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Module One: Getting Started
For most of us, teamwork is a part of everyday life.
Whether it’s at home, in the community, or at work,
we are often expected to be a functional part of a
performing team.
TE!W"#$ % TE! &'()*(+------------------------...
A Report On: Teamwork
Assigned By: ir !uhammad +adeem $han
Course Title: "/ce dministration %
!anagement 0Evening1
Institute: Ensign 2ommuni3u405ead "/ce67, $arachi1
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This workshop will encourage participants to explore
the di8erent aspects of a team, as well as ways that
they can become a top6notch team performer.Coming together is a beginning; keeping together is
progress; working together is success. 0 John D.
Rockefeller)
An Overview of Tuckan and
!ensen"s #our$%&ase Model
• The Forming tage
• The torming tage
• The +orming tage
• The 7erforming tage
Module Two: Types of Teas
The !erriam Webster *ictionary de9nes a team as a
number of persons associated together in work or
activity. Teams are formed for many purposes.
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Examples include pro:ect teams, ad6hoc teams,
3uality improvement teams, and task forces.
ometimes the team is formed to work on a goal as anad:unct to a traditional hierarchy in an organi;ation.
t other times, the team is designed to replace the
hierarchy.
Getting' good players is easy. Getting him to play
together is the hard part. 0Casey tengel)
T&e Traditional Tea
• team gains a shared understanding and
purpose among team members, as distinguished
from a group.
• Teams re3uire mutually agreed6upon operating
principles.
• team is interdependent< everyone works for the
good of the team, not for oneself.
• E8ective teams distinguish task from process.
Self$'irected Teas
•
self6directed team is a team that is responsiblefor a whole product or process.
• The team plans the work and performs it,
managing many of the tasks supervision or
management might
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• facilitator helps the group get started and stay
on track.
($Teas
• Workers can be located anywhere in the world
• =irtual environments can give shy participants a
new voice
• !embers have less commuting and travel time,
so they tend to be more productive
• 2ompanies gain an increasingly hori;ontal
organi;ation structure, characteri;ed by
structurally, and geographically distributed
human resources.
)allarks of T&is Stage
• t the same time, the members are establishing
dependency relationships with leaders, fellow
team members, or any standards that existed
when the group formed.
• !embers behave independently when the team
forms. While there may be good will towardsfellow members, unconditional trust is not yet
possible.
*&at to 'o As a +eader
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• 7rovide an environment for introductions
• 2reate a climate where participants can begin to
build rapport
• 7resent a solid 9rst agenda so that the goals for
the team are clear.
• *&at to 'o As a #ollower
• &ecause the members of a new team may
experience uncertainty and apprehension, it’simportant to help members feel comfortable and
that they are a part of the group.
• (n addition, helping team members enhance their
listening skills will allow them to focus more
clearly on the ob:ectives
Module T&ree: T&e Second Stage of
Tea 'evelopent , Storing
We will look at the torming phase where the team
focuses on their ob:ective. This is the reason the team
was created, and we will break down where the
leaders and followers 9t into this stage. Team
members will now begin to 9ll certain rolls and the
team is starting to come together.
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Con!ict is ine"itable# but combat is optional. 0$a%
&ucade)
T&e )allarks of T&is Stage
• (n the torming phase, the team starts to address
the ob:ective0s1, suggesting ideas.
• (t empowers itself to share leadership.
*i8erent ideas may compete for consideration, and if
badly managed, this phase can be very destructive for
the team
*&at to 'o As a +eader
• The leader must address any con>ict immediately
and directly so issues don?t fester.
• "nce you understand two sides to an issue, you
can help the team generate a win6win solution.
• ssertive communication is an important skill
during this phase of the group?s evolution.
Module #our: T&e T&ird Stage of
Tea 'evelopent , -oring
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&y now the team should be in place and everyone has
their role with progress beginning on the ob:ectives.
oals have been set and people are now beginning towork on their tasks.
Good ideas are common; what's uncommon are
people who'll work hard enough to bring them about.
0 shleigh (rilliant)
T&e )allarks of T&is Stage
• This tends to be a move towards harmonious
working practices.
• Teams begin agreeing on the rules and values by
which they operate.
• (n the ideal situation, teams begin to trust
themselves during this phase.
*&at to 'o As a +eader
• s individual members take greater responsibility,
team leaders can take a step back from the
leadership role at this stage.
•
(t is an opportune time to provide team memberswith task and process tools, or even an energi;er
to keep enthusiasm levels high.
*&at to 'o As a #ollower
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• &ecause team members have gained some
mutual trust, they are freer to focus on process
and task.• (f one link is not pulling its weight, or is not as
strong as the other links the chance of success is
lessened.
• Everyone needs to work together.
