Team
Development
August 2013
Edge Training
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Programme
Timing
Description
08h00 – 08h30
Registration and tea
08h30 – 10h30
Speaker
10h30 – 10h45
Tea Break
10h45 – 12h25
Speaker Continued
12h25 – 13h15
Lunch Break
13h15 – 14h55
Speaker Continued
14h55 – 15h00
Close
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About this workshop
The seminar aims to equip Fasset’s members with an
understanding and basic tools to Create Winning Teams
within their organisations
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Module 1:
Forming and Filling a Team
The stages of team development
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Forming
The first stage, forming, is characterized by a
great deal of uncertainty about the group's
purpose, structure, and leadership. Members
are testing the waters to determine what types
of behaviours are
acceptable. This stage is
complete when members
have begun to think of
themselves as part of a
group.
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Storming
The storming stage is one of intra-group
conflict. Members accept the existence of the
group, but resist the constraints the group
imposes on individuality. Further, there is
conflict over who will control the group. When
this stage is complete, a relatively clear
hierarchy of leadership exists within the group.
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Norming
This third stage is one in which
close relationships develop
and the group demonstrates
cohesiveness. There is now a
strong sense of group structure identity and
camaraderie. This norming
stage is complete when the
group structure solidifies and
the group has assimilated a common set of
expectations of what defines Correct member
behaviour.
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Performing
The fourth stage is performing. The structure at
this point is fully functional and accepted.
Group energy has moved from getting to
know and understand each other to
performing the task at hand. For permanent
workgroups, performing is the last stage in
their development. However, for temporary
committees, teams, taskforces, and similar
groups that have limited tasks to perform,
there is an adjourning stage.
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Adjourning
In this stage, the group prepares for its
disbandment. High task performance is no
longer the group's top priority. Instead,
attention is directed toward wrapping up
activities. Responses of group
members vary in this stage.
Some are upbeat, basking in
the group's accomplishments.
Others may be depressed over
the loss of friendships gained
during the work group's life.
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So what kind of a team player are you …
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Module 2:
Creating a Winning Team
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Creating an effective environment…
We now know that people have diverse
personality types and that each different
personality type brings something different to
the team. To create an effective and successful
team we first need to choose the correct
people for the designated task. Thereafter we
need to create an environment wherein they
will flourish and perform to the best of their
ability.
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Leadership
Open Lines of
Communication
Delegation
Accountability
Team
Goals/Vision
Rewards
and/or
Celebration
Building
Relationships
Decision
Making
Dealing with
Conflict
Problem
Solving
Synergy
Strategy
Adjustment
Regular
Meetings
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Leadership
Leadership and Management are two
distinctive functions, both very important
within the workplace. The essential difference
between the two
lies in the way
they get people to
follow them or do
work for them.
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Leaders
Have followers, people who willingly do what is
required of them by the leader. Leadership is
about guiding and influencing, appealing to
those who want to follow you and inspiring
them to do so. It is about providing vision,
energising people, seeking opportunities,
motivating, being proactive, selling, taking
risks, setting direction and giving credit where
it is due. They always have their eyes on the
horizon, they are always asking how and why
and they invariably have a long term vision.
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Managers
Managers have subordinates, people who do
what they are told to do. Management is about
getting things done right and getting paid to do
it. It is about seeking and then following
direction, coordinating effort, enforcing rules,
controlling risks, managing work, telling,
keeping stability, minimizing mistakes and
getting results.
Managers imitate, their view is short term and
the key question for them is how and by when.
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Synergy
Synergy is the combined
working together of two or
more parts of a system so that
the combined effect is greater than
the sum of the efforts of the parts. In business
and technology, the term describes a hopedfor or real effect resulting from different
individuals, departments, or companies
working together and stimulating new ideas
that result in greater productivity.
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Meetings
The purpose of meetings is to provide a forum
for information sharing, brainstorming,
problem-solving, setting vision and updating.
In essence to inform,
guide, discipline,
persuade and
transfer knowledge.
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Delegation
It is very clear that we are
not able to do everything or
control every aspect of
every task, this kind of
thinking only causes us to
become too busy,
preoccupied and stressed. It
causes us to resent the
team and ultimately to
impact on its success.
