Techniques and Exercises Used Techniques and Exercises Used In Team BuildingIn Team Building

Presented ToPresented To

Prof. Monika SrivastavaProf. Monika Srivastava

Presented By

Prachi Bajpai(1223)

Pranoti Sau(1226)

IntroductionIntroduction

A number of techniques and exercises are used in A number of techniques and exercises are used in team team building to facilitate team performance and to address building to facilitate team performance and to address specific problematic issues. specific problematic issues.

They are useful and powerful They are useful and powerful ways to structure the team’s ways to structure the team’s activities and energies in order to achieve understanding activities and energies in order to achieve understanding of the issues and to take corrective action.of the issues and to take corrective action.

Exercises and TechniquesExercises and Techniques

1.1. Role Analysis TechniqueRole Analysis Technique

2.2. Interdependency ExercisesInterdependency Exercises

3.3. A Role Negotiation TechniqueA Role Negotiation Technique

4.4. The Appreciations and Concerns ExerciseThe Appreciations and Concerns Exercise

5.5. Responsibility ChartingResponsibility Charting

6.6. VisioningVisioning

7.7. Force Field AnalysisForce Field Analysis

8.8. Constructive Interventions.Constructive Interventions.

Role Analysis TechniqueRole Analysis Technique

The role analysis technique( RAT or RAP) intervention is The role analysis technique( RAT or RAP) intervention is designed to clarify role expectations and obligations of team designed to clarify role expectations and obligations of team members to improve team effectiveness.members to improve team effectiveness.

The technique was developed by Ishwar Dayal and John M. The technique was developed by Ishwar Dayal and John M. Thomas for clarifying the roles of top management in India.Thomas for clarifying the roles of top management in India.

This technique is particularly applicable for new teams, but it This technique is particularly applicable for new teams, but it may also be helpful in established teams where role ambiguity may also be helpful in established teams where role ambiguity or confusion exist.or confusion exist.

The intervention is predicted on the belief that The intervention is predicted on the belief that consensual determination of role requirements for team consensual determination of role requirements for team members, consisting of a joint building of the members, consisting of a joint building of the requirements by all concerned, leads to more mutually requirements by all concerned, leads to more mutually satisfactory and productive behavior. satisfactory and productive behavior. Hence Dayal and Hence Dayal and Thomas called it as role analysis technique.Thomas called it as role analysis technique.

The role being defined is called “The role being defined is called “focal role”.focal role”.

In new organization, it may be desirable to conduct a role In new organization, it may be desirable to conduct a role analysis. There are 4 steps involved in this process-analysis. There are 4 steps involved in this process-

The 1The 1stst step consist of the focal roles initiated by the focal role step consist of the focal roles initiated by the focal role individual with organizational goals kept in mind, these duties individual with organizational goals kept in mind, these duties and behavior are listed in chalkboard and then discussed by and behavior are listed in chalkboard and then discussed by the entire team.the entire team.

22ndnd step examines the focal role incumbent’s expectations of step examines the focal role incumbent’s expectations of others. The incumbent list his or her expectations, of the other others. The incumbent list his or her expectations, of the other roles that most affect the incumbent’s own role. These roles that most affect the incumbent’s own role. These expectations are discussed, modified, and agreed upon by the expectations are discussed, modified, and agreed upon by the

group and the focal role persongroup and the focal role person..

In 3In 3rdrd step the group tells the incumbent that what they expect step the group tells the incumbent that what they expect from him in the focal role. Again it is discussed within the from him in the focal role. Again it is discussed within the group.group.

In this final step the focal person is asked to write summary of In this final step the focal person is asked to write summary of the role as it has been defined this is known as the role as it has been defined this is known as Role ProfileRole Profile and is derived from the results of discussion.and is derived from the results of discussion.

Interdependency ExercisesInterdependency Exercises An interdependency exercise is a useful intervention if team An interdependency exercise is a useful intervention if team

members have expressed a desire to improve cooperation members have expressed a desire to improve cooperation among themselves and among their units.among themselves and among their units.

It is also useful for assisting people in getting better It is also useful for assisting people in getting better acquainted, in surfacing problems that may be latent and not acquainted, in surfacing problems that may be latent and not previously examined, and in providing useful information previously examined, and in providing useful information about current challenge being faced in others areas of about current challenge being faced in others areas of responsibility.responsibility.

It basically works well with approximately 10 people.It basically works well with approximately 10 people.

A Role Negotiation TechniqueA Role Negotiation Technique

““Role negotiation intervenes directly in the relationships of Role negotiation intervenes directly in the relationships of power, authority, and influence within the group. The power, authority, and influence within the group. The change effort is directed at the work relationships among change effort is directed at the work relationships among members. It avoids probing into the likes and dislikes of members. It avoids probing into the likes and dislikes of members for one another and their personal feelings about members for one another and their personal feelings about one another.”one another.”

