for effectiveness
• Size Team performance and productivity peaks at five members
• Diversity
Diverse skills, knowledge, and experience produces innovative solutions
• Member Roles
Teams must focus on both task and social roles
TASK PERFORMANCE AND SOCIAL SATISFACTION
Task Specialist Role
• Initiating ideas
• Giving opinions
• Seeking information
• Summarizing
• Energizing
• Whole range of feedback sought from a range of people and sources, e.g.:
• Peers
360-DEGREE FEEDBACK
• Subordinates More senior managers
• Internal customers
•
• External customers Individuals themselves
GRAPHIC RATING SCALE
1. Qualityof work
2. Quantity of work
3. Cooperation
4. Dependability
5. Initiative
6. Job knowledge
7. Attitude
Adapted from Exhibit 8.6
GENERIC COMPETENCES
FACTORS IN MOTIVATION
There are seven basic factors that affect our ability to motivate the group, organisation or committee:
Group Size: A group should neither be too large (impersonal) nor too small (overworked).
Group Goals: Even if the purpose of the group is predetermined, it is important that group members be a part of the organisational goal setting process and help establish the group’s direction. Competencies of Members: Leaders must attempt to match individual skills or interests with group tasks. Members should also be provided with the proper resources and information to do those tasks.
Leadership: Participatory and empowering leadership motivates best. A leader should know his/her leadership style and let his/her group members know it also. Leaders must also be cognisant of the stages of group/team development (i.e., forming, storming, norming, performing, and adjourning). Public and private praise, rewards, and/or recognition must be given to group members at appropriate times.
Meeting Time and Length: The meeting time and length should be conducive to the group members attendance. Meetings should be productive, and when necessary, ice breakers should be used to promote team building within the group. If there is nothing to cover — then don’t meet.
Publicity: The group’s activities and its respective membership should be visible to everyone on campus. Improper publicity, or lack thereof, will diminish the significance or importance of the group’s contributions to the campus.
Social Interaction/Fun: Groups should be as informal as possible with plenty of opportunities for relaxed interaction among group members. It is important for individual members to develop a sense of belonging and acceptance with the other group members and group goals.
Theory of Teams and Teamwork
Bruce Tuckman’s Teamwork Theory – Team Stages Mode
Tuckman's introduced 4 stages of team building that is forming, storming, norming and performing. It was first developed in 1965, Tuckman’s model is widely known as a basis for effective team building. Tuckman’s model is significant because it recognizes the fact that groups do not start off fully-formed and functioning. He suggests that teams grow through clearly defined stages, from their as groups of individuals, to cohesive, task focused teams. Tuckman’s teamwork theory is best illustrated on a graph which shows the Link between group relationships and task focus. The optimal or “performing position is reached when relationships have developed within the group and it has started delivering with a clear focus on the task. However, Tuckman’s ideas clearly indicate that it takes time to reach the "performing stage, and it’s normal for these teams to go through ups and downs as they develop relationships. Particularly in the early period, which is perhaps why Tuckman called it the “storming” phase. One limitation of the model may be that it makes team building appear too linear and sequential. Although it’s a useful analytical tool, we must remember that some teams may “loop” around in their development. For example, not all teams evolve smoothly through Tuckman’s stages but may yo-yo between norming and storming until they either begin to function, or are disbanded regardless of limitations, all-well conceived models can be useful in helping us to understand and better manage our circumstances
2) Belbin’s nine team roles theory
2) Belbin’s nine team roles
Dr Meredith Belbin studied teamwork for many years and famously observed that people in teams tend to assume different team roles. He defined a team role as “a tendency to behave, contribute and interrelate with others in a particular way” and named nine such team roles that underline team success. Belbin suggests that, by understanding your role within a particular team, you can develop your strengths, manage your weaknesses as a team member, and improve your contribution to the team. Team leaders and team development practitioners often use the Belbin model to help create more balanced teams. Teams can become unbalanced if all team members have similar styles of behaviour or team roles. If team members have similar weaknesses, the team may tend to have that weakness. If team members have identical team-work strengths, they may tend to compete for the team tasks and responsibilities that best suit their natural styles.
