Building and
Maintaining a
Team
July – August 2010
Introduction to Teams
Exercise:
• Successful teams
• Not-so successful teams
Introduction to Teams
Exercise:
• Positives and negatives of
working in a team
Team Dynamics
Team Dynamics
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Communication and participation
Conflict
Leadership and power struggles
Climate
Individual behaviour
Non-verbal communication
Norm application
Team Dynamics
Attitude and Energy
• Walking dead (low energy – negative
attitude)
• Spectators (low energy – positive attitude)
• Cynics (high energy – negative attitude)
• Players (high energy – positive attitude)
Functions of Teams
“The sum is greater than the parts”
“We have 2 hands. One is for helping
ourselves, and the other is for helping others”
Audrey Hepburn
Functions of Teams
• When a common goal must be achieved
• When one person cannot provide all the
required skills
• Interdependencies (direct and implicit)
Functions of Teams
Advisin
g
Inspecting
Maintenance
Linking
Organising
Types of Teams
• Informal teams
• Project teams
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Quality circles
Kaizen
Process Improvement
Six Sigma
• Focused teams
• Work teams
Stages of Team Development
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Forming
Storming
Norming
Performing
Stages of Team Development
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Forming
Storming
Norming
Performing
Stages of Team Development
Team Building and Team
Maintenance
• Experimental teambuilding
• EI-Based teambuilding
Team Building
Key Building Blocks for teambuilding
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Vision, mission and values
Trust and awareness
Passion
Team behaviours
Maintaining Teams
• Attitudes and teams
• Micromanagement
Maintaining Teams
Delegation
• What am I doing that does not need to be
done at all?
• What am I doing that can be done by
somebody else?
• What am I doing that only I can do?
Maintaining Teams
Team Traps
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“What are we here for?”
“Our world is THE world”
Single issue obsessions
Reality distortion
Increasing bureaucracy
A lack of new stimuli
We all agree
The sepia photo
Poor communication
Toxic teams
Difficulty in teams
Team member responses:
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Motivational
Rejection
Intervening
Defense
Symptoms
Team Leadership –
Behaviours and Roles
Situational Team Leadership
• Direction
• Support
Team Membership
"None of us is as smart as all of us."
Ken Blanchard
Change in Teams
Understanding Resistance
CHANGE
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RESISTANCE!
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Resistance in Teams
LOSS
FEAR
THE UNKOWN
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• Uncertainty
• Rumours
• Competencies
and skills
• Comfort zones
• New order
• Others?
Jobs
Status
Security
Comfort zones
Title
Office
Others?
The unknown
New skills
New structure
Coping ability
Too much
work
• Others?
Emotions such as: anger, fear, stress, resentment, unhappy, sad,
agitation, anxiety, judgmental, distrust, etc.
Change and Teams
Stages of Change in Teams
Change in Teams
Understanding Change – Typical Reactions
Unaware
No
knowledge of
change
Denial
Apathy
Numb
Acceptance/
Commitment
Satisfaction
Vision
Resistance
Anger
Anxiety
Exploration
Interest
Trying out
Change in Teams
Jordan (2004) argues that:
• Successful people during change – read and
manage their emotions
• They are able to read others’ emotions and
take actions to manage those emotions prior to
attitudes being affected.
• Emotions during change – A GIVEN!
Political Intelligence in a Team
• Reasons for politics
• Awareness
Team Reward and Recognition
• Guidelines
• Ideas
Diversity in Teams
Put employees into a room with only a table and two
chairs. Leave them without any instruction and check
back on them in two hours.
•If they have taken the table apart...assign them to
engineering.
•If they are counting butts in the ashtray...put them in
finance.
•If they are talking to the chairs...assign them to
personnel.
•If they are sleeping...they are management material.
•If they do not notice when you walk in...place them in
security.
•And if they have left early...put them in sales.
Diversity in Teams
• What is Diversity?
• Why multi-faceted teams?
• Fostering diversity
Conclusion
QUESTIONS
Andre O’Callaghan
Andre O’Callaghan Consulting
www.aoconsult.co.za