Team Building

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Understanding work groups and
work teams

 A work group is a group who interact

primarily to share information and to
make decisions to help one another
perform within each member’s area of
responsibility.

 Work groups have no need or opportunity

to engage in collective work that requires
joint effort.

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 continued
 So their performance is merely the summation of
all the group members’ individual contributions.
 There is no positive synergy that would create an
overall level of performance that is greater than
the sum of the inputs.

 In such groups there are no significant

incremental performance needs that would
germinate the opportunity of turning this groups
into a productive and efficient team.


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Continued…
 A work team generates positive
synergy through coordinated effort.

 Their individual efforts result in a

level of performance that is greater
than the sum of those individual
inputs.

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Concept of team
 A team may be defined as a group
of two or more people who interact
and iachievement of common
goalnfluence the members for the.

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Characteristics of the teams may be
elaborated as under:

 a group of two or more persons

 regular interactions among members
 influence the behavior of team
members
 mutually accountable
 interdependent
 achievement of common goal

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 Teams and Groups
Groups Teams
Task and individual oriented Oriented towards team goals
and agendas
Tend to be autocratic and Participatory and self steering
hierarchical in nature

Low level of interdependence High level of interdependence

and synergy
Difference is suppressed Difference is welcomed
Avoid risks Risk is accepted
Leadership is solo Leadership is shared

Membership selection is not Membership selection is

that much important important

Competition is inward Competition is with the

outsiders

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 Teams and Groups…
Groups Teams
Performance measurement is Performance is measured
indirectly, by leaders influence directly by collective work
on others procedure
No membership obligation Members feel sense of
ownership
No commitment to goal Commitment to goal jointly
established
Are told what to do, no Take initiative to contribute to
creativity organizations success
Training is individualistic Skills and talents developed
are for success of team goals,
synergy
May or may not participate in Group decision making
decision making

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 Real teams

 These are the teams with small number of

people having complementary skills, who
are equally committed to a common
purpose, goals and work approach for
which they hold themselves mutually
accountable.
 Real teams are basic unit of
performance.
 members deeply committed to one
another’s personal growth and success.

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TEAM DEVELOPMENT
Team is formed as a result of interactions and
influence of members who strive for the
achievement of common goal.

In this process, the team members try to

understand others behavior, realize the
appropriateness of the behavior and the roles of
the team members.

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Continued…
 This is an on going process because
the composition of team may keep
on changing.

 The new members may join and the

old members may leave the team.

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Continued…

Thus, the team members pass through

several stages for the development of
team:
 Stage one: Forming

 Stage two: Storming

 Stage Three: Norming

 Stage Four: Performing

 Stage Five: Adjourning

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Stage one Forming
Immature Group
 Confusion
 Uncertainty
 Assessing situation
 Testing ground
rules
 Defining goals
 Getting acquainted
 Establishing norms

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Continued…
 This is the first stage of team
development.

 In this stage the members try to

explore and understand the behavior
of the team members.

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Continued…
 They make their efforts in
understanding the expectations of
the team members.

 At this stage they are polite and try

to find out how to fit into the team.

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Stage two: Storming
Fractionated
Group
 Disagreements
over priorities
 Struggle for
Leadership
 Tension

 Hostility

 Clique Formation

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Continued…
 In the second stage, members start
competing for status, leadership and
control in the team.

 Individuals understand others

behavior and assert their role in the
team. As a result inter-personal
conflict starts.

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Continued…
 Members try to resolve the issues
related to the task and working
relations.

 They also resolve the issues related

to the role of the individual in the
group.

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Stage Three: Norming
Sharing Group
 Consensus

 Leadership
Accepted
 Trust
Established
 Standards Set

 New Stable rules

 Cooperation

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Continued…
 The members start moving in a
cohesive manner.

 They establish a balance among

various conflicting forces. They
develop team norms and consensus
for the achievement of the team
goal.

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Stage Four: Performing
Effective Team
 Successful
Performance
 Flexible task
roles
 Openness
 Helpfulness
 Acceptance

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Continued…
 In this stage, the team makes effort for
the performance of task and Team
Building and Leadership accomplishment
of objectives.
 The established pattern of relationships
improves coordination and helps in
resolving conflicts. Members trust each
other and extend their full cooperation for
the achievement of the group goal.

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Stage Five: Adjourning
Disbanding Group
 Disengagement

 Anxiety about
separation and
ending
 Positive felling
towards Leader
 Sadness

 Self Evaluation

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Continued…
 As you must be aware that the
team is formed for some purpose.

 When this purpose is fulfilled, the

team may be adjourned. Thus, the
breaking up of the team is referred
to adjournment.

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 Features of Teams
 Teams are composed of highly
communicative groups of People
 Team members must have diversity in
their skills, abilities, background and
perspective

 Teams have a shared sense of mission

 Teams have clearly identified goals

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 Features of Teams…
 Teams share the credit for
victories and the blame for the
losses.

 Teams can simply do more

than an individual. “One is too
small a number to achieve greatness”

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 Features of Teams …
 Make better decisions when issues are
difficult

 Good when knowledge talent, skills,

abilities are dispersed across
organizational members

 Share responsibility

 Increases value of results

 Create synergy
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Team building

None of us are as
smart as all of us

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Principles to promote
effective teams
 Clear purpose
 Members feel valued
 Group gets regular, timely
accurate feedback
 Group effort rewarded
 Members encouraged to seek
help
 Members encouraged to offer
help

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 Problems typically experienced by
team members
 Team tries to do too much too soon.
 Conflict over differences in personal
work styles (and/or personalities
conflict)
 Too much emphasis on results, not
enough on team processes and group
dynamics
 Unanticipated obstacle causes team to
give up

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Problems typically experienced by
team members…
 Resistance to do things differently
 Poor interpersonal skills (aggressive
rather than assertive) communication,
destructive conflict, win-lose
negotiation)
 Poor interpersonal chemistry (loners,
dominators, self –appointed experts do
not fit in.
 Lack of trust

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THANK YOU

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