Transcript Team Building For Excellent Performance

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Team Building
For
Excellent
Performance
By
Oyewole O. Sarumi |PhD|
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Opening Tonic
It must be considered that
there is nothing more
difficult to carry out nor
more doubtful of success
nor more dangerous to
handle than to initiate a
NEW ORDER OF things.
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Seminar Outline
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Team Definitions, concepts and forms
Team Forms
Rationale for Building Teams
Principles & Benefits of Teams
Team Leadership and responsibilities
Teamwork Skills
Team Organisation
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Team Developmental Stages
The Eight Team Roles
Element of Interactive process in Teams
Dealing with disruptive behaviours in teams and
their resolutions.
• Group Work & Presentations
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What is a Team?
A Team:
 Consists of a small number of
identifiable,interdependent employees
who
are
held
accountable
for
performing tasks that contribute to
achieving an organization’s goals.
•
Members have a shared goal and
they must interact with each other to
achieve it.
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•  The
requirement
that
team
members interact with each other
differentiates
work
teams
from
organizations.
•
Members of an organization share
a goal but not all of them need to
interact with each other in order to
achieve the goal.
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•
Team size ranges from 2 – 20
members.
•  They have an identity both to their
members
and
to
others
in
the
organization.
•
A very small organization could
function as a work team but most
organizations have several work teams.
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Formal Teams
Usually permanent and set up to carry out
repetitive work. It includes:
1. Cross – functional executive teams
at directors level.
2. Cross – functional teams at all
levels.
3. Business teams at all levels.
4. Formal support teams.
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Informal Teams
Formed on an ad– hoc basis to deal with many
needs: e.g.
1. Temporary project teams.
2. Change teams.
3. Hot group – Brainstorm creative
project.
4. Temporary taskforce.
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Work Team Types in
Organization
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Work Team Types in Organization could be:
 Functional
 Problem solving
Self managing (5 – 15 employees who
work together daily to make an entire
product or deliver an entire service)
 Quality Circles – another problem
solving team. Meets regularly to
identify, analyse and propose solutions
to various types of work place
problems.
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Differentiating Work Teams
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How to Differentiate Work Teams
There are 3 Key Differences

Nature of the goals,
Product development
Quality assurance
Problem solving
•
Their duration
• Short term; 4 month project
• Permanent (e.g. Staff Planning Team)
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•  Their membership
• Functional
(employees
in
same
department)
• Multidisciplinary
(employees
from
various functions)
• Cross organizational (employees working
with suppliers and customers).
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Team Building –
an Art or Science?
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Whether teambuilding is pursued as a
routine activity within management, or
as a special event with outside help, it is
both an art and a science.
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Team Chemistry
The Team Chemistry
•
The art of teambuilding is to have
an armoury of understanding about
people single or in groups.
•
Although
a
knowledge
about
business/services and detailed work
assists credibility, this is not what the
team builder is there to develop.
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Team building is a science, because it
utilizes a transferable body of knowledge
and skills e.g.
Listening
Communication
Time management
Decision-making
Problem solving skills etc
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Why Build A Team?
The following quotations give a variety of reasons why
other groups have taken the necessary steps to turn
themselves into better teams.
Managers on team building exercises have said they did it
because:
• “We were not pulling together as
group, we needed improved morale
and output.”
• “The senior managers was a group of
individuals and rarely thought or
acted as a group.”
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“We had rumblings of unrest between
members, a lack of understanding of
each other’s burdens and no real sense
of corporate direction.”
• “Ours was a new team and although
individually able they were not
working well enough as a team.”
• “To the outside world they did team
approach.”
“To be effective in new markets we
needed a team approach, which
matched aptitude needs.”
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Benefits of Teams
1.Teams produce better ideas than individuals.
2. Teams produce more than the sum of
individual efforts [SYNERGY].
3. Team approach can save time.
4. Team building develops people.
5. Team
provide
opportunity
for
satisfaction, acceptance, and reward needs.
6. Team building helps to reduce conflicts
7. Team building facilities change adoption
and management
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Principles of Team Building
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1. There must be a recognized team
leader.
2. Objectives should be agreed to facilitate
goal ownership.
3. Interpersonal
feedback
given
constructively.
4. Interpersonal
communication
and
relations based on win-win principles.
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5. People should be encouraged to use
initiative and creativity innovatively.
6. Adequate
room
is
given
for
participation by all through effective
facilitation.
7. Achievement ought to be recognized,
rewarded and celebrated.
8. Consensus and rapport – building.
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The Rationale for Teams
a. Integration
 Integrated efforts
 Strengthened participation
 Collaboration rather than
competition
 Not an “assemblage” of individual skills,
experiences and values
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b. Synergy
 The real essence of team building.
 The whole is greater than the sum
of its parts
 Respect value differences
 Build on strength and compensate
weakness
 1 + 1 = 4, 8 or even 1000 OR 1 + 1 > 2.