Action Oriented Roles
1.shaper - Challenges the team to improve
2.Implementer - Puts ideas into action
3.Completer-Finisher - Ensure thorough, timely completion
People Oriented Roles
4.Coordinator- Acts as a chairperson
5.Team worker - Encourages cooperation
6.Resource Investigator - Explores outside opportunities
Thought Oriented Roles
7.Plant - Presents new ideas and approach.
8.Monitor-Evaluator - Analyzes the options.
9.Specialist - Provides specialized skills.
Amabile and Kramer’s Progress Theory
Teresa Amabile and Steven Kramer determined the progress theory that achieving consistent, small wins is the biggest indicator of a rich inner work life, enabling people to be more productive, engaged, or creative in their work. Amabile and Kramer came up with six mechanisms that managers can use to help their team achieve small wins :
a) Set clear goals and objectives
b) Allow autonomy) Provide resources) Allow ample time) Provide support and expertise
f) Help people learn from “failure”
In addition to using these mechanisms, everyone should encourage their people to recognize and celebrate their successes, however small.
John Adair’s Theory
Adair’s Theory approaches leadership from a more e practical and simple angle by describing what leaders have to do and the actions they need to take. His model has eight ways of motivating people: a) Be motivated yourself b) select motivated people) Treat each person as an individual) Set realistic but challenging targets) Understand that progress itself motivates) Create a motivating environment) Provide relevant rewards) Recognise success
John Adair’s work aligns with motivational theorists such as Maslow, McGregor and Herzberg. He emphasises the need for team development and team building.
DREXLER/SIBBET TEAM PERFORMANCE MODEL
LENCIONI 5 DYSFUNCTIONS OF TEAM MODEL
Another interesting models of team effectiveness was developed by Lencioni in 2005 when he published his book “The Five Dysfunctions of a Team”. He argued that all teams tend to be dysfunctional. Understanding the type and level of dysfunction can help to improve the teamwork. There are five potential dysfunctions of a team in Lencioni’s model:
• Absence of Trust
• Fear of Conflict
• Lack of Commitment
• Avoidance of Accountability
• Inattention to Results
The model of Lencioni is depicted in the form of a pyramid, and the elimination of dysfunctions should be carried from the bottom up. This effectiveness model is based on all possible issues, conflicts, intrigues and other conditions you should deal with in your work group to stay productive.
J. RICHARD HACKMAN: CONDITIONS FOR TEAM EFFECTIVENESS
Richard Hackman proposed his own model of team effectiveness in 2002. His book
“Leading Teams: Setting the Stage for Great Performances” told about 5 necessary conditions which must boost team productivity. According to Hackman, team effectiveness can be measured by providing products or services that exceed customer expectations, growing team capabilities over time, and satisfying team member needs.
•Team needs work that is designed for teams
– Some tasks are better done by individuals
• • Executive leadership
• • Creativewriting
• Team should be bounded
– Team members know, who is within the team
J. RICHARD HACKMAN: HIGHLIGHTS
• Authority of team should be explicitly defined
• Team should be stable over time
– Actual performance of stable teams increases over time
Real team that means existence of specified team tasks, clear terms, distribution of roles and rights and membership stability.
Compelling direction — whether the team has clear and consequential goals.
Enabling structure — whether the team has well organized management structure and workflow.
Supportive context which should include all necessary resources, rewards and support required for successful collaboration.
Expert coaching — the possibility of high-quality training and mentoring for all team members.
GRPI MODEL: GOALS, ROLES, PROCESSES, INTERPERSONAL RELATIONSHIPS
• Rubin, Plovnick and Fry were among the first who published team effectiveness model back in 1977. This is known as GRPI Model that stands for Goals, Roles, Processes и Interpersonal relationships as key aspects of collaboration.
THE KATZENBACH AND SMITH MODEL
• The next model was proposed by Katzenbach and Smith in 1993 and described in their book “The Wisdom of Teams”. The authors present the model of effective teamwork in the form of a triangle, which corners correspond to the main results of teamwork: collective work products, performance results and personal growth. The sides of the triangle are the three main factors contributing to the achievement of these goals: commitment to common goals, skills that complement one another and accountability — mutual responsibility of all team members for their work.
