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DILG TEAM Lecture

The document discusses the characteristics of effective teams, including shared purpose, cooperation, accountability, diverse skills, and communication. It also covers team roles, behaviors, frameworks, dilemmas, and conditions that enable team success, such as trust, support, conflict resolution, and respect for differences.

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keith tanueco
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© © All Rights Reserved
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Download as PPT, PDF, TXT or read online on Scribd
56 views

DILG TEAM Lecture

The document discusses the characteristics of effective teams, including shared purpose, cooperation, accountability, diverse skills, and communication. It also covers team roles, behaviors, frameworks, dilemmas, and conditions that enable team success, such as trust, support, conflict resolution, and respect for differences.

Uploaded by

keith tanueco
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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ANATOMY 101:

HIGHLY
EFFECTIVE TEAMS
TASK 1
• Shared Purpose:
• Independence:
• Cooperation:.
• Individual Accountability:
• No Designated Leader:
• Diverse Skills:
• Communication:
• Shared Goals:
• Interdependence
• Collaboration:
• Accountability:
• Leadership:
• Complementary Skills:
• Communication:
EFFECTIVE TEAMS

WHAT IS A TEAM?
A “GROUP” vs A “TEAM”

Difference between a group and a team is the strength of their dedication to work
together.
Characteristics of teams include:

• SHARED VALUES • TRUST


• INTERDEPENDENCE • CONFLICT RESOLUTION
• FEELINGS EXPRESSED • LISTENING
• COMMITMENT • CONSENSUS
• INTERPERSONAL SKILLS • COOPERATION
• CONSISTENCY • FOCUS ON GROUP PROCESSES
• INTENSITY

© 2003 LGL INSTITUTE


TASK 2
TEAM ROLE BEHAVIOR
TEAM ROLE BEHAVIOR
TEAM ROLE BEHAVIOR
TASK ROLE BEHAVIOR
• Initiator, information processor, summarizer,
evaluator
MAINTENANCE ROLE BEHAVIOR
• Encourager, harmonizer, compromiser,
• gatekeeper , expediter
INDIVIDUAL/DISORGANIZING ROLES
•  Aggressor, blocker, withdrawer, dominator,
recognition seeker, playboy
TEAM BUILDING FRAMEWORK

LEADERSHIP
- Facilitation
- Following

ASSESSMENT GOALS
SUCCESSFUL
- Check In - Vision
TEAMS
- Post Evaluation - Targets

PROCESS
- Start Up
- Action
 Group participants by 5

Each group is on a magic carpet ride, high above


the grounds. The groups suddenly realized that
they’re going the wrong direction, because the
carpet that they’re riding is upside down!

Each group must turn the carpet over without


stepping off the carpet.

The first group to turn the carpet over wins.


 What did you feel during the activity?

 How did you plan?

 Was there someone who led you during the


activity?

 What lessons have you learned?


EFFECTIVE TEAMS

Team Essentials

1. COMMON GOAL Aim & Objectives


2. BEHAVIOURAL EXPECTATIONS Values & Norms
3. CONTINUOUS IMPROVEMENT Learning & Innovation
4. USEFUL FEEDBACK Frequent & Respectful
5. EFFECTIVE LEADERSHIP Shared & Strategic
6. PEER ACCOUNTABILITY Self & Group
7. RESULT FOCUS Actions & Outcomes
8. POSITIVE ATTITUDE Patience & Caring
9. VERY RESOURCEFUL Innovative & Realistic
10. HIGH TRUST Respectful & Honesty

© 2003 LGL INSTITUTE


 
CONDITIONS WHICH EXIST IN AN EFFECTIVE TEAM

1. MUTUAL TRUST

IT IS BUILT WHEN EVERY MEMBER FEELS FREE TO:


- EXPRESS HIS OPINION
- SAY HOW HE FEELS ABOUT ISSUES
- ASK QUESTIONS WHICH MAY DISPLAY HIS IGNORANCE
- DISAGREE WITH ANY POSITION WITHOUT CONCERN FOR
RETALIATION, RIDICULES OR NEGATIVE CONSEQUENCES
2. MUTUAL SUPPORT

