Transcript No Slide Title

Rony Jose Thekkel
Teamwork
Implies co-operative and co-ordinated efforts by
individuals working together in the interests of their
common cause. It requires the sharing of talent and
leadership, the playing of multiple roles.
(Harris, 1986)
A Model For A High Performance
Diverse Team
Four Key Factors needed for diverse teams to succeed
Development and growth
for the team itself
Learning and growth
for team members

 Build
Diversity
Awareness
Understand
Diversity
Issues
Within The
Team


Develop
Reinforce
Skills That The Team
Make
Norms
A Difference
High
Performance
Diverse
Team
Build Diversity Awareness
 Understand the role of assumptions
 Recongnise that patterns of human behaviour differ
 Consider different strengths people bring to work
 Take into account differences in communication
styles
Build Diversity Awareness
Awareness
of Self
Awareness
of Other
Acknowledgement
of differences
Move on
to the job
Exploration of
similarities
In pursuing diversity awareness, consider the following :
 Patterns of behaviour by diverse members
 Patterns of others behaviour toward diverse members
 Distinct strengths various members contribute
 Differences in Communication styles
Build Diversity Awareness
1. Examine your first responses to someone who
is different
2. Review your specific assumptions about the
other person
3. Check the reality behind your assumptions
4. Find commonalties / build trust
Understand Diversity
Issues Within The Team
 The type and mission of the team
 Roles and responsibilities of each individual
 Individual strengths of other team members
 Open lines of communication
Develop Interpersonal Skills
That Make A Different
 Develop strategic communication - listening and
responding
 Treat each person as an individual
 Test accuracy of assumptions
 Resolve conflicts
Listening and
Responding
Listening and
Responding
Reinforce The Team Norms
Shared goals
Team practices understood / accepted
Group support roles / responsibilities acknowledged
Ground rules
Reinforce The Team Norms
Positive ones should be constantly reinforced
Examples of positive norms are :
 All team members are involved in setting goals
 Constructive team practices are understood and accepted
 Everyone’s roles and responsibilities are acknowledged
 Members believe in working co-operatively and supporting
each other
Reinforce The Team Norms
There can also be negative norms
Some examples are :
 Off-colour and demeaning jokes are acceptable
 Older people are ignored
 Accents are mocked
 Gays are shunned
Establish Team Ground Rules
Consider some of the following for your team’s ground rules :
 Realize that our team’s diversity is one of our strengths and we
need to nurture it
 Make communication open and honest; minimize interruption
 Respect team members as individuals
 Recognize that people may approach problems differently; listen
and consider other points of view.
 Make provisions for a forum to discuss and resolve diversity
issues, when needed
 Remember that off-colour and demeaning jokes are totally
unacceptable and that diverse team members are not to be
insulted
 Encourage new ideas
Team Development Model
Arrive
Revive
Thrive
Strive
Drive
Team Development Model
Drive
"Driving" - Focusing on mission, goals,
priorities and guidelines
Team Development Model
Strive
”Striving" - Moving ahead with full
understanding and agreement on
roles and responsibilities
Team Development Model
Thrive
”Thriving" - Rapid growth involving
peer feedback, conflict management
and decision making
Team Development Model
Arrive
”Arriving" - Peak performance, where
all the factors are in sync
Team Development Model
Revive
”Reviving" - Regaining peak performance
when slippage in team performance when
slippage in team performance occurs or when
team membership changes
Team Development Model
Drive
"Driving" - Focusing on mission, goals, priorities and
guidelines
Strive
"Striving" - Moving ahead with full understanding and
agreement on roles and responsibilities
Thrive
"Thriving" - Rapid growth involving peer feedback,
conflict management and decision making
Arrive
"Arriving" - Peak performance, where all the
factors are in sync
Revive
"Reviving" - Regaining peak performance when
slippage in team performance occurs or
when team membership changes
Characteristics Of Effective And
Ineffective Teams
Effective
Ineffective
Information
• Flows freely up, down,
• Full sharing
• Open and honest
•
•
•
•
Flows mainly down weak horizontal
Hoarded, withheld
Used to build power
Incomplete, mixed messages
People Relationships
• Trusting
• Respectful
• Collaborative
• Supportive
•
•
•
•
Suspicious and partisan
Pragmatic, based on need or liking
Competitive
Withholding
Conflict
• Regarded as natural, even helpful
• On issues, not people
• Frowned on and avoided
• Destructive
• Involved personal traits and motives
Characteristics Of Effective And
Ineffective Teams
Effective
Atmosphere
• Open
• Non-threatening
• Non-competitive
• Participative
Ineffective
•
•
•
•
Compartmentalised
Intimidating
Guarded
Fragmented, closed groups
Decisions
• By consensus
• Efficient use of resources
• Full Commitment
• By majority vote or forcing
• Emphasis on power
• Confusion and dissonance
Creativity
• More options
• Solution-oriented
• Controlled by power subgroups
• Emphasis on activity and inputs
Characteristics Of Effective And
Ineffective Teams
Ineffective
Effective
Power Base
• Shared by all
• On competence
• Contribution to team
•
•
•
•
Hoarded
On politicking, alliances
Pragmatic sharing
Contribution to power source
Motivation
• Commitment to goals set by team
• Belonging needs satisfied
• More chance for achievement
through group
•
•
•
•
Going along with imposed goals
Coercion and pressure
Personal goals ignored
Individual achievement valued without
concern for the group
Rewards
• Based on contribution to group
• Peer recognition
• Basis for rewards unclear
• Based on subjective, often arbitrary
appraisals
How does a group develop
The four stages of group development
Forming
Initial awareness
Storming
Sorting out process
Performing
Maturity
Norming
Self-organisaton
Problems With Teams
Problems with goals
• Do people understand and accept the team’s primary task
• What are the team’s priority objectives? Do all agree?
• How are conflicts in priorities handled
Problems with roles
• What do team members expect of each other?
• Have these expectations been shared? Do they match?
• Do individual objectives fit with the team’s overall objectives
• Are there areas of overlap or duplication between team roles
that could produce conflict?
Problems With Teams
Problems with processes
• How are decisions taken? Are authority levels clear?
• Are communication processes across the team working?
• Are structure, content and processes across in meetings effective?
• How are problems and conflicts resolved?
• How is activity co-ordinated? Are reporting procedures
understood and adhered to?
Problems with relationships
• How do team members treat and feel about each other?
• Are people’s individual needs recognised and respected?
• Does the team climate allow for open debate and sharing of
concerns?
• Both the team and leader encourage feedback on team and
individual performance?