Module #ive: T&e #ourt& Stage of
Tea 'evelopent , %erforing
The team should now be well into their work and
progress made on their ob:ectives. 2ommunication is
going well and team members are sharing knowledge
and working well together.
ow much we like oursel"es go"erns our
performance. 0(rian *racy)
)allarks of t&is Stage
• "nce teams move from +orming to 7erforming,
they are identi9ed by high levels of
independence, motivation, knowledge, and
competence.
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• *ecision making is collaborative and dissent is
expected and encouraged as there will be a high
level of respect in the communication betweenteam members.
*&at to 'o As a +eader
ince the team is functioning in a highly independent
way in the 7erforming phase, the leader shifts partially
into a support and mentoring role to provide task or
process resources to help the team complete itsob:ectives.
*&at to 'o As a #ollower
• &ecause the 7erforming stage implies high
interpersonal trust, knowledge, and competence,
participants can perform higher level analyses to
support decisions toward team ob:ectives.
• W"T analysis is a simple tool that allows
speci9c ideas to be easily categori;ed to help
support the adoption of a solution to an ob:ective.
Module Si.: Tea Building Activities
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Teambuilding is an organi;ed e8ort to improve team
e8ectiveness. ll members of the team must be
committed to the idea in order for the e8ort to bee8ective. Teambuilding can be indicated for any team
or for a work team that is considered to be@ in
trouble@. Teambuilding implies hard work that
continues on after the initial training session.
*he greater the loyalty of a group toward the group#
the greater is the moti"ation among the members to
achie"e the goals of the group# and the greater the
probability that the group will achie"e its goals.
0Rensis &ikert)
T&e Bene/ts and 'isadvantages
• Teambuilding improves productivity and
motivation.
• Teams will gain and increase ability to solve
problems.
• Teambuilding helps break down personal and
political barriers and allows for rapport building.
• The process can help level the playing 9eld
between outgoing and shy team members.
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• 7articipating in teambuilding can help teams
overcome performance problems
Tea$Building Activities T&at *on"t
Make %eople Cringe
• There are many choices of activities and
techni3ues to foster team building.
• Which you choose depends upon your assessment
of the team, the skill sets of the members, theamount of available time, geographical
considerations or constraints, and the team’s
ob:ectives.
C&oosing a +ocation for Tea$
Building
• teambuilding session can be intense, and often
involves games or other physical exercises.
• (t?s important, therefore to select the location
carefully to promote the best possible learning
outcome.
#egardless of whether you hold your teambuildingsession on or o8 site, there are some important
considerations to explore.
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Module Seven: Making t&e Most of
Tea Meetings
They are extremely important in team building and
facilitation. (t is very important that they are well
structured and have a set purpose and time. When a
meeting is run well it is a fantastic tool as it provides a
forum where a lot of information can be given to a lot
of people in a short amount of time. (ssues can be
addressed and action plans set into play.
*hese meetings all ha"e e%cited great attention# and
ha"e been of an e%ceedingly interesting character.
&ewis *appan
Module (ig&t: Solving %ro0les as a
Tea
"ne of the most common ob:ectives of a team is to
solve a certain problem. (t is usually why a team is
created. Team members bring a diverse set of skills to
the team and this provides a great scenario and the
best chance in 9nding a solution. &ecause the team is
comprised of individuals that bring a uni3ue skill set,
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it provides the team with a Athe whole is greater than
its parts@ setup which is a valuable tool.
ny time you think the problem is out there# that "ery
thought is the problem. 0tephen R. Co"ey)
(ncouraging Brainstoring
&rainstorms are a simple and e8ective method for
generating ideas and suggestions. They allow group
members to use each other as creative resources andare e8ective when a sub:ect is being introduced. The
goal is to rapidly generate a large 3uantity of ideas.
ubse3uent sorting and prioriti;ing of the ideas is
usually needed to re9ne the results.
Building Consensus
B.(dentify the problem or goal.
C.enerate alternative solutions.
D.Establish ob:ective criteria.
.*ecide on a solution that best 9ts the criteria.
.7roceed with the solution.
G.Evaluate the solution.
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Module -ine: (ncouraging Teawork
For every team member that believes and works for
the team the chances of success go up exponentially.
That is the reason why it is so important in teamwork
and team building, as it provides the greats chance of
success.
+n order to ha"e a winner# the team must ha"e a
feeling of unity; e"ery player must put the team ,rst-ahead of personal glory.
aul (ear (ryant
Soe T&ings to 'o
• 7romote an active learning climate for the team
• Try to relate the team building strategies to the
team’s work
• *on’t be afraid to experiment with new strategies
• 2onstantly evaluate both your output and your
process. (n short, ask regularly, H5ow are we
doingISoe T&ings to Avoid
J &eing aggressive 66 instead of assertive
J Failing to let others express their opinions
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J (nade3uate planning
Soe T&ings to Consider
• Encouraging teamwork means making a
commitment, and re3uires practice.
• The process is not instant and take some time, so
be patient.
• *o not be discouraged by mistakes, learn from
them.