RESULTS WHEN MEMBERS HAVE GENUINE CONCERN


FOR EACH OTHER’S JOB WELFARE, GROWTH AND
PERSONAL SUCCESS

IF MUTUAL SUPPORT EXIST, A MEMBER NEED NOT


WASTE TIME AND ENERGY PROTECTING HIMSELF OR HIS
FUNCTION

ALL WILL RECEIVE HELP TO AND FROM EACH OTHER IN


ACCOMPLISHING WHATEVER OBJECT THE TEAM IS
WORKING ON
3. COMMUNICATION

OPEN, AUTHENTIC COMMUNICATION TAKES PLACE


WHEN MUTUAL TRUST AND SUPPORT ARE WELL
ESTABLISHED WHERE MEMBERS FEEL THEY NEED NOT
BE GUARDED OR CAUTIOUS ABOUT WHAT THEY SAY
4. CONFLICT RESOLUTION

ACCEPTS CONFLICTS AS NECESSARY AND DESIRABLE. IT IS


NOT SUPPRESSED OR PRETENDED NOT TO EXIST. CONFLICTS
MUST BE WORKED THROUGH OPENLY AS A TEAM
MOST GROWTH AND INNOVATIONS ARE DERIVED FROM
CONFLICTS
CONFLICT RESOLUTION IS A GROUP PROCESS
5. MUTUAL RESPECT FOR DIFFERENCES

A GOOD TEAM WILL NOT DEMAND UNNECESSARY


CONFORMITY OF MEMBERS

A MEMBER SHOULD BE FREE TO SEEK ADVISE FROM OTHER


MEMBERS WHO, IN TURN, WILL RECOGNIZE THAT HE IS NOT
OBLIGATED TO TAKE THE ADVISE
TEAM DILEMMAS EFFECTIVE TEAMS
Here are some team dilemmas that can hamper the development
of a successful team:

 Personal grievances against each other


 Feelings of powerlessness
 Insufficient sharing of information
 Competitive behavior
 Dissatisfaction with allocation of work
 Anger at decisions
 Frustration about some past incident
 Resentment at lack of appreciation or recognition
 Failure to receive support
 No celebration of success

© LGL NETWORK-CANADA 2002

© 2003 LGL INSTITUTE


Clarity on who is leading the group
If you want to inspire a
team, first inspire yourself.
Communicate your passion
for something you care
about, it fires u other
people, too.
High performance teams focus intently on their
task, yet also find time to keep reviewing their
performance by examining the processes they
are using.
Encourage active listening.
Push for clear deadlines which are rarely
abandoned or changed.

Teams thrive on clear goals. Use SMART


Goals: Strategic, Measurable, Agreed,
Recorded, Time limited
People respond to challenges which stretch
their abilities and tap into their natural
creativity.

Regularly start a meeting by inviting people to


share how they re feeling, including anything
which inhibit them from being effective in the
meeting
Promote team
relationships and the
development of mutual trust by:
- Encouraging frank, no holds-barred
discussions
- Not avoiding conflict
- Acknowledging strong feelings
- Working on tasks jointly
Regularly bring the whole team together

Team meetings need proper agenda. Create


ones which clearly state: Topic, Initiator,
Purpose, Timescale, Outcome

Always have team meetings with a facilitator


or chairperson.
Good teams keep action minutes which show
everyone, what was decided; who will do
what; by when

Each team member needs to understand


how they can contribute to success. Make
tasks well defined, so, people can play their
full part.
When a team faces a major task, break it into
more manageable stages, each with its own
start and finishing time.

Make sure everyone on the team has a role


which fully stretches them as human beings.
Check with each person regularly whether
they can take more responsibility, and if so,
give it to them
Help the team understand what stage of
development it has reached. Try asking the
members to share their view of what stage
the team has reached

Search for frequent opportunities to


celebrate success in your team
Use the occasion to give everyone public
recognition

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