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Accountability
Another way of defining accountability is to
call it personal liability or responsibility.
Whether it is good or bad, each member of a
team must be responsible for their
involvement in a task. If a
person’s actions are
unhelpful in regards to the
common goal, it must be
traced back to them and
their behaviour adjusted
accordingly.
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Open Lines of Communication
Good communication between all members of
your team, even those “lower down”, can have
an effect on their delivery and the overall
success of your team. It is a vital part of being
a good leader and a good team player. If you
cannot get
your message across to
your other team members,
stakeholders or
shareholders, how can they
trust what you are doing?
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Decision Making
There are two ways for a decision to be made
where teams are concerned. One is that the
leader alone simply takes into account all the
circumstances, makes an educated decision
and then relays it to the group outlining each
person’s individual responsibilities. This
approach can often take less time, but isn’t
always thorough; because it is difficult for one
person to come up with every valid point
relating to the task and participants.
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Dealing with Conflict
Every team will experience conflict. That is a
given. The key is to ensure that the situation
that is causing the conflict is resolved. So
often we try to
ignore conflict and
pretend it does not
exist but this only
makes the problem
worse.
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Dealing with Conflict – The 7 steps
1. Ensure that you are truly listening to what
the other person is saying.
2. Do not take things personally and do not
get personal.
3. Listen to ‘hear and understand’ what the
root cause is.
4. Before you speak, prepare what you want
to communicate. Do not speak in haste.
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Dealing with Conflict – The 7 steps
5. Let the other person know you understand.
Very clearly explain from your
perspective.
6. Do not generalise and do not get personal.
7. Always end with what is going to happen
next. It communicates that you are
taking
things seriously and that you
genuinely
want to help resolve the issue.
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Problem Solving
Describes the process of working through
details of a problem to reach a solution. An
individual seeking to solve a problem will have
to identify the most important elements that
influence the
answer and then
work through a series
of operations to
determine a logical
solution.
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Problem Solving
Describes the process of working through
details of a problem to reach a solution. An
individual seeking to solve a problem will have
to identify the most important elements that
influence the
answer and then
work through a series
of operations to
determine a logical
solution.
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Strategy Adjustment
One of the greatest stumbling blocks to a
teams’ success is the inability to change its
strategy when it becomes clear to all that the
strategy is not working. There are always
‘good’ reasons for not changing a particular
strategy midstream but the reluctance to
address glaring problems will ultimately lead
to the demise of even the most promising
teams.
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Rewards and Celebration
Not every member of a team can feel a sense of
individual achievement and pride in their work
because they are not always individually
evaluated. Each team success must be met
with an appropriate celebration.
For everyone to feel the
satisfaction of a job well done,
and for the team to be
encouraged for their next task,
they must receive affirmation for
what they accomplished.
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Module 3:
Generations and Teams
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The Silent Generation
They have mostly retired or are very near
retirement. Born between 1927 and 1945, they
are known for being hardworking and loyal.
They appreciated their jobs and invariably
worked for one employer their entire life. They
are team players, prefer face to face
communication and are less technologically
driven. They are also able to listen longer and
are able to sit and concentrate during
extensive training and meetings.
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Baby Boomers
Are currently well into their careers and
typically in management. Born between 1946
and 1964, they are known for being cynical,
work centered and loyal. As a result of this
they value praise and benefits. They like
challenges and responsibility, their salary is a
measure of their success and they like respect
and face to face contact in the work place.
They are usually workaholics who believe in
the value of a long work week.
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Generation X
Family time and a better work/family balance
defined this generations’ attitude toward
employment. Born between 1965 and 1980,
they are ambitious and hardworking but don’t
enjoy a rigid work environment. They enjoy
the freedom to set their own work hours, work
place and schedules and these are the key
factors in keeping and motivating them.
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Generation Y
Meaningful careers, mentorship and work/life
balance are highly important to this
generation. Born between 1981 and early
2000’s, they are smart, technologically
switched on, optimistic and creative. Personal
growth is very important and they are
concerned with making a meaningful
contribution. Prefer tech communication and
enjoy multi-tasking, however they need
frequent communication, feedback and praise.
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Module 4:
Self Reflection
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Thank you!
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