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Introduction to Team Building
Presented byMargo Elliott
Momentum Performance Solutions
6 September 2001
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Team BasicsPerformance
Results
Collective Work Products
Personal GrowthCommitment
Skill
s
Accountability
Specific Goals
Common Approach
Meaningful Purpose
Problem Solving
Technical/function
Inter-personal
Mutual
Small Number of People
Individual
Diagram from “The Wisdom of Teams” by Katzenbach, Smith
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A Team Is...
• A small number of people with complimentary skills who are committed to a common purpose, performance goals and approach, for which they hold themselves mutually accountable• Katzenbach, Smith 1993
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A Group Is...
• People working within the same area of interest or expertise, but whose work outcomes are not interdependent
• No joint product or service for which the whole group is responsible
• Relies on individual performance for results
• Can be very effective
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Why Use Teams?
• Business Point of View• Flexibility• Complexity• Positive Results• Single point of contact• Creativity• Synergy
• Personal Point of View• Greater productivity• Reduced stress• Sense of belonging• Ownership of work• Clear goals and roles• Climate of trust and
encouragement• Open and honest
communication
The whole is greater than the sum of its parts.
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Use Teams When...
• Multiple skills, experiences and judgements are required
• Learning and behavioural change are desired
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Groups Vs. Teams
• Groups• Strong, clearly focused
leader• Individual accountability
• Members are ‘hired hands’
• Members told what to do
• Individual work products• Opinions, disagreements
divisive• Individual success or
failure
• Teams• Shared leadership roles
• Individual & mutual accountability
• Members own their work• Members contribute to
team objectives• Collective work products• Opinions, disagreements
encouraged• Collective success or
failure
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Building A Team
• Construct an environment that fosters teamwork
• Select talented people• Match tasks to skills• Train to work in teams• Leverage and multiply individual talent• Continually develop the team• Actively manage personnel mismatches
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Characteristics of an Effective Team• High success rate• Agrees on clear, challenging goals• Has a leader• Has a mix of people who contribute in
different but complimentary ways• Balances the task and the process• Supportive atmosphere• Learns from experience• Works and plays together
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Teamwork Requires...
• Good team players• Effective teaming• Well managed boundaries
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Critical Teaming Styles
• Contributors• task oriented
• Collaborators• goal directed
• Communicators• focus on process
• Challengers• raise tough questions
Glenn M. Parker
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Team Development
• Teams progress through four stages of development• Forming• Norming• Storming• Performing
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Team Development Stages
• Each stage is marked by distinct needs and behaviours in the team members
• Progression through the stages is not necessarily linear
• Teams experience all of the stages at some time
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Stage 1 - Forming
• Team members’ need• safety• to establish themselves• to figure out the purpose of the team
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Forming
• Observable behaviours• dependency on the leader• focus on defining roles, goals and tasks• enthusiasm• high expectations• testing the leader and central figures
• Low task accomplishment
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Stage 2 - Norming
• Team members’ need• inclusion• to develop harmony, trust support and
respect• to develop self-esteem and confidence• to set implicit and explicit rules
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Norming
• Observable behaviours• increasing satisfaction• resolving discrepancies between
expectations and reality• open communication• sharing responsibility and control• using team language and ‘folklore’
• Moderate to high task accomplishment
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Stage 3 - Storming
• Team members’ need• control
• Observable behaviours• competition for power and attention• negative reactions to leader and other
members• feelings of frustration
• goals, tasks, action plans
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Storming
• Observable behaviours• discrepancy between hopes and reality• dissatisfied with dependence on
authority• experiencing polarities:
dependence/counter-dependence
• Some task accomplishment
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Stage 4 - Performing
• Team members’ need• interconnectedness• high success rate and productivity
• Observable behaviours• working collaboratively and
interdependently• sense of team strength• shared leadership• sense of belonging and excitement
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Performing
• Observable behaviours• high confidence in meeting goals• positive feelings about success• synergy• high problem-solving and decision-
making skills
• High task accomplishment
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Factors in Team Success
• Leadership• Team direction
• clear mission• clear vision
• Goals and measurements• Clearly defined roles for team
members• Team operating norms/ground rules
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Factors in Team Success, cont.
• Interpersonal dynamics• build trust, communication, sense of
‘team’ early
• Boundary management• Rewards and recognition, celebration• Mutual accountability• Management support
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What Can I Expect?
• Stages of development• Diverse styles
• concrete/sequential/abstract/random• communication• Introvert/Extravert• task focus, process focus
• Conflict• Learning
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How Can I Contribute?
• Communicate!• Meet your commitments• Participate in planning AS WELL AS
implementation• Adhere to operating norms• Address issues as they arise• Manage conflict
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Resistance Issues
• Personal discomfort and risk• not comfortable working in a team• don’t like to take responsibility for
another’s work• don’t like to depend on others• don’t like to suffer consequences of
others’ mistakes