THE T7 MODEL OF TEAM
EFFECTIVENESS
Another attempt of research on the team effectiveness was done by Michael Lombardo and Robert Eichinger in 1995. They identified 5 factors inside the team and 2 factors outside which influence team effectiveness. The model they proposed is also known as T7 Model: each of the factors begins with the letter “T”
• Thrust — a common team goal
• Trust — confidence in teammates
THE FIVE INTERNAL FACTORS ARE:
• Talent — required skills and experience
• Teaming Skills — effective teamworking
• Task Skills — ability to execute tasks
THE TWO EXTERNAL TEAM FACTORS INCLUDE:
Team-Leader Fit — leader’s ability to satisfy the team needs
Team Support from the Organization — whether the company’s policy is suitable for successful teamwork
THE LAFASTO AND LARSON MODEL
Frank LaFasto and Carl Larson proposed another model of team effectiveness in 2001 which they refer to as the “Five Dynamics of Team Work and Collaboration”. As for their model, 5 components that have to increase the likelihood of team effectiveness are:
• Team members— what makes a good team member?
• Team relationship — what behavior contributes to the effective interaction of team members?
• Team problem solving — what behavior of team members is helpful at problem solving?
• Team leadership — what behavior of leaders fosterteam success?
• Organization environment — what company’s processes and policies contribute to clarity and commitment in the team?
Another interesting research also known as “Project Aristotle” and launched in 2012 was carried out by the Google team which specified the five keys to a successful team work as follows:
THE FIVE KEYS TO A
SUCCESSFUL
GOOGLE TEAM
• Psychological safety: can we take risks on this team without feeling insecure or embarrassed?
• Dependability: can we count on each other to do high quality work on time?
• Structure & clarity: are goals, roles and plans on our team clear?
• Meaning of work: are we working on something that is personally important for each of us?
• Impact of work: do we fundamentally believe that the work we’re doing matters?
DISC MODEL
DISC theory, developed in 1928 by Dr . William Moulton Marston (who also, as it happens, created the Wonder Woman comic series!), has evolved into a useful model for conflict management as it predicts behaviours based on four key personality traits he originally described as Dominance, Inducement, Submission, and Compliance.[5] The names of these four traits have been variously revised by others over the decades, so you might find different terms used in different contexts.
The four general traits are now often described as (1)
Dominance, (2) Influence/Inspiring (3)
Steadiness/Supportive, and (4)
Compliance/Conscientiousness
• Industries often use DISC assessments in professional contexts. Having some insight into your teammates’ personality traits can help when trying to resolve conflicts. General characteristics of each trait are as follows:
• Dominance
• Characteristics: direct, decisive, ego-driven, problem-solver, and risk-taker; likes new challenges and freedom from routine; driven to overcome obstacles
• Strengths: great organizer and time manager; challenges the status quo; innovative
• Weaknesses: can be argumentative, disrespectful of authority, and overly ambitious (taking on too much); can be blunt, stubborn, and aggressive
Inspiring/Influential Characteristics: enthusiastic, persuasive, optimistic, trusting, impulsive, charismatic, and emotional
• Strengths: creative problem solver; great cheer-leader, negotiator,and peace-maker; a real “people person”
• Weaknesses: more concerned with popularitythan tangible results; lacks attention to detail
Steady/Supportive
• Characteristics: reliable, predictable, friendly, good listener, team player, empathetic, easy-going, and altruistic.
• Strengths: dependable, loyal; respects authority; has patience and empathy; good at conflict resolution; willing to compromise.
• Weaknesses: resistant to change; sensitive to criticism; difficulty prioritizing
Cautious/Conscientious/Compliant Characteristics: has high standards; values precision and accuracy; analytical and systematic; even-tempered, realistic, and logical; methodical; respect for authority
• Strengths: great information gatherer/researcher; able to define situations precisely and accurately; offers realistic perspective
• Weaknesses: can get bogged down in details; needs clear boundaries, procedures, and methods; difficulty accepting criticism; may avoid conflict or just “give in.” May be overly timid.
THOMAS-KILMANN CONFLICT MODE MODEL
Thomas and Kilmann’s model[7] for handling team conflict outlines five main approaches to managing team conflict (Competing, Accommodating, Compromising, Avoiding, and Collaborating), placed in a matrix of two scales: Assertiveness—the degree to which one tries to meet one’s own needs; and Cooperativeness—degree to which one tries to satisfy the needs of other team members.