 Principle of Creative cooperation
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c. Quality

Quality output

Quality decisions
d. Productivity
 Higher output than 80% effort
 Increased quality and quality of
work with a specific time frame.
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e. Speed

Time savings

Improved on time delivery of results
f. People Development

Information sharing

Skills development

Assignments/Responsibilities

Rotatory leadership
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g. Improved Customer Relations
•
Empowered employees are loyal and
committed thus creating better customer
relations
•
Increase
employee
ownership
commitment and motivation
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h. Innovation in Products/services
•
Team
building
through
the
encouragement of positive conflicts/
differences
allows
innovation
of
products/services
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i.Improved Employee Understanding of
the business.
h. Reduced Costs/Higher Efficiency
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TEAM LEADERSHIP
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Leadership contribute in bringing together the group in order to
focus effort on sustained result – achievement. They require:
INNER STRENGHTS
1. Vision
2. Self Belief
3. Integrity
4. Courage
5. Result focus
6. Driveness
1.
2.
3.
4.
5.
OUTER SIGNS
Communication
Visibility
Team work
Attentiveness
Commitment
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Assessing
Leadership
• All leaders needQualities
strong personality traits
to assert influence and function – not
necessarily dominate or impose their
views on the team.
• Some of these attributes are internal e.g.
vision but they always have to be
complimented by external qualities such
as high visibility to produce the utmost
from team members.
• Must be a facilitator and inspirer
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REQUIRED
TEAMWORK SKILL
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1.Sound Usage of Time.
2. Objective Setting.
3. Problem Identification and Analysis.
4. Decision Analysis Skill [Formulating
Alternative Solutions/Plan].
5. Alternative Evaluation.
6. Action Implementation Skills.
7. Interpersonal Communication Skills.
8. Conflict Management Skills.
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TEAM ORGANIZATION
• There are many Schools of thought on team
organization. We will look at the popular one.
1. Sponsor – Facilitator Organization
2. Five Team roles Organisation
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Sponsor – Facilitator
Organization
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This is made up of the following roles:
• Sponsor
• Team leader/process owner
• Scribe/recorder
• Team member
• Facilitator
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Five Team roles
Organisation
•
1.
2.
3.
4.
5.
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This consists of the following roles:
Driver
Planner
Enabler
Exec
Controllers
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• DRIVERS
They are made up of:
1. Developers
2.Directors
3.Innovators
• PLANNERS
They are made up of:
1. Estimator
2.Strategist
3.Scheduler
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ENABLERS
•
They are made up of:
1. Resource Manager
2. Promoter
3. Negotiator
They are generally called
the FIXERS
•
•
1.
2.
3.
EXEC
They are made up of:
Producer
Coordinator
Maintainer
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Controller
•
1.
2.
3.
They are made up of:
Auditor
Monitor
Evaluator
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Effective Process Owner
(Team Leader)
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Characteristics of PO/TL
• Works well with individuals
teams.
• Supported
and
empowered
management
• Knows how to lead people
and
by
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Responsibilities of PO
•  Leads and facilitates the team
•  Ensures involvement of everyone
•  Creates and maintain channels for team
members to communicate and work
effectively
•  Resolves conflict within and outside of the
team
• Creates an environment where ideas are
freely exchanged.
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Team Members
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• Appointed by the sponsor in consultation
with the process owner
• Appointment is dictated by nature of
problem or process CLOSENESS AND
IMPACT FACTOR.
• Various ranks, professional, trades,
classifications, shifts or work areas.
• Membership depends on boundaries of
jobs departments, areas or businesses.
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Effective Team Members
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Characteristics
Works well with teams.
Challenges the “status-quo”
Understands and receptive to change
Knowledgeable in relevant work areas
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•
•
•
•
Responsibilities
Shares knowledge and expertise with
the team
Asks questions and probes for answers
Supports the tam leader and provides
leadership when appropriate
Exchanges ideas and encourages
others to do so.
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Effective Quality Facilitator
•
•
•
•
•
•
Characteristics
Understands: - Interpersonal dynamics
Works well with individuals and
groups
Skilled at quality improvement
Committed
to
continuous
improvement
Supported
and
empowered
by
management
Understands and receptive to change
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•
•
•
•
•
Responsibilities
Coaches, facilitates, and instructs the
team,
Supports the team;
Transfers knowledge and becomes a
resource
Improves the team’s group dynamics by
focusing on the process, rather than the
product.
Understands that new people may take
some time to become comfortable. Is
patient with people’s initial skepticism or
differences of opinion.
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• Ensures
team
records
and
correspondence are maintained
• Resolves conflict within and outside of
the team
• Keeps the tam on schedule
• Knows the subject matter
• Creates an environment where ideas are
freely exchanged
• Coordinates with the quality facilitator.