The technique is basically an imposed structure for controlled The technique is basically an imposed structure for controlled negotiations between parties in which each party agrees in negotiations between parties in which each party agrees in writing to change certain behaviors in return for changes in writing to change certain behaviors in return for changes in behavior of the other.behavior of the other.

The technique was developed by Roger Harrison. He outlined The technique was developed by Roger Harrison. He outlined this technique into following steps-this technique into following steps-

1.1. Contract Setting-Contract Setting- Here the consultant sets the climate and Here the consultant sets the climate and establishes the ground rules. Here one party put their views establishes the ground rules. Here one party put their views to other party that what change they require to make or not.to other party that what change they require to make or not.

2.2. Issue Diagnosis-Issue Diagnosis- Individuals think about how their own Individuals think about how their own effectiveness can be improved if others change their behavior.effectiveness can be improved if others change their behavior.

3.3. Influence Trade-Influence Trade- It is also called the negotiation period in It is also called the negotiation period in which the two parties discuss the most important behavior which the two parties discuss the most important behavior changes they want from other and the changes they are changes they want from other and the changes they are willing to make themselves.willing to make themselves.

The Appreciations and Concerns The Appreciations and Concerns ExerciseExercise

The appreciation and concerns exercise may be appropriate if The appreciation and concerns exercise may be appropriate if interview data suggest that one of the deficiencies in the interview data suggest that one of the deficiencies in the interactions of members of a group is lack of expression of interactions of members of a group is lack of expression of appreciation and that another deficiency is the avoidance of appreciation and that another deficiency is the avoidance of confronting concerns and irritations.confronting concerns and irritations.

Basically in this exercise each member of the group writes Basically in this exercise each member of the group writes appreciation as well as concerns for other members in the appreciation as well as concerns for other members in the paper and read out in front of others. This version is usually paper and read out in front of others. This version is usually productive.productive.

An appreciation can be a powerful and positive intervention in An appreciation can be a powerful and positive intervention in the life of the group. when the concern segment is used, a mini the life of the group. when the concern segment is used, a mini lecture from the facilitator on the nature of constructive lecture from the facilitator on the nature of constructive feedback is desirable.feedback is desirable.

Responsibility ChartingResponsibility Charting

Richard Beckhard and Ruben Harris gave this Richard Beckhard and Ruben Harris gave this technique.technique.

It is a simple, relevant, and effective technique for It is a simple, relevant, and effective technique for improving team functioning.improving team functioning.

It helps to clarify who is responsible for what on It helps to clarify who is responsible for what on various decisions and actions.various decisions and actions.

[[1414]]

R: Responsible

A: Accountable

C: Consult

I: Inform

RESPONSIBLE: Do The Job. Execute.RESPONSIBLE: Do The Job. Execute.

These are the individuals who actually complete the These are the individuals who actually complete the task or activity and are responsible for action and/or task or activity and are responsible for action and/or implementation. Responsibility is often shared, with implementation. Responsibility is often shared, with each individual’s degree of responsibility determined each individual’s degree of responsibility determined by the individual with the “A”.by the individual with the “A”.

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R: Responsible

A: Accountable

S: Support

I: Inform

ACCOUNTABLE: Make the Decision. Take Ultimate ACCOUNTABLE: Make the Decision. Take Ultimate Ownership.Ownership.

This is the individual who carries the “yes” or “no” authority This is the individual who carries the “yes” or “no” authority and has full veto power for an activity. It is important to and has full veto power for an activity. It is important to clarify the levels of accountability and to distinguish between clarify the levels of accountability and to distinguish between management accountability and operational accountability. management accountability and operational accountability. Only one “A” can be assigned to a task or activity and Only one “A” can be assigned to a task or activity and authority must accompany accountability.authority must accompany accountability.

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R: Responsible

A: Accountable

S: Support

I: Inform

CONSULT: Communication Before. In The Loop.CONSULT: Communication Before. In The Loop.

These are the individuals who are providing These are the individuals who are providing logistical support and resources for the particular logistical support and resources for the particular work.work.

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R: Responsible A: Accountable

C: Consult

I: Inform

INFORM: Need To Know. Do Not INFORM: Need To Know. Do Not Change The Decision.Change The Decision.

These are the individuals who need to be informed after a These are the individuals who need to be informed after a decision or action is taken because they, in turn, may take decision or action is taken because they, in turn, may take action or make a decision based on the output. “Inform” action or make a decision based on the output. “Inform” implies only one-way communication.implies only one-way communication.

RACI Chart ExampleRACI Chart Example

RACI – Vertical Analysis RACI – Vertical Analysis

Lots of R’s – does the individual have too much work

No empty spaces – does the individual need to be involved in this many activities. Are they a gatekeeper?