Each approach can have both positive and negative impacts:
1. Competing: highly assertive, but uncooperative behaviour, characterized by the urge to “win at all costs,” dominate, and engage in power struggles. This can result in animosity, but can also spur teammates to compete constructively, which can lead to interesting innovations if well managed.
2. Accommodating: highly cooperative, but unassertive behaviour. This may seem like a good way to avoid conflict, but it can also lead to self-silencing of good ideas in order to appease others, which may lead to feelings of resentment.
3. Compromising: this approach is the most moderate in both scales, and while it might seem constructive, it can lead to dissatisfaction and mediocre progress or results. Sometimes compromise is necessary, but often, the best solution comes from a single inspirational source.
4. Avoiding: being unassertive and uncooperative is generally the least effective way to deal conflict, as this simply avoids the problem and neglects the need for a solution. However, when a feasible solution to a problem seems impossible, sometimes ignoring it and focusing on what is good can be the best way to just get through it.
5. Collaborating: being highly assertive and cooperative is the best way to find solutions that benefit the whole team and build respect.
BENEFITS OF WORKING IN TEAMS
A MORE COMPLETE WORKING KNOWLEDGE OF THE PROCESS
A MORE OPEN ATMOSPHERE WITH LESS BLAMING OF OTHERS FOR PROBLEMS
A GREATER NUMBER OF IDEAS TO RESOLVE PROBLEMS
GREATER ACCEPTANCEANDA HIGHER IMPLEMENTATION RATE OF SOLUTIONS
QUALITY IMPROVEMENT TEAMS
Tackle
Have
Rely on
Rely on the mutual support and cooperation that occurs between team members as they work on a project
greater understanding of the issues and concerns that have an impact on their work
sharing ideas and being creative
stronger working relationships with many different associates new skills satisfaction of knowing they are part of the solution
INDIVIDUAL TEAM MEMBER BENEFITS
TEAM ROLES
Calls and facilitates meetings
Handles/assigns administrative details
TEAM LEADER DUTIES
Orchestrates all team activities
Oversees preparations for reports and presentations
Ultimately, it is the leader's responsibility to create and maintain communication and work processe team members
Clear role definition
Careful time control
Sensitivity to each other’s needs and expression
CHARACTERISTICS OF EFFECTIVE TEAM LEADERS
Good preparation
A high level of interest and commitment
Few interruptions and distractions
TEAM RECORDER
• Maintains minutes and agendas
• Coordinates the preparation of reports, documents, storybooks, storyboards
• Often rotates among team members
TIMEKEEPER
• Watches the time
• Reminds the team of how much time remains for a particular agenda item and remainder of meeting
• Often rotates among team members
FACILITATOR
Observes team processes
Gives both supportive and constructive feedback
Often this person is the improvement coach
TRAINER
Imparts knowledge and builds skills
Addresses improvement topics, use of improvement tools and techniques, group process skills, and team building
Often this person is the improvement coach
EFFECTIVE TEAM MEMBERS
Contribute Contribute fully to the project
Share
Share their knowledge and expertise
Participate in Participate in all meetings and discussions
Complete Complete assignments on time.Apply the steps of the quality improvement process
WHAT IS TEAM BUILDING?
THE PROCESS OF DELIBERATELY HELPING A GROUP DEVELOP INTOA COHESIVE AND EFFECTIVE UNIT
NEED FOR TEAM BUILDING
Unrealistic to assume that individuals naturally know how to function together as a team
Example: flight crew going to the moon
Based on the strengths of individual team members, as well as stages of team development
TEAM BUILDING IS A PROCESS, NOT AN EVENT
• Initially most teams require facilitation and training assistance to reach their full potential
• Over time, the team will become experienced enough to take on team building tasks independently
ROLE OF THE IMPROVEMENT COACH IN TEAM BUILDING
• Using his or her facilitation skills
• Providing just-in-timetraining
• Conducting specific team building activities
THEORIES OF TEAM BUILDING
BELBIN’S THEORY OF TEAM ROLES
Belbin created a list of nine roles that every team should have. These roles are Plant, Resource investigator, Coordinator, Shaper, Monitor Evaluator, Team Worker, Implementer, Completer-Finisher,and Specialist.
HIERARCHY OF NEEDS THEORY BY ABRAHAM MASLOW
Maslow created a pyramid of the motivation in humans. The bottom starts off with Physiological items like food. The next section is Safety like the security of health. The third section is Love/belonging and an example would be family. The fourth is Esteem, meaning something like respect by others. The final section is Self-actualization and an example of this is morality.