• Recognizes members’ contributions and
participation.
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• Creates an environment where ideas are
freely exchanged
• Coordinates with the quality facilitator.
• Recognizes members’ contributions and
participation.
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Leadership Responsibilities In
Team Formation
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• Ensure the right mix of capable people in
the team
• Assist team members to develop their skills
of contributing from their ‘natural’ roles.
• Encourage members to accommodate
divergent views
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• Obtain an up-front commitment. A
successful leader must be skilled in finding
out what is behind any body language –
averted eyes, the glance at the watch,
fiddling with the coffee cup or pencil – (i)
fear of being unable to deliver (ii)
inadequate resources (iii) fear that a time
consuming project will disturb private life.
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The 8 Team Roles
 Chairman
 Company worker
 Completer – Finisher
 Monitor evaluator
 Plant
 Resource investigator
 Shaper
• Team worker
Now conduct the Self Perception Inventory
Analysis.
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Self Perception Inventory
Analysis.
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• In management teams, eight primary team
roles performed by managers are
identifiable.Managers display one or two of the
eight distinct styles when performing in teams
or group activities including meetings.
• Their behaviour in group tends to be confined,
fairly consistently to these one of two principal
team roles.
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• The team-role for any particular manager can be
predicted on the basis of teat scores.
• The team-roles for any given individual is NOT
correlated with that person’s functional role
inside an organization. Certain team-role
combinations make teams more effective, while
others can generate group failure.
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Self Perception Inventory
Analysis
• For each section distributes a total of ten
point among the sentences which think
best describe your behaviour. These
points may be distributed amongst
several sentences: in extreme cases they
might be spread among all the sentences
or ten points may be given to a single
sentences. Enter the points in the Table.
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CHAIRMAN
1. Moves the team
towards the group
objectives by making
the best use of group
resources.
• 2.
Does
not
necessarily have clear
goals but wants the
team business to be
conducted
in
an
orderly manner.
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• 3.Stable,
dominant,
extrovert
• 4.
Concentrates
on
objectives
• 5. Does not originate
ideas
6. Focuses people on
what they do best
7. Recognizes team’s
strengths and
weaknesses.
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Company Worker
1. Turns concepts and
plans into practical
working procedures
• 2. Carries out agreed
plans systematically and
efficiently
• 3. Makes a determined
effort to fulfill promises
and undertakings
4. Stable, controlled
5. Practical organizer
• 6. Can be inflexible but likely
to adapt to established
systems
• 7. Not an innovator.
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Resource Investigator
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• Explores and reports on
ideas
resources
and
developments outside the
group
• Creates external contacts
useful to the team and
conducts any subsequent
negotiations
• Stable,
dominant,
extrovert
• Sociable
• Salesman,
diplomat,
liaison officer
• Not original thinker
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Shaper
Shapes the direction
of application of the
team effort
• Directs attention to
objective-setting and
prioritizing
• Seeks to impose some
shape or patter on
group discussion and
on the outcome of
group activities.
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• Anxious,
dominant,
extrovert
• Emotional
and
impulsive
• Quick to challenge and
respond to challenge
• Unites ideas, objectives
and possibilities
• Competitive
• Intolerant of wooliness
and vagueness
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Team-Worker
Supports members in
strengths (building on
suggestions)
• Underpins them in their
shortcomings
• Improves communications
between team members,
fosters team spirit
• Stable,
extrovert,
low
dominance
• Concerned with individual
needs
• Build on others’ ideas
• Cools things down
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Completer – Finisher
Ensures the team is free of
mistakes or error of
commission and omission
• Maintains
a
sense
of
urgency within the team
• Anxious, introvert
• Worries over what will go
wrong
• Pre-occupied with order
Concerned with following
through
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Monitor Evaluator
Analyses problems, evaluates ideas and
suggestions to place the team to take better
decisions
• High I. Q. stable, introvert
• Measures analysis not innovation
• Unambiguous. Lacking enthusiasm
Solid, dependable
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Plant
Advances new ideas and strategies with
special attention to major issues
• Looks for possible breaks in approach to
problems of group
Dominant high IQ, introvert
• A ‘scatter of seeds’, originating ideas
• Misses out on details, not interested in
implementation
Trustful but easily offended
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Caveat
• Test scores are not immutable and are
not intended to imply that the
individual is doomed to play a given
role forever.
• It is possible to adjust one’s team role
inclinations to fit the needs of the team
or group.
• Insight into one’s team role preference
is intended to be a liberator rather
than a jailer.
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Team Developmental Stages
• Leader and members who are aware of
the team’s needs at every state of
development enables the team to
become productive.
• The effective team gives attention to
both the task of the team and the
relationship
between
the
group
members.
• The true art of teamwork is the
integration of these two into a
dynamic whole.
