Team Building
S.Babu
Bangalore
sbabu1671@gmail.com
Mobile no- +919916904003.
What is a Team
• A Group of people sharing common objectives and values, united
together to achieve a common purpose.
• It is people and people working together who constitute the deciding
factors between successful and unsuccessful organizations and
nations.
Why do we need Teams
• Physical Survival
• Accomplishment of common goals and objectives.
• Enhancing productivity.
• Planning resolving conflicts
• Gaining commitment.
• In the time of crisis.
• In transition phases to facilitate change.
• When there is lack of involvement.
• When there is continued increase in cost.
WHAT IS THE STRENGTH OF TEAM
• Strength of team is degree of alignment between an individual`s
values, goals, style, perceptions, semantics, or agenda with that of
the organization.
Stages of Group Development
FORMING
Characterized by dependence.
STORMING
Characterized by competition & conflict.
NORMING
Characterized by cohesion.
PERFORMING
Characterized by interdependence
ADJOURNING
Characterized by disengagement.
Roles of Group Members
Task Roles
1. Defining Problems
4. Seeking Opinions
2. Seeking information
5. Giving opinions
3. Giving information
6. Testing feasibility.
Group-Building/Maintainence Roles
7. Coordinating
10. Supporting
8. Mediating/Harmonizing
11. Encouraging
9. Orienting.
Individual Roles (Non functional)
12. Blocking
14. Digressing
13. Out of context
15. Manipulating
8 Characteristics of Effective Team Work
•
•
•
Participation
Openness
Facilitation
Collaboration
Team
Vision
Commitment
Flexibility
Sensitivity
Risk Taking
What is Team Building
• Empowering an individual to change relationships with other team
members in a manner that enhances team performance.
• A set of activities which accelerate the development of working
relationship.
• To evolve a shared vision , align with strategic direction of company
and develop interpersonal competence necessary to achieve
synergistic excellence in group performance.
• Essentially it means to develop a sense of self awareness and
personal effectiveness in the group context.
What is Team Building
• To examine the degree of alignment and appropriate adjustments or
changes necessary to the tasks or relationship to achieve excellence
in performance.
• TB is a process of deliberately creating an energetic group of people
who are committed to achieving common objectives , who work well
together and enjoy doing so and produce high quality results.
What is the focus of Team Building
• Task
i.e. needs , skills , resource allocation , procedures , criteria of
measurement , criteria of achievement , review and upgradation.
• Goals
i.e. objectives , purposes , values , vision , strategies , planning for a
short term or long term or both.
• Relationship
i.e. interpersonal skills , awareness in group context , feedback.
To a Team Member
• Gets a chance to discover his identify.
• Takes pride in one’s own achievement.
• Develops satisfaction of interest being shown in one’s own work by
others.
• Does not feel pressured to change , but learns to adapt voluntarily.
• Develops feelings that , “ I am consulted before changes are made “.
• Develops a sense of confidence and transparency.
• Brings in a sense of belongingness & ownership.
To a Team Leader.
• Learns to pool his/her energies with the team`s energy.
• Develops personal interest in each person`s achievement.
• Takes price in the achievement of the group.
• Helps groups to work together to create conditions of excellence.
• Learns to give critical feedback on performance.
• Learns to sublimate personal needs and ambitions to team goals.
To an organisation
• Creates a sense of belongingness to the organisation.
• Effective management of complex change.
• Increased ability to respond to ever changing work demands and
environment.
• Increased “ proactivity “ because of prevention and anticipation of
problems.
• Achievement of high levels of motivation , task accomplishment and
job satisfaction.
• Improved commitment.
• Synergism – multiples energies of its members.
Competing
User Characteristics
Appropriate When
Takes firm stands.
There is an emergency or crisis.
Can be intimidating to subordinates,
Who are likely to fear dissent.
A decision is unpopular.
One is certain that he or she is correct about a crucial
matter.
One is defending against opportunities who might
exploit a less combative style.
Collaborating
User Characteristics
Appropriate When
Views disagreements as opportunities to make things
better.
The desires of both sides are too important for a
simple trade-off.
Sometimes tries inappropriately hard to reach
consensus on unimportant problems.
Attempting to gain insight into somebody else’s idea
or opinions.
Bringing a variety of views to bear on an issue.
Seeking consensus to obtain joint ownership of the
action.
Overcoming previous hostilities in a relationship.
Compromising
User Characteristics
Appropriate When
Perhaps cynically views the mechanics of compromise
as more important than the substantive concerns
about the controversy.
The objectives are not inconsequential but conflict
would be probhitively costly.
Not timid about the stressful environment of a
bargaining situation.
Opponents of equal strength are locked in zero-sum
bargaining.
Able to give and take.
Seeking a quick , temporary fix of a complicated issue.
Under the pressure of a deadline.
Collaboration or competition already has failed.
Avoiding
User Characteristics
Appropriate When
Accept default decision.
The controversy is trivial.
Withholds contributions to decision making.
Victory is impossible.
Does not want to hurt others feelings.
The pay off for solving the problem is lower than the
potential damage of the controversy.
Delegates or passes controversies onto others.
It is advantageous to let anger and passion recede
before tackling the issue.
Further research is more useful than a quick
resolution.
Someone else can solve the problem better.
The concern is far from the central issue (s).
Accommodating
User Characteristics
Appropriate When
Gives in to others when warranted or perhaps when
not reasonable.
You are aware that the other side’s position has more
merit or justice than yours.
Willing to admit error.
You wish to make amends or reparations.
Wise enough to surrender when appropriate.
The controversy matters more to the other party than
to you.
Knows the correct exceptions , policies.
You want to build up a “debt” to collect later.
The other sides holds all the winning cards.
You value peace more than the potential gains in the
controversy.
Assertive
Competing
Collaborating
(Domination)
(Integration)
Compromising
(Sharing)
Avoiding
Accommodating
(Neglect)
(Appeasement)
Non-Assertive
Uncooperative
Cooperative
Are you a HIGH ACHIEVER
• Set realistic but challenging goals.
• Raise targets incrementally ( one step at a time ) , no jumping.
• Scan the environ fully and accurately ( insightfully ) before deciding.
• Take calculated risks , have no fear or failure.
• Respond to the minutest changes in the environ ( ground rule )
• Learn from experience ( self and others )and make mid-course
corrections.
Are you HIGH ACHIEVER
• Refuse to be pressured , stay relaxed and have a sense of big
occasion.
• Display extraordinary persistence , refuse to quit , complete tasks
without follow-ups.
• Exult in success and despair in failure ( Hoopla vs Can’t stand failure
syndrome )
• Be feedback sensitive ( respond to positive and negative signals from
the environment )
•Thank You