ISABEL BRIGGSMYERS
AND HER MBTI THEORY
The Myers-Briggs Type Indicator (MBTI) is a personality test that perceives how people perceive the world. This is good for teamwork because it can help the team understand each other better.
JOHN ADAIR’S LEADERSHIP THEORY
This theory is a perfect model for what leadership and management should look like
CARL JUNG’S
COLOR THEORY
Jung’s theory is about how colour is a determinant of human behaviour. By understanding this, you can better understand why people in your team do what they do.
TAJFEL’S THEORY ON
SOCIAL IDENTITY
This theory presented the idea of social identity as a great way to describe inter-group behaviour.
X AND Y THEORY DEVELOPED BY DOUGLAS MCGREGOR
The X and Y theory is a description of how humans are motivated. This is also one of the most important theories that managers and employees should be familiar with.
STAR TEAM MODEL
The STAR team performance model brings together teamwork theories with some of the main principles of the happy manager. Focusing on individual strengths particularly when in the pursuit of goals that are meaningful to make a difference is a crucial building block for being happier.
WOODCOCK’S ANALYSIS
The model is practical and therefore allows direct action to be carried out as a result of comparing the team to the model. It allows the team to focus on one or two issues at a time to work on. From the team builder’s point of view it enables you to design an event with some very clear and specific goals and therefore to design your exercises accordingly.
BENEFITS OF TEAMWORK
• It boosts productivity
• It provides a support network
• It encourages innovation
• It improves morale
• It attracts talent
• It establishes strong relationships
• It improves customer service
• It allows flexibility
• It teaches conflict resolution skills
• It advances your career
BENEFITS OF TEAMWORK CONTD…
• FOR EMPLOYEES
• Tasks are completed more quickly
• Greater job satisfaction
• Work is often more enjoyable – happier workplace
• Ability to draw on other peoples’ experiences and ideas – getting support in the workplace
• FOR EMPLOYER
• Improved production and higher staff morale
• Reduced staff turnover
• Increased profits and product quality
• FOR CUSTOMERS
• Better products and customer service
DISADVANTAGES OF TEAMWORK
• Differences in Work Styles
• Longer Decision Times
• Conflicts and Disagreements in a Team
• Reduced Innovation and Creativity
• Reward Creative Thinkers
• Motivate and Encourage Active Collaboration
• Task ambiguity
• Unequal participation
IN A TEAM
• More time may be needed to reach a decision and act
• There may be pressure to conform to team norms and attitudes
• There may be resistance to change if the team’s culture is negative
• A dominant person may influence the team’s decision-making
• There is more opportunity for conflict to emerge and continue
• It may be difficult to work out who is responsible for action
TEAM BUILDING ACTIVITIES
BENEFITS OF TEAM BUILDING ACTIVITIES
INCREASED TRUST CONSTRUCTIVE CRITICISM A LEANER AND FASTER ONBOARDING
ICEBREAKER GAMES
Often times we work like cars: we need to be warmed up to properly function. If this is your goal, then use icebreakers to loosen up the atmosphere, set the stage for more complex activities, or introduce new hires to the team.
TRADING CARDS
You’ll need: index cards, markers
Time: 10-15 minutes
Group size: Unlimited
Instructions: Remember baseball or Pokemon trading cards? For this fun team building activity, you’re the one who’s being “traded”. Give out large-scale index cards and markers to each team member. Ask them to create a personal trading card of themselves, with their name, self-portrait, nickname, and one fact about them that everyone is less likely to know about. Then have the cards go from one person to another in no particular order. Participants can hold onto a card if they find the card’sfact interesting and want to know more about it from its owner. The exercise is great because it gives everyone a visual snapshot of each player while triggering conversations on the go.
PENNY FOR THOUGHTS
• You’ll need: pennies or any coins with listed years, box or bucket
Time: 10-15 minutes
Group size: Unlimited
• Instructions: It might be difficult to start working on a project without properly knowing your colleagues. To loosen up the atmosphere in a short time, gather coins with listed years on them so that you have one for each member. Then drop them in a box or bucket. Remember to check every coin so that the dates are not older than the youngest team member. Finally, have each team member draw a coin and share a memorable moment from their lives that happened in the year when the coin was minted. This brings a sense of familiarity among them and smoothens out future conversations.