Team Development Stages
FORMING
Use socializing and team
Discussion to initiate
Group work
Members uncertain
about roles, rules
and expectations
STORMING
Assert your authority to
Diffuse conflict in
The team
Members come into
conflict over goals
And personalities
Encourage team members
To establish a
Creative work
pattern
Build up team faith in their
Collective ability and
skills
NORMING
Working styles are
Agreed and systems
Set up
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PERFORMING
Teams works together
positively
Allow individuals and
Subgroups to act on
Their own initiative
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Stages On Group
Development
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The 4 Stages of Development
•
•
•
•
Forming stage (Orientation)
Storming Stage (Dissatisfaction)
Norming State (Resolution)
Performing Stage (Production)
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Forming stage (Orientation)
Characteristics
• Feeling moderately safer with high
expectations
• Feeling
some
anxiety
because
of
certainty
• Testing the situation and central figure
• Needing to find one’s place and ‘settle’
in it
65
Storming Stage
(Dissatisfaction)
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Characteristics
• Low moral and commitment
• Feeling dissatisfied with dependence
on authority
• Feelings of frustrations over goals,
tasks, action plans
• Negative reactions against leader and
other team members
• Power struggle and conflicts
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Norming State (Resolution)
• Decreasing dissatisfaction
• Resolving discrepancies between hopes
and realities
• Resolving animosities, developing trust
and support
• Developing confidence
• Being more open and giving more
feedback
• Sharing responsibility and control
• Using team language
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Performing Stage
(Production)
• Feeling happy to belong to a team
• Working with whole group and sub groups
in a collaborative and interdependent way
• Feeling team strength
• Showing confidence in the accomplishment
of tasks
• Sharing leadership
• High morale
• High levels of performance
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Task & Relationship Needs
(ORIENTATION)
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RELATIONSHIP NEEDS
TASK NEEDS
• Understand
agree
purpose
• Get started
• Gather into
• Depend on T/L
direction and initiative
• Develop acquaintance
and rapport.
• Sense
acceptable
behaviours
• Reduce suspicion and
anxiety
• Value individual
contributions.
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DISSATISFACTION
TASK NEEDS
• Provide
organizational
structure
• Resist tendency to avoid
work.
• Encourage and share
information.
RELATIONSHIP
NEEDS
• Create meaningful role
for each member.
• Balance control and
influence
• Manage tendency for
competition
and
formation subgroups.
• Provide a threat-free
environment.
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RESOLUTION
TASK NEEDS
• Foster
creativity
and
innovate
• Offer input and evaluate
quality of information
• Test ideas and implicative
objectively
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RELATIONSHIP NEEDS
• Encourage
mutual
support
interest
and
involvement
• Actively share leadership
activity
and
responsibility
• Reinforce positive team
behaviours and change
unproductive ones.
• Reconcile competing
loyalties
71
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PRODUCTION
TASK NEEDS
• Maintain realistic of
team effort.
• *Discuss
implementation
strategies
thoroughly
• *Encourage fusibility
and resource
sinfulness.
RELATIONSHIP
NEEDS
• Maintain mental trust
and acceptance
• Provide
leadership
opportunities
for
members.
• Reacquire each others
contributions
72
Element of Interactive
process in Teams
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• These elements are also referred to as the basic
ingredients required for a successful Team. They are listed
here and discussed below:
•
•
•
•
•
•
•
•
•
Clear sense of purpose
Clearly defined roles
Established guidelines/norms
Open communication
Well – defined decision procedures
Style diversity
External relations
Leadership
Climate of trust
73
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Clear sense of Purpose
• All members understand its purpose and
goals
• Disagreements
and
confusion
are
resolved by all the members
• Clarity and agreements sought on its
charter
• See task as workable
• Have a clear vision
• Teamwork – self perception analysis I
74
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Cleary Defined Roles
• Members understand their duties and know
who is responsible for what
• Use of each other’s talents.
75
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Established Guidelines
(Group Norms)
• Open discussions about guidelines
• Establish guidelines either purposely or
by default
• Agreements guide behaviours
76
Group Norms
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• A group norm is a behaviour expected of
group members.
• It is a rule or standard that guides the
behaviour of group members
• When violated, a norm may be enforced
with reprimands and other sanctions.
• In extreme violation, a member may be
expelled.
77
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Performance Norm
• The performance norm defines the
level of work effort and performance
that group members are expected to
contribute, and it is an extremely
important norm: innovation,
timeliness, participation, helpfulness
etc.
• It can have positive or negative
implications for the group
performance and organizational
78
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How to build Norms
• Acting as a positive model
• Reinforcing the desire behaviors with rewards
• Controlling results by performance reviews and
regular feed backs.
• Training and orienting new members to adopt
desired behaviours.
• Recruiting and selecting new members who
exhibit the desired behaviours.
• Holding regular meetings to discuss progress
and way of improving.
• Using group decision-making methods to reach
agreement.
