Definition:A team is a group of individuals
working together to achieve a
common goal. In most cases, the
task is split into parts appropriate
to each individual’s talents. Each
member of the team has a shared
responsibility for getting the job
done, and therefore there
cooperation is essential to the
overall success of the group.
From Workgroup to Teamwork
1. Working group
2. Pseudo-team
3. Potential team
4. Real team
5. High-performance team
1-Working group:
 No significant incremental performance need or
opportunity that would require it to become a team.
 The members interact primarily to share information,
best practices, or perspectives and to make decisions
to help each individual perform within his or her area
of responsibility.
 There is no call for either a team approach or a
mutual accountability requirement.
2-Pseudo-team:
 This is a group for which there could be a significant,
incremental performance need or opportunity, but it
has not focused on collective performance and is not
really trying to achieve it. It has no interest in
shaping a common purpose or set of performance goals,
even though it may call itself a team.
 Pseudo-teams are the weakest of all groups in terms
of performance impact.
2-Pseudo-team:
 In pseudo-teams, the sum of the whole is less than
the potential of the individual parts. They almost
always contribute less to company performance needs
than working groups because their interactions
detract from each member's individual performance
without delivering any joint benefits.
 For a pseudo-team to have the option of becoming a
potential team, the group must define goals so it has
something concrete to do as a team that is a valuable
contribution to the company.
3-Potential team:
 There is a significant, incremental performance need, and
it really is trying to improve its performance impact.
 Typically it requires more clarity about purpose, goals, or
work products and more discipline in hammering out a
common working approach.
 It has not yet established collective accountability.
 Potential teams abound in organizations. When a team
approach makes sense, the performance impact can be
high.
 The steepest performance gain comes between a potential
team and a real team; but any movement up the slope is
worth pursuing.
4-Real team:
 This is a small number of people with complementary
skills who are equally committed to a common purpose,
goals, and working approach for which they hold
themselves mutually accountable.
 Real teams are a basic unit of performance.
 The possible performance impact for the real team is
significantly higher than the working group.
5-High-performance team:
 This is a group that meets all the conditions of real
teams and has members who are also deeply committed
to one another's personal growth and success.
 That commitment usually transcends the team.
 The high performance team significantly outperforms
all other like teams, and outperforms all reasonable
expectations given its membership.
 It is a powerful possibility and an excellent model for
all real and potential teams.
Effective teams
1.
Have a common purpose ( a big picture) they are all
committed to. (Vision & team charter).
2.
Listen intently to each other and respect each
other’s views and opinions. (Communication)
3.
Are concerned about how their actions and
attitudes affect one another. (Respect)
4.
Are sensitive to each other’s need. (Support)
5.
Work on building positive environment and stay
involved. (commitment)
6.
Are willing to invest time and money to protect and
enhance to team fabric. (Accountability)
Effective teams
7.
Encourage the participation of every member.
(Empowerment)
8.
Talk about and discuss their performance as
individuals and as a team. (Coaching and feedback)
9.
Genuinely care about each other and believe in the
talents and skills of one another. (Trust)
Team Models
1. Sequential Teams
2. Parallel Team
3. Synchronous Team
4. Virtual Teams
5. Networked Teams
Sequential Teams
 One person’s work output becomes
work input for the next person.
 The team members are caring about
their own tasks and nothing else.
 It is quite efficient when there is a
low need for interaction and a
predictable, repeating process.
 The project have many people working
over a long period of time and it is not
important that the whole project team
be assembled in one place at one time.
Sequential Teams
 It is a solo performances coordinated
by a single director.
 the overall team is managed with a
top down style (Autocratic style).
 The advantage of this model is, team
member specialization.
 The sequential model works well for a
virtual team that is not physically
together every day.
Parallel Team
 A parallel team is very much like
an orchestra.
 large projects require many
specialists, and tasks must
converge and be done at the same
time.
 Disaster. ( Example)
 The team rehearses is must to
assure that each person knows
what to do and exactly when.