STRATEGIC TEAM BUILDING GROUP ACTIVITIES
They might look like icebreakers at a first glance, but don’t be fooled. Their aim is to foster a shared team identity by looking into how your employees perceive the company and what influences their opinions.
CONCENTRATION
• You’ll need: index cards
Time: 45-60 minutes
Group size:Unlimited
• Instructions: Much like the “Concentration” game from childhood, where you flipped over two cards at the same time to find the matching pairs, this activity demands agility and observation spirit. Create a deck of cards with photos or words about your company. These might be photos of your team, logos, products, or value statements. Face all the cards down, then split the group into teams. Each team has to take turns and lift only two cards at a time to see if they match. The one that finds all the pairs in the shortest time wins. The activity is ideal for new hires who need a fun, yet quick way to learn more about the company. But it isn’t limited only to them. Old hires can brush up their knowledge and stay up to date with the latest organizational changes too.
PROBLEM SOLVING ACTIVITIES
GROUP TIMELINE
You’ll need: a pinboard, pins, paper, pens
Time: 60 minutes
Group size: 5-8
Instructions: On the pinboard, draw a blank timeline. Make sure to date it back to the year when your oldest employee was born or when the company was founded. Add years to it, then write down on paper slips the most important company dates (like when it was founded, merged, etc.).
Pin them to the corresponding year. Next, ask your team members to think about 3 or 4 events that marked their lives (like graduating college, moving abroad, having a child, etc.) and pin them on the timeline when they occured. The activity brings into perspective the gap between generations. It’s a great starting point for debates that concern the way you collaborate as a team.
BRIDGE BUILD
You’ll need: building materials (like legos, toy bricks, straws, marshmallows, etc.), tape, paper, pens, sheets
Time: 50 minutes
Group size: 8-16
Instructions: Before entering into meetings that require serious brain power, warm up with this game. Split the group into two teams. Then explain how they each have to build half of a bridge with the materials provided. At the end, the bridges should be similar in design and connect. The trick is they can’t see each other, so they’ll have to rely on verbal communication. Remember to set the room up first and place the sheets to divide them. Also, provide the same number of items to each team. In terms of timing, give them 10 minutes to come up with a design, and 30 minutes for building.
TEAMWORK ACTIVITIES
Communication, balance, and trust – these are the traits of healthy teamwork. The following games and fun team building projects for work will test you and make you realize that a team’s value is greater than the sum of all its team members.
MAGIC CANE OR HELIUM STICK
• You’ll need: a light stick or cane
Time: 20 minutes
Group size: 8-12
• Instructions: A simple, yet frustrating activity, Magic Cane or Helium Stick requires teams to lower a lightweight stick to the ground using only their index fingers. To start with, the group forms two lines and face each other. They then hold their arms out with their index fingers in front with the cane placed on top of them. Advise the group to balance their finger heights until the cane stands horizontally, then lower it down. They’ll probably raise and drop it first, but they’ll get the knack out of it. Don’t forget that all feet have to remain on the ground. Pinching or grabbing the stick is not allowed. The activity encourages co-workers to recognize that each one of them is needed for the team to succeed.
M&M ARM
WRESTLE
• You’ll need: a bag of M&Ms
Time: 15 minutes
Group size: 4-20
• Instructions: Ask the participants to pair up and assume an arm wrestling position. They can either stand on the floor or at a table. Whenever they pin down their partner’s arm, they win a point. The goal is to earn as many points as possible before the time goes out – usually 10 seconds. What you’ll notice is that people will focus more on competition and wrestle arms with each other (Win-Lose situation), rather than work together and win points for both sides (Win-Win situation). Give them a couple of extra rounds so they can figure it out for themselves. The bottom line is that winning at all costs, even at your co-worker’s stake, is counterproductive. But wait, where do M&Ms come into play? For each point earned, the participants will get an M&M candy. A great incentive for both kids and adults alike. And you can use them during all activities for team building.
CREATIVE TEAMWORK ACTIVITIES
Quite often, the creator in each one of us lies dormant and undisturbed. To wake this spirit up, try the following team builder activities that rely on improvisation and dealing with things as they come.