79
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Group Cohesiveness
• Group Cohesiveness – the degree to which
members of a team are attracted to and
motivated to remain part of a group.
• Persons in a highly cohesive group value their
membership and strive to maintain positive
relationships with other group members.
• Members experience group identification and
interpersonal relationships.
• Highly cohesive group good for organizations,
but not always. It all depends on the
performance norm that the cohesiveness is
pair with.
80
How to increase Group
Cohesiveness
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`Managers should build and maintain
cohesiveness in groups whose performance
norms are positive through”
• Induce agreement on group goals
• Increase membership homogeneity
• Increase interactions among members
• Decrease group size
• Introduce competition with other
groups
• Reward group rather than individual
results
81
Groupthink
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• The tendency for highly cohesive
groups to lose their evaluation
capabilities.
• Members public agree with a decision
at meetings, but privately having
serious doubts.
• This is because of strong feeling of
loyalty, and desire to hold group
together and avoid disagreements.
• Psychologist Irving Janis calls this
phenomenon – the groupthink – the
tendency for highly cohesive group to
82
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Symptoms of Groupthink
The possible symptoms include:
• Illusions of group vulnerability – feeling that
the group is above criticism or beyond
attack.
• Rationalizing unpleasant and disconfirming
data –refusing to accept contradictory data
or to consider alternatives thoroughly
• Belief in inherent group morality – feeling
the group is inherently ‘right’ and above any
reproach by outsiders.
• Stereotyping competitors as weak, evil and
stupid – refusing to look realistically at
other groups.
83
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• Applying direct pressure to deviants to
conform to group wishes – refusing to
tolerate a member who suggests the group
may be wrong.
• Self-censorship by members – refusing to
communicate personal concerns to the group
as a whole.
• Illusions of unanimity – accepting consensus
prematurely without testing its completeness.
• Mind guarding – protecting the group from
hearing disturbing ideas or viewpoints from
outsiders.
84
How to deal with
Groupthink
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• Assign the role of critical evaluator to each
group member, encourage a sharing of view
points
• Avoid as a leader, seeming partial to one
course of action, absent yourself at times to
allow free discussion.
• Create subgroups to work on the same
problems and then share their proposed
solutions.
• Have group members discuss issues with
outsiders and report back on their reactions.
85
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• Invite outside experts to observe group
activities and react to group processes and
decisions.
• Assign one member to play a “devil’s
advocate” role at each group meeting.
• Hold a “second-chance” meeting after
consensus is apparently achieved to review
the decision.
86
Group & Maintenance Needs
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• A TASK activity is an action taken by a group
member that contributes directly to the
group’s performance, e.g. initiating agendas,
information sharing, elaborating a point,
giving opinion, summarizing etc.
• A MAINTENANCE activity is an action taken
by a group member that supports the
emotional life of the group, e.g. encouraging
others, reducing tensions, gatekeeping,
following rules, harmonising etc.
87
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The Teams well Defined
Group
Norms
The Teams well Defined Group Norms
• Default
• Anticipating productable problems
- Brainstorming about possible problems
- Coming up with solutions
-Setting up roles in advance to avoid
problems
- Putting all rules into a constitution e.g.
88
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i) On time for meetings
ii) Prepared to work on timely agenda
iii) Respect individual opinions
iv) Allow equal participation
v)
No
recriminations
for
team’s
shortcomings
• vi) Consensus in decision making to be
encouraged
•
•
•
•
•
89
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• vii) Living up to team’s commitments.
• viii)Deal with conflict in a productive way
• ix) High quality ideas and decisions, plus
fun. Team’s goals.
• x)
Otherwise pause and redirect
improvement.
90
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Open Communication
• Good discussions & good improvement
depend on how well info is passed
between projects members
• Clarity and exactness
• Timeliness
• Active listening rather than debating
• Not inward focused only
• Free information sharing
Principle of empathies communication
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Well-defined
Decision Procedures
• Decision process, a function of maturity
• Discuss process; explore important issues
by polling and decided important issues by
CONCENSUS.
• Use facts and data as basis for all
decisions
• Other procedures include UNANIMITY and
SIMPLE MAJORITY
• Researching Consensus
92
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External Relations
• Reflection of the organization
• Assign the study and solve problems
from which more people will benefit.
• Ideally must recognize this hidden team
of customers, suppliers. sponsors and
colleagues and initiate methods of
keeping them informed and soliciting
feedback.
93
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Style Diversity
• People are of diverse styles
experiences, approaches
• Teams should be composed
people concerned with high
accomplishment who set
objectives and work hard
positive team experience.
of thoughts,
of a mix of
quality task
goals and
to promote
94
Leadership
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• Choice
of
leadership
affects
positive/negative accomplishment
• Choice is determined by
Expertise
Hierarchy
Budget control
• Leadership leads and guides team to
ensure completion outcome
• The leader must be a facilitator
95
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Climate Of Mutual Trust
• Messages that build trust includes:
• Understanding the individual; knowing
how to listen (listening skills)
• Paying
attention
to
little
things;
kindness, respect
• Keeping commitments
• Clarifying expectations
Showing personal integrity, no duplicity,
no deception, no disloyal acts.
