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Teamwork

The document discusses teamwork and effective team building. It defines what a team is, why teams are important, advantages and challenges of teams, how to build an effective team through various stages including forming, storming, norming and performing, and characteristics of successful teams such as shared goals and clear roles and responsibilities.

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Warren Kua
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171 views

Teamwork

The document discusses teamwork and effective team building. It defines what a team is, why teams are important, advantages and challenges of teams, how to build an effective team through various stages including forming, storming, norming and performing, and characteristics of successful teams such as shared goals and clear roles and responsibilities.

Uploaded by

Warren Kua
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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TEAMWORK

What is a team?
A team is a small number of people with
complementary skills

Who are committed to a common purpose,


performance goals, and approach for which they
hold themselves mutually accountable
Small Number
Complementary Skills
Common Purpose & Performance Goals
Common Approach
Mutual Accountability
Why Use Teams?
• Most of today’s business assignments are addressed
by multidisciplinary teams.

• Team building is an important part of the modern


workforce.

• Team building is an important part of your preparation


for a corporate practice.
Advantages and Challenges
• Advantage: When the group works together, the
accomplishments will surpass any results
associated with any one individual.

• Challenge: Any team member functioning


independently of other team members or
competing with them will REDUCE the
performance of the team – EVERYONE’s
outcome.
Advantages and Challenges

• Advantage: Every person can contribute in some


way.

• Challenge: No member’s contributions should


ever be automatically disregarded.
Vision of the team
• A common and meaningful purpose.
• Specific performance goals are an integral part of the
purpose.
• The combination is essential to the performance
(measure the progress).
• By staying rooted in our commitment, today’s vision
becomes tomorrow’s reality.
What teammates do
• Teammates inconvenience themselves to help
each other.
• Teammates demonstrate patience and
concern for each other.
• Teammates enjoy each others successes and
avoid envy and jealously.
• Teammates show compassion for each other.
They can identify with the pain of others, and
they’re compelled to help relieve it.
• Teammates forgive each other. They
believe others will respond to forgiveness
with a deep sense of appreciation and a
desire to act responsibly.
Remember
• Together
• Everyone
• Accomplishes
• More
• With
• Organization
• Responsibility, and
• Knowledge
Effective Team Member
• Takes responsibility for
the success of the team.
• Delivers on commitments.
• Contributes to
discussions.
• Listens and asks helpful
questions.
• Gets the message across
clearly.
• Gives and receives useful
feedback.
When do Teams Work Best?
Team’s succeed when members have:

1. Commitment to common objectives


More likely when they set them; recognize interdependence
2. Defined, appropriate roles and responsibilities
– Good use of individual talent
– Opportunity for each to grow, learn all skills
3. Effective decision systems, communication and
work procedures
– Open, honest communication
– Accepts conflict, manages it, resolves it well
4. Good personal relationships
– Mutual trust
Team Building
Stages in Team Building

Forming
Storming
Norming

Performing

Adjourning
Stage 1: FORMING
Major Processes
Exchange of information, Increased interdependency, Task
Exploration, Identification of commonalities

Characteristics
Tentative interactions, polite discourse; concern over
ambiguity; self-discourse
Stage 2: STORMING
During the Storming stage:
– Team members realize that the task is more difficult
than they imagined.
– Members may be resistant to the task and fall back
into their comfort zones.
– Communication is poor with little listening.
– Fluctuations in attitude about their chances of
success.
– Among the team members there is disunity and
conflict.
– Collaboration between members is minimal and
cliques start to appear.
Storming Diagnosis
• Do we have common goals and objectives?

• Do we agree on roles and responsibilities?


– Use a table to share division oflabor

• 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
– Find a creative solution that’s good forboth
Addressing the Problem
Problem Solving
• State your views in clear non-judgmental language.
• Clarify the core issues
• Listen carefully to each person’s point of view.
• Check understanding of the disagreement by
restating the core issues.
• Use techniques such as circling the group for
comments and having some silent thinking time when
emotions run high.
Stage 3: Norming
• During this stage members accept
– their team
– team ground rules
– their roles in the team
– the individuality of fellow members

• Team members realize that they are not going to drown


and start helping each other.
Behaviors
• Competitive relationships become more cooperative.