SALES PITCH
You’ll need: any random desk object Time: 60 minutes Group size: 6-12
Instructions: This team building game is all about improvisation. Each colleague should grab a random object from their desk and bring it to the conference room. This is their product now and they need to improvise a sales pitch aroundit. Let them come up with a name, logo, and motto for it to make the drill more realistic. Have them deliver a two minutes presentation to convince the others to buy it. Instruct the participants who want to buy any product to raise their hands and keep score of them. At the end, discuss which were the top sold products and why. This simple team activity is great for reframing the status-quo and seeing things from a different perspective.
GRAB BAG SKITS
You’ll need: paper bags, random objects
Time: 45-60 minutes
Group size: 12-20
Instructions: To loosen up the tension in a fun and energizing way, play grab bag skits. Teams of 3 to 6 get a paper bag which is filled with random objects – from the office or pre-purchasedones. Their task? To create a 4-5 minutes skit using those objects. The gist is that nobody knows what’s in the bags. This encourages the use of common objects as replacements for different terms (a pair of glasses can act as a bicycle, for example). Remember that each team member needs to be the speaker at least once. At first, this will frighten the introverts, but at the same time will give them the opportunity to get more casual and bond with their colleagues.
VIRTUAL TEAM BUILDING ACTIVITIES
GOOD READS ON TEAM WORK AND TEAM BUILDING
• The 5 Languages of Appreciation in the Workplace: Empowering Organizations by Encouraging People
• Nine Lies About Work:A Freethinking Leader’s Guide to the Real World
• Driven by Difference: How Great Companies Fuel Innovation Through Diversity
• Leaders Eat Last: Why Some Teams Pull Togetherand Others Don't
• Mastering Collaboration: Make Working TogetherLess Painful and More Productive
• The Catalyst Effect: 12 Skills and Behaviors to Boost Your Impact and Elevate Team Performance
• Collaborative Intelligence: Thinking with People Who Think Differently
• The Five Dysfunctions of a Team: A Leadership Fable
REFERENCES
• Aubé, C. and Rousseau, V., 2011. Interpersonalaggression and team effectiveness: The mediating role of team goal commitment. Journal of Occupational and Organizational Psychology,84(3), pp.565-580.
• Baltzan, P., Phillips, A., Haag, S. and Haag, S., 2009. Business Driven Technology.Boston: McGraw-HillIrwin.
• Bautechnik,2010. Rolf Katzenbach 60 Jahre. 87(6),pp.367-368.
• Benoliel, P. and Schechter,C., 2018. Teamwork doubting and doubting teamwork. Improving Schools, 21(3), pp.225-239.
• Cooley, C., 2002. Teamwork – what teamwork?. CancerNursing Practice,1(1),pp.18-18.
• De Meuse, K., 1992. Teamwork: What Must Go Right/What Can Go Wrong Carl E. Larson and Frank M. J. LaFasto, Sage Publications, Newbury Park, California, 1989, No. of Pages: 150. Journal of Organizational Behavior, 13(6), pp.637-638.
• Frazer, R. and Oswald, P., 2009. Teamwork!. New York: Simon Spotlight.
REFERENCES
• Gregory, H., 2013. Teamwork. North Mankato, Minn.: Capstone Press.
• Journal of Organizational Psychology, 2020. TeamPerformance in Dynamic Settings: Evaluating Shared Team Mental Model Similarity & Accuracy.20(2).
• Krul, J., Nicieza, F. and Scott, N.,2011. Team Building. London: DC Comics.
Kybernetes,2011.The Five Dysfunctions of a Team:A Leadership Fable.40(1/2).
O'N eill,T., Goffin,R.and Gellatly,I., 2012.The Knowledge,Skill, and Ability Requirements for Teamwork: RevisitingtheTeamworkKSA Tests validity.InternationalJournal of SelectionandAssessment, 20(1),pp.36-52.
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Purg,D., Isabella,L., O'Grady,S.and Kenfelj,H., 2001.TeamBuilding. Ljubljana:Gospodarski vestnik
Stewart,B. and Powell,S., 2004.Teambuildingand team working.Team
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Trippe,B.and Baumoel,D., 2015.Beyond the ThomasKilmann Model:Into Extreme C onflict.Negotiation Journal, 31(2),pp.89-103.