• Apologizing sincerely when at fault
• Showing appreciation, respect and love.
96
Disruptive behaviours
in Teams
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•
•
•
•
•
•
•
•
Disruptive behaviours include
FLOUNDERING
RUSH TO CLOSURE
RAMBLERS
ERRATIC ATTENDANCE
DOMINATORS
RELUCTANT MEMBERS
SIDE CONVERSATIONS
CHRONIC OBJECTORS
97
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Floundering
•
•
•
•
Solutions
Get group to develop or review plan to tackle
the project
Review the charter and expectations
Ask what the team needs to move on
Plan to discuss project accomplishments and
future plans.
98
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Rush To Closure
Solution
• Confront the rusher, suing constructive feedback
techniques
99
Ramblers
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• Use a written agenda with time estimates for
each item; refer to the topic and time when
discussions stray too far.
• Write topics or items under discussion on a
flipchart. Post pages on the wall and direct
groups attention to the item
• Direct conversation back on track, restate the
topic. Call on someone else to summarize the
points of discussion prior to digression
100
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Erratic Attendance
Develop guidelines for meeting attendance and
commit to use them (check your charter)
• Confront members privately and ask for reasons
ruling their behaviour
• Priorities and resources not clearly stated
101
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Dominators
• Thank dominator for his/her contribution. Ask
to hear what others have to say.
• Remind dominator of time limit for each topic
on agenda so he can keep comments concise.
• Speak with dominator in private to share your
concerns
102
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Reluctant Members
• Divide project tasks into individual assignments
and reports, if possible
• Ask the member an open-ended question that
can easily be answered because of his/her
experience in the organization.
103
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Side Conversations
• Pause: look at the offenders; if one of the
member is seated nearby, place a gentle hand on
the person’s arm of shoulder.
• Directly involve one of the talkers in the whole
group discussion
• Confront the situation directly; “only one
meeting please”
104
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Chronic Objectors
• Keep down temper firmly in check, honestly
try to find merit in one of the person’s points;
express your agreement, then move on to
something else.
• If you suspect a mis-statement in the
objection, toss it to the group for their
reaction and information.
• Ask the person to make a positive
recommendation on the topic
• Talk privately to the concerned to win his
cooperation or uncover the real issue.
105
Participating Effectively in
Teams
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• The team factor is synergy, with the whole
being greater than the sum of the parts.
• Teams exist for a purpose; to complete a job,
solve a problem, make a recommendation,
select an option etc.
• It’s ability to discharge it’s task depends in
part upon a common understanding of the
task, and in part on how well people
collaborate together in working towards it.
• How well people work together will depend
on the interpersonal behaviour of each
member.
106
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THE ESSENTIALS OF
TEAMWORK
The Essentials Of Teamwork are:
1. BEHAVIOURAL SKILLS
2. COMMUNICATION SKILLS
Now conduct the exercise on Building of Tower.
107
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Behavioural Skills
•
•
•
•
•
•
There are six keep Behavioural skills that are
essential for individual to participate
effectively in teams. They are:
INTEGRATING
YIELDING
SHARING
ENCOURAGING
PROCESSING
CONSTRUCTING
108
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INTEGRATING
• INTEGRATING
Getting the group to fit together and accepting
their differences.
HOW?
• Welcome differences and put them in the
Context of the need for a common solution.
109
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YIELDING
YIELDING
• Encouraging flexibility and a will to
compromise
HOW?
• Encourage and reward a will to yield and move
towards the other position.
110
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SHARING
SHARING
• Ensuring that the airtime is shared.
HOW?
• Spot and bring in the low Contributor and vice
versa
111
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ENCOURAGING
• ENCOURAGING
• Making the group or individuals feel
• their contributions are valued and welcomed
HOW?
• Give recognition fir contributions, especially
for those low in confidence. Avoid putting
people down.
112
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PROCESSING
PROCESSING
• Reinforce the group identity by showing how
the group is working together and moving
forward
HOW?
• Emphasize what the group is achieving.
Establish milestones so that the group can
measure its progress.
113
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CONSTRUCTING
CONSTRUCTING
• Looking for commonality and building upon it.
HOW?
• Focus on common interests. Avoid taking
positions.
114
Interactive Behaviours Analysis
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Groups of Behaviour
INITIATING
•Proposing
•Building
CLARIFYING
REACTING
•Supporting
•Disagreeing
•Defending/
•Attacking
-Testing
-Understanding
- Summarizing
- Seeking info
- Giving info
CONTROL
•Bringing in
•Shutting out
115
Handling Conflicts
in Teams
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In human relations there are 2 areas of
conflict:
1. CONTENT i.e. task to be performed
2. PROCESS – group dynamics: what
happens to or between members of the
group while working to perform the task
- morale, feeling, atmosphere,
influence, leadership, struggle,
competition, cooperation, conflict.
