TEAM BUILDING

Effective teams produce outstanding results and succeed in achieving despite difficulties.   Members feel responsible for the output of their team and act to clear difficulties standing in their way.  A team, therefore, is more than a collection of individuals.  It is in part an emotional entity, rooted in the feelings as well as the thoughts of its members; they actively care about their team’s well being.

Why Have Teams Become So Popular?

 *An energetic group of people who are committed to achieving common objectives, who work well together and enjoy doing so, and who produce high quality results.*According to the definition, a team consists of individuals who relate directly together to get things done.  This suggests a practical limitation on size, because rarely in practice can more than nine people function as single team.*Interdependence*Shared Responsbility*All members share outcome, accountability for team outcomes.

Definition

When a group of people come together to achieve an objective they will go through a series of stages, leading hopefully to a final ‘mature’ stage that equates to effective team functioning. 

The Stages of Team Development

Stage 1 - The Undeveloped Team: The ‘Forming’ Stage

Stage 2 - The Experimenting Team:  The ‘Storming’ Stage 3 - The Consolidating Team:  The ‘Norming’ Stage 4 - The Mature Team : The ‘Performing’ Team

Stage 5 - The Disbanding Team:  The ‘Mourning’

The Main Stages Are As Following :

The features of this stage are: Facilitate ‘getting to know you’ exercise, stimulating

greater personal knowledge. Demonstrate openness by example. Invite members to share their concerns and problems. Encourage consideration of individual strengths and

weaknesses. Make team activities enjoyable. Give maximum support.

Stage 1 - The Undeveloped Team: The ‘Forming’ Stage

The features of this stage are: Encourage greater openness. Begin to involve team members in review of team

performance. Allow conflicts to surface. Question decision making and problem solving

methods. Encourage individual team members to ‘air their

grievances’. Seek common ground. Give high level of support. Find opportunities to experiment.

Stage 2 - The Experimenting Team:  The ‘Storming’ Stage

The features of this stage are: Develop problem-solving skills. Develop decision-making strategies. Develop individual skills. Develop a capacity for the team to compensate for

individual weaknesses. Encourage people to share strengths. Celebrate successes. Clarify objectives Regularly review performance and plan

improvements. Give moderate support.

Stage 3 - The Consolidating Team:  The ‘Norming’ Stage

The features of this stage are: Build bridges with other teams. Experiment with different forms of leadership Allow leadership to change with the needs of the task. Clarify values. Consider the possibilities of enhanced inputs into the

organisation. Encourage informal communications. Fight insularity. Expose team functioning to external scrutiny. Give minimal support.

Stage 4 - The Mature Team : The ‘Performing’ Team

The features of this stage are: Competence has been established at a

high level. Commitment may surge or dip.

Stage 5 - The Disbanding Team:  The ‘Mourning’ Stage

Developing Teamwork Identify the need Know one another Form team charter Perform team tasks Use team tools Work  Together Consensus Cooperate  with  other  Teams Evaluate  Teamwork

Team Building Process

Problem Solving Teams They typically are composed of five to twelve employees from the same

department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.

Self-Managed Work Teams Self-managed work teams are generally composed of ten to fifteen people who

take on the responsibilities of their former supervisors.  Typically, these responsibilities include collective control over the pace of work, determination of work assignments, and collective choice of inspection procedures.  Fully self-managed work teams even select their own members and have the members evaluate each other’s performance.  As a result, supervisory positions take on decreased importance and may even be eliminated.

  Cross-Functional Teams Cross-functional teams are made up of employees from about the same

hierarchical level, but from different work areas, who come together to accomplish a task.  Many organisations have used horizontal, boundary-spanning groups for years. Cross-functional teams are an effective means for allowing people from diverse areas within an organisation (or even between organisations) to exchange information, develop new ideas, solve problems, and coordinate complex projects. 

Types of Teams

As organizations get larger the opportunities for personal expression and satisfaction often becomes less.   Too often the members feel frustrated because they cannot find a clear way of meeting their own needs and aspirations.

Team members often spend a lot of time on retaliation.  They do not use mistakes as opportunities for increased learning and improvements.  Mistakes become an excuse for punishing those who have committed thus giving a vent to their frustrations.

The unhealthy competition between team members - they enjoy backbiting and playing dirty tricks and politics on their own teammates

Symptoms of Ineffective Team Work

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