No R’s or A’s – should the role be eliminated?

Too many A’s – is there proper segregation of duties? Is this a bottleneck?

Qualification - Does the type or degree of participation fit the qualifications of the role?

RACI – Horizontal AnalysisRACI – Horizontal Analysis

No R’s – is the job getting done?

Too many R’s – is this a sigh of “over the wall” activities? Just get it off my desk?

No A’s – Why note? Who is accountable

To many A’s – Is there confusion? Who is doing what?

Too few A’s and R’s – Is the process slowing down while activity is performed on an “ad hoc” basis. Are procedures outdated and need to be streamlined.

Lots of C’s – are they necessary

Lots of I’s – should this be standard or only on an exception basis.

All boxes full – Too many people involved.

Guidelines Guidelines

1.1. Assign responsibility to only one Assign responsibility to only one person.person.

2.2. Avoid having too many people with Avoid having too many people with an approval-veto function on an item.an approval-veto function on an item.

3.3. If one person has approval- veto If one person has approval- veto involvement on most decisions, that involvement on most decisions, that person could become a bottleneck for person could become a bottleneck for getting things done.getting things done.

4.4. Support role must be clarified and Support role must be clarified and clearly assigned.clearly assigned.

VISIONINGVISIONING

Ronald Lipitt has given this concept in 1949.Ronald Lipitt has given this concept in 1949. This term used for an intervention in which group This term used for an intervention in which group

members in one or more organizational groups members in one or more organizational groups describe their vision of what they want the describe their vision of what they want the organization to be like in future.organization to be like in future.

Force field analysis is a management technique developed by Kurt Force field analysis is a management technique developed by Kurt Lewin, a pioneer in the field of social sciences, for diagnosing Lewin, a pioneer in the field of social sciences, for diagnosing situations.situations.

Lewin assumes that in any situation there are both driving and Lewin assumes that in any situation there are both driving and restraining forces that influence any change that may occur:restraining forces that influence any change that may occur:

Driving ForcesDriving Forces Restraining ForcesRestraining Forces EquilibriumEquilibrium

Force field Analysis

FORCE FIELD ANALYSISFORCE FIELD ANALYSIS

FFA is an analysis technique to identify forces that either FFA is an analysis technique to identify forces that either

drive or restrain planned change aimed at solving a drive or restrain planned change aimed at solving a

problem in an organization. It is a creative activity that can problem in an organization. It is a creative activity that can

be used by needs analysts as they focus on solutions which be used by needs analysts as they focus on solutions which

will help an organization make a transformation from the will help an organization make a transformation from the

‘current (problem) state’ to the ‘desired (solved) state’ as ‘current (problem) state’ to the ‘desired (solved) state’ as

they identify interventions to improve performance.they identify interventions to improve performance.

HOW TO CONDUCT:HOW TO CONDUCT:

Following Following stepssteps are taken are taken::

Describe the current situation .Describe the current situation . Describe the desired situation .Describe the desired situation . Identify where the current situation will go if no action is Identify where the current situation will go if no action is

taken .taken . List all the forces driving change toward the desired situation List all the forces driving change toward the desired situation List all the forces resisting change toward the desired List all the forces resisting change toward the desired

situation situation discuss and interrogate all of the forces: are they valid?discuss and interrogate all of the forces: are they valid?

Advantages of Force Field AnalysisAdvantages of Force Field Analysis

Brings into the open factors which will work for and Brings into the open factors which will work for and

against the closing of a gapagainst the closing of a gap

Identified by a needs analysis.Identified by a needs analysis.

Helps to recognize circumstances which can and Helps to recognize circumstances which can and

cannot be changed.cannot be changed.

Provides a means to analyze ways to minimize or Provides a means to analyze ways to minimize or

eliminate barriers to goal attainment.eliminate barriers to goal attainment.

CONSTRUCTIVE INTERVENTIONCONSTRUCTIVE INTERVENTION

The basic team building process can generate both The basic team building process can generate both negative and positive feedback.negative and positive feedback.

Negative feedback can create considerable Negative feedback can create considerable defensiveness, including denial, arguing or verbal defensiveness, including denial, arguing or verbal retaliation.retaliation.

Positive feedback can be awkward for some Positive feedback can be awkward for some recipients', as well as for the persons offering the recipients', as well as for the persons offering the feedback.feedback.

Managing the odds of such exercisesManaging the odds of such exercises

Participants need to be informed of the nature of the Participants need to be informed of the nature of the interventionintervention

Training should be given in giving constructive Training should be given in giving constructive feedbackfeedback

Training should be given which help in dealing with a Training should be given which help in dealing with a range of feelingsrange of feelings

The facilitator needs counseling and listening skills of The facilitator needs counseling and listening skills of a high ordera high order