116
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Conflict Defined
• A struggle involving opposing ideas,
values and unlimited resources.
• A process which begins when one
party perceives that another has
negatively affected or is about to
affect something that the first party
cares about
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Implications of Conflicts
•
•
•
•
Implied in conflicts are the following:
Incompatibility of opposing status
Scarce resources
Struggle over perceived status
Goal of preventing, obstructing, interfering,
injuring or doing things to ensure that the
opposing goals is not achieved.
118
Views on Conflict
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Traditional view
is
avoided.
The belief that all conflict
harmful and must be
Human Relations view The belief that conflict is
a natural
and inevitable
outcome of any
group
Interventionist view
not only
group, but it is
necessary for a group to
The belief that conflict is
a positive force in a
absolutely
perform
119
Forms of Conflict
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Intrapersonal –
When you engage in psychological
struggle over opposing ideas. Then
we
begin to weigh alternative ideas of
ethical issues.
Interpersonal –
When group members openly
express
their differences over ideas,
values,
scarce resources or goals.
This
expression leads to an
attempt to prevent,
obstruct, interfere,
injure or intervene to
achieve their
ends.
Intergroup – When groups in form of organisation
units or departments express differences
120
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Sources of Conflicts
•
•
•
•
•
•
Personal styles and values
Roles
Environment – Scarce services
Issues
Differences in fact, value and policy
Hidden agenda
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Strategy for Handling
Conflict
THE QUESTIONAIRE
• Please indicate how often you use each of the
following by circling the appropriate number.
• Then use the score sheet to know your own
strategy.
122
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How to preserve your
working
relationship
To continue to preserve your
working
relationship with an angry teammate:
1.Do little or nothing. Let your teammate vent.
2. Play back the gist of the angry message.
3. Propose a remedy.
4. Try to agree on a solution.
123
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Handling conflict among
team
members
To handle conflict among your team
members:
1.Ask those who disagree to paraphrase one
another’s comments.
2. Work out a compromise.
3. Have the sides write questions for their
opponents.
4. Convince team members they sometimes
have to admit they are wrong.
5. Respect the experts on the team.
124
Five Conflict Management
Approaches
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•
•
•
•
•
There are 5 conflict management approaches:
Approach
Objective
FORCING
Get your way
AVOIDING
Avoid having to
deal with conflict
COMPROMISING Reach an agreement
quickly
ACCOMONDATING Don’t upset the other
person.
COLLABORATING Solve the problem
together.
125
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FORCING
RATIONALE
• It is better to risk having a few
hard feeling than to abandon
an issue you are committed to.
LIKELY OUTCOME
• You feel vindicated, but other
party feels defeated and
possibly humiliated.
126
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AVOIDING
RATIONALE
• Disagreements are inherently
bad because they create
tension.
LIKELY OUTCOME
• Interpersonal problems don’t
get resolved causing long term
frustrations manifested in a
variety of ways.
127
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COMPROMISING
RATIONALE
• Prolonged conflict distract
people from their work and
engender bitter feelings.
LIKELY OUTCOME
• Participants become
conditioned to seek expedient
rather than effective solutions
128
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ACCOMONDATING
RATIONALE
• Maintaining harmonious
relationship should be our
priority.
LIKELY OUTCOME
• Other person is likely to take
advantage of you.
129
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COLLABORATING
RATIONALE
• The position of both parties
are equally important. Equal
emphasis should be places on
the quality of the outcome and
the fairness of the decision
making process.
LIKELY OUTCOME
• Problem is not likely to be
solved. Also both parties are
committed to the solution and
satisfied that they have been
treated fairly.
130
Encouraging And Managing
Differences In A Team
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• People in teams deals with diversity of
thoughts and approaches over the course
of the improvement project.
• This is normal and essential to group
efforts.
• The very need for a team implies that
approaches, values, and perspectives are
not the same otherwise an individual
could easily perform this improvement
alone.
131
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• Conflict, in and of itself, is neither good
nor bad.
• Whether
conflict
enhances
critical
thinking and productivity, or undercuts
it, will depend on how the differences are
encouraged and resolved within the
team.
• The challenge is to encourage diversity
without encouraging personal conflict,
and to harness the constructive power of
differences
without
igniting
its
destructive power.
132
The Constructive Force Of
Differences
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The team will benefit from four advantages
if “fruitful friction” is encouraged during a
group session:
1. Critical thinking is stimulated.
2. Innovation
and
creativity
is
sparked.
3. Group stagnation is minimized.
4. Healthy debate and discussion is
energizing.