Parallel Team
 This team has independence and
interdependence at the same time.
 The team manager is responsible
for keeping the team members all
together, on time.
Synchronous Team
 This team is small for maximum
interaction and freedom to try new
ideas.
 For example, a new product
development team. What is needed for
this project?
 free flowing communication.
 ideas explored.
 The team keep focusing on the project
objective and find a way to get there.
Synchronous Team
 Often you have a cross functional
team with specialists from various
disciplines
 The manager of this team is more
like a facilitator than an autocrat.
 The management style needs to be
supportive.
 The manager should be a barrier
buster.
Synchronous Team
 Size is a critical consideration, a
synchronous team needs to be
relatively small.
 Assay:
“You can put three or four or
maybe five people around a
white board and they can do
design together. But you can’t
put twenty people around a
white board.”
Virtual Teams
 A team which its member are
not together.
 Virtual team is an oxymoron. A
geographically dispersed work
group can never achieve the gel
that makes at team greater
than the sum of its parts.
 It is hard to get a team to gel
if they have never met each
other, (Challenge)?
Virtual Teams
 Cultural differences compound
the problems facing virtual teams.
(The greater the differences, the
greater the problems) (challenge)
 Make a continues meeting to let
the team member know each
other (video conference).
 Corporate sales team. (Example)
Networked Teams
 Some complex projects require
multiple teams to get the job done.
 Each team has it’s own personality.
 Leader spend a great deal of time
encouraging individuals to respect
one another and support the team,
which must be the same with teams.
Each team must show respect for
the other teams, and support one
another.
Networked Teams
 The team independency may cause a
lot of clashes.
 Core leadership team is
recommended
 The core leadership team deals
with how to get the divergent
teams to work together and
focuses on cross-functional issues.
 Team membership should be as
stable as possible.
 Problem solving team. (Example)
Stages of groups development
1. Forming
2.
Storming
3.
Norming
4.
Performing
Stages of groups development
Forming
Storming
Performing
Norming
Forming
 Group members meeting to set the
group's purpose, structure, and
activities.
 A period of uncertainty and testing.
 By the end of this stage, members
have become acquainted both with
each other and with the goals and
tasks ahead.
Forming
Storming
 Members clash with each other.
 The name of this stage reflects the
stormy interactions.
 Disagreements may replace the cautious
reservations voiced during the forming
stage.
 Even when titles and responsibilities are
clearly defined, members may jockey for
position within the group.
Storming
Norming
 On this stage members understand and
accept their roles and responsibilities.
 Members agree on the goals and the
methods for achieving goals; they begin
to conform to group norms of
performance and interpersonal
relations.
 As a result, the group becomes more
cohesive.
Norming
performing
 The group is fully functional and
moving ahead to achieve its goals.
 Members interact with other
members to keep the group on track.
 Group members can effectively deal
with any problems or conflicts
performance.
 This is the most productive stage of
group development.
Performing
Team Life Cycle
(A team is a living organism)
1. Birth
2. Growth (adolescence)
3. Maturity
4. Decay (senility)
5. Death
Growth
Maturity
Birth
Decay
(Senility)
Death
Low
Effectiveness
High
Team Life Cycle
Low
Cohesiveness
High
Words About Teamwork
 There is no "I" in "Team“.
 Many hands make light work.
 No man is an island.
 A team is a living organism.
 Work with nature, do not put a senile team
in the life support.
 Teams are dealing with win-win relationship.
Words About Teamwork
 No matter what you are trying to do,
“TEAMS” are the most effective way to
get the job done.
 There are two ways of spreading light:
to be the candle or the mirror that
reflects it.
Play Role
• Divide the group into teams with
maximum 15 members for each team.
• Choose team leader to present the
team.
• In 30 minutes make small project using
the available tools and equipments.
• Present the project in maximum 5
minutes.
Email:
alsh_elgenbihy@yahoo.co.uk