• Willingness to confront issues and solve problems.

• Ability to express criticism constructively.

• More sharing and a sense of team spirit.


Guide for Giving Constructive Feedback

• When you …. describe behavior


• I feel ….. how behavior affects you
• Because I … why behavior affects you
• (Pause for discussion) …. let other person(s) respond
• I would like …. what change would you like
• Because …. why change will reduce the problem
• What do you think …. Listen to other person’s response and discuss
options
Giving Constructive Feedback

• Be descriptive

• Don't use labels

• Don’t exaggerate

• Don’t be judgmental

• Speak for yourself


Giving Constructive Feedback – Contd…

• Talk first about yourself, not about the other person.

• Phrase the issue as a statement, not a question.

• Restrict your feedback to things you know for certain.

• Help people hear and accept your compliments when


giving positive feedback.
Receiving Feedback
• Breathe

• Listen carefully

• Ask questions for clarity

• Acknowledge the feedback

• Acknowledge the valid points

• Take time to sort out what you heard


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.


Stage 5: Adjourning

Major Processes
Termination of roles; completion of tasks; reduction of
dependency

Characteristics
Disintegration and withdrawal; increased independence
and emotionality; regret
Recipe for a Successful Team
• Commitment to shared goals
and objectives.

• Clearly defined roles and


responsibilities
– Use best skills of each team
member.
– Allows each team member to
develop in all areas.
Recipe for a Successful Team
• Effective systems and processes
– Clear communication
– Beneficial team behaviors
– Well-defined decision procedures
– Use of scientific approach
– Balanced participation
– Established ground rules
– Awareness of the group process
Positive Roles in a Team Setting

• Defining issues

• Proposing tasks

• Seeking information and opinions

• Clarifying

• Summarizing

• Compromising; Consensus building


Negative Roles in a Team Setting

• Dominating: asserting superiority

• Withdrawing: not talking; sulking

• Avoiding: skipping meetings

• Degrading: putting down others’ ideas

• Being uncooperative: side conversations


How to Promote Team Success

• Every member must have a common vision of the tasks.

• One way to do this is to develop a Team Performance


Agreement.
What is a Team Performance Agreement?

• It is a contract among the team members.

• It is drawn up by the team members.

• It describes the group vision of the shared goals of the


team.

• It describes the methods for achieving these shared


goals.

• It is dynamic!
The Team Performance Agreement

• Prepare a TPA which addresses all of the following:

A. What is an acceptable outcome?


B. How decisions are to be made?
C. What happens in cases of disagreement?
D. How are roles going to be identified for group
efforts?
E. What are the expectations for inter-group
communication?
TEAMWORK Do's and Don't's

Do Don’t
• Allow issues to be resolved properly and • Prematurely judge an
promptly. idea/thought/concept/proposal.
• Come prepared/Be on time/Make a • Keep members from stating their
contribution. position/opinion
• Be empowered to represent your • Discourage reasoned
organization. disagreement
• Express open and honest opinions.
• Withhold information WHINE!
• Encourage participation.
How to be a good team member?

• Be a good listener

• Be honest and open

• Accept other people’s needs

• Don’t be negative

• Don’t be defensive

• Learn to take the initiative


How to be a good team member?

• Become more sensitive


to the different ways
people communicate

• Take a risk

• See the uniqueness in


each team member

• Be trusting-of yourself
and responsible
Benefits of team work
• Realistic, achievable goals can be established for the team and individual
members.
• Team members commit to support each other. Team members
understand one another’s priorities. Communication is open.
• Problem solving is more effective.
• Performance feedback is more meaningful. Conflict is
understood as normal.
• Balance is maintained between group productivity. The team
is recognized for outstanding results.
• Members are encouraged to test their abilities and try out ideas. Team
members recognize the importance of disciplined work habits.
• Learning to work effectively as a team in one unit is good
preparation for working as a team with other units.

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