133
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1. Critical thinking is stimulated. By
challenging the group direction or a
proposal, the group is forced to reexamine
the assumptions and beliefs underlying
their thoughts in some detail. Often the
reconsideration of previously skimmed or
unknown information adds new
dimensions to the decision.
134
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2. Innovation and creativity is sparked.
When people are in conflict over acceptable
alternatives, this motivates the group to
work out new and creative alternatives that
can be supported by everyone.
135
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3. Group stagnation is minimized.
Contrary opinions and ideas among
members increase the level of
understanding by all members as the
dialogue progresses.
136
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4. Healthy debate and discussion is
energizing. The excitement and energy that
arise through exploration of differences can
increase motivation and involvement of
members in tackling the task at hand.
137
Cues of Constructive
Differences
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•
•
•
•
•
Constructively-handled difference give rise to the
following:
High team spirit and a mutual commitment to
listening and resolving issues.
The team focuses on the process, problem or topic
and not on individuals.
Differences are discussed through facts and data
rather than redundant re-statements of opinion
rather done in increasingly loud voices.
team members listen to what is being said.
New alternatives are suggested or members will
modify their earlier position based on this
thorough discussion.
138
Cues of Destructive
Differences
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• Members resort to personal attacks instead of
focusing on the process and the facts.
• Repetition of the same negative comments
with no attempts to modify positions or seek
alternatives.
139
Effectively Managing
Differences
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• The key to effectively managing differences is
to:
• Understand positions and
• Work to resolve areas of diversity.
Differences often seem:
• Bigger than they are because in a group
session,
• A lot of valuable time is spent discussing
different viewpoints and disagreements.
• Often the group loses sight of common goals
and areas of agreement as they get caught up
in their disagreements.
140
Fostering Constructive
Focus and Dialogue.
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The following process can help correct the
situation by fostering constructive focus and
dialogue.
• Clarify Points of View. Start with a period of
silence so people can collect their thoughts. Then
summarise all the points of view on a flip chart
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• Define Areas of Agreement. Ask members
to read all the statements and help itemize the
areas of agreement.(See Route to Agreement)
• It may be useful to categorise agreements into
goals, roles, procedures, relationships,
limits and timing, etc., to aid organization
and clarity. List these areas on a flip chart.
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• Define Areas of Disagreement. Ask the
group to sort out and clarify the major
points of disagreement among the stated
opinions.
• It may be useful to use the previously
noted categories as a way of organizing
disagreements. Record these on a flip
chart.
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• Take Steps to Resolve the Differences.
By following this process, the differences
have been clearly articulated and discussed
in order to organize them.
• Now is the time to discuss with the group
the sources of these differences. Have they
arisen from differences in facts, values,
priorities, or assumptions?
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• Once the sources are identified, begin
discussing
the
least
important
differences first in order to build
momentum
and
confidence
that
differences can be resolved.
• Differences that are outside of the
team’s control should be handled outside
of the meeting.
145
The Constructive Route to
Agreement
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There are 3 major route or pathway to
agreement.
1. LISTEN ACTIVELY
2. WIN YOURSELF A HEARING
3. WORK TO A JOINT SOLUTION
146
Listen Actively
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Show them you understand
• That they feel strongly
• What they feel strongly about
• Why they feel strongly about it
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Win Yourself A Hearing
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• Explain your own feelings
• Refer back to their points
• Make your points firmly but stay
friendly
148
Work To A Joint Solution
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•
•
•
•
Seek their ideas
Build on their ideas
Offer your own ideas
Construct the solution from everyone’s
needs
149
Teams & the High
Performing Organizations
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•
•
•
•
•
•
There are six characteristics:
Balanced performance results
Clear, challenging widely shared aspirations
and goals.
Committed and focused leadership
Energized workforce committed to
productivity and learning.
Skill-based sources of competitive advantage.
Open communications and knowledge
management.
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CONCLUSION
T
E
A
M
-
Together
Everyone
Achieves
More
Please Work Together as a Team
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Team Building
•
•
•
•
Team building requires:
An objective clearly defined and clearly
communicated.
A leader who knows how to lead
A thorough understanding of the concept
of synergy.
Trust
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Trust is Important
•Organisation or Business
for the future can thrive
only on a receptive culture
that can only evolve from
trust which is the basic
ingredient of team
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Ownership is Key
• The sense of “Ownership” which
evolves from team building encourages
effective decisions that can be quickly
implemented.
• Shared leadership results in the
development of people.
• Members gain experience and
knowledge through interactions.
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Sense of Connectedness
• Organizations has to develop a sense of
‘connectedness’, a sense of working
together as part of a system where each
part of the system is affecting and is being
affected by the others and where the
whole is greater than the sum of its parts.
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Marriage is a Team
• Even marital relationship
must be looked at as a
process of building team
where individual’s strength
are harnessed and diversity
of opinions is recognized,
accepted and peacefully
resolved.
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Thank you