Final Team Work - ESS

7/31/2019 Final Team Work - ESS

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Unit 2

Teamwork

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A team is a group of people working collaborativelytogether, in order to achieve a common goal.

It is very important for a business team to work welltogether and cooperate, trying their best to achieve

the wanted results.

What is a team?

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No, big projects are too complex to be done by oneperson. As soon as you have a clear objective, you need

to have a skilled team, where the members interactefficiently, in order to produce the needed results.

Can you do big and demanding projectswithout a team? Why?

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Stages of Group Development

Tuckman's Group Development Model

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Forming

Here the team is established, and the members startseeing their objectives clearly. They need to bepositive and committed. Its normal now to feel

anxious of meeting new people and to have a lot ofexpectations.

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When joining a team, you may have the following impressions:

Is this group going to be successful?

Will I fit in the group?

Would others benefit from my existence?

What do we want to accomplish? Can I easily quit if I didnt like the group?

Can I stay indefinitely if I liked the group?

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Forming Storming

The team members need to brainstorm andparticipate in planning and identifying possible

problems to be solved. This requires clearcommunication among the members so each can

express plans and goals, and share opinions. 7


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Forming Storming Norming

In this stage, the team begins to settle down, accept

the other team members, their roles, and they begin to

cooperate to achieve the objective.

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Forming Storming Norming Performing

Now everyone knows what they need to do, they have a

better understanding of each others strengths and

weaknesses. As their roles are clear, they will work hard to

achieve their goal.

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Forming Storming Norming Performing Adjourning

When the job is completed -hopefully- successfully, its time to

conclude tasks, review group processes, and make suggestions for

improvement. Now everyone can move on to new things, feeling

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Note the following about these stages:

Performance drops in the Storming stage.

It picks up again in the Norming stage.

These stages are always present.

The time spent in each stage depends on the projects scale.

Example:If a group is formed to do a small project over two days:

They will start a meeting at 9:00am to go through the Formingstage in one hour.

In the next two hours they might be involved in Storming to plan and work things out.

They will settle into the Norming stage for the rest of the day when processes are setup

and tasks are accepted. (6 hours)

The next day the team will go through the Performing stage to finish off the job. (About

10 hours)

Accordingly, if a bigger project needs to be done over y 6-months, then, the stages

will surely take longer, within the same time-allocated frame. 11


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Performance over Time

Forming

Storming

Norming

Performing

Adjourning

Time

Performance

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Building the Highest Tower

Activity

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Instructions for the task:

The team should plan how to build their tallest freestanding tower using the suppliesprovided.

One team member will be an observer and should take notes of how the team work

together.

The observers give a brief summary about what they discovered in their teams, and

later, they should facilitate a discussion with their team regarding what was observed.

5 minutes to discuss your plan and strategy.

20 minutes to build your tower.

5 minutes evaluate the other teams towers and give a score out of 10.

Timing: Each team has:

Build the Highest Tower Activity

Objective:Each team should build a tower that is strong and stable

and the tallest structure wins.

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Evaluating Your Teamwork Experience

Consider the experience you just had while building the tower

Answer the following questions about it.

What was special about

the team?

What do you thinkabout your team

members?What do you think

about your role in theteam?Are you satisfied with

your contributions to

the team?15


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There are different roles people can play

in a team. The team needs to have a

balance when assigning the membersroles in order to achieve the teams goal

Team Roles


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Meredith Belbin whilst studying many teams,

had identified NINETeam Roles, that identify

people's behavioral strengths andweaknesses in the workplace.

Belbin Team Roles:

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The plant is a specialist idea maker with high IQ, who

tends to be shy while also dominating the team .

Plants lead the team to function and solve problems.They are energetic, challenging others to move

forwards. They are more concerned with major issues

than with details.

Their weaknesses is that they can be insensitive.

Plant

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Resource Investigator

The resource investigator is the executive who is never in his

room, and if he is, he is on the telephone. He explores

opportunities and develops contacts.

Resource investigators are good negotiators who probe others

for information and support and pick up others ideas and

develop them. They are social and enthusiastic.

Weaknesses are a tendency to lose interest quickly.

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Coordinator

The co-ordinator is a person-oriented leader. This person

is trusting, accepting and is committed to team goals and

objectives.

The co-ordinator s are positive thinkers, who listen to

others, but strong enough to reject their advice.

The co-ordinator may not stand out in a team and can be

seen as excessively controlling..

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Implementer

Implementers are aware of external obligations and are

disciplined. They tend to be tough-minded, practical and

trusting.

They tend to work for the team in a practical, realistic way.Implementers tend to do the jobs that others do not want to do

and do them well.

Implementers can be slow to respond to new possibilities.

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Monitor Evaluator

They are intelligent people with a low need to achieve. Theycontribute greatly at times of crucial decision making because they

are capable of evaluating proposals.

They tend to be slow in coming to a decision because of a need tothink things over.

Weaknesses are that they may appear dry and boring or even over-

critical, usually those in high level appointments are often monitor

evaluators.

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Team Worker

Team workers tend to keep team spirit up and allow other

members to contribute effectively. Their diplomatic skills

together with their sense of humour are assets to a team.

They tend to have skills in listening, coping with awkward

people and to be sociable. sensitive and people oriented.

They tend to be unsure in moments of crisis.

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Shaper

The shaper is a task-focused person, who has a high

motivation to achieve .

The shaper is committed to achieving ends and will shapeothers into achieving the aims of the team.

He or she will challenge, argue or disagree and will be

aggressive. Two or three shapers in a group, according to

Belbin, can lead to conflict, aggravation and in-fighting.

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Complete Finisher

The completer gives attention to detail, aims to

complete and to do so thoroughly.

They always make effort and are consistent in theirwork, but they are not so interested in the glamour of

success.

Weaknesses, according to Belbin, are that they tend to

be very nervous and have difficulty delegating work.

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Specialist

The specialist provides knowledge and technical

skills to the team.

They tend to be self-starting, dedicated and

committed.

Their weaknesses are single-mindedness and a lackof interest in other peoples subjects

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Objective:Trainees get to examine their Belbin team roles. This is to recognise

gaps and overlaps in an attempt to balance the team based on Belbin

roles.

Instructions: Put trainees in groups of 6, and ask them to go through the roles

descriptions and decide which role is best suitable for them.

Get trainees to assign their name to three Belbin roles, they prefer

to have in a team.

Once the roles are identified, write the names of team members

next to the corresponding roles in the table.

Follow with a discussion.

Belbin Team Roles Exercise

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Belbin Team Roles Summary Table

Leading

Coordinator Group members

Shaper

Doing

Implementer

Completer/finisher

Thinking

Monitor/Evaluator

Plant

Specialist

Socializing

Resource/investigator

Team Worker 29


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Discussion

Now each trainee has chosen his roles in the formed team.

Ask the following questions from the team:

Are there any missing roles in the formed team?

Are there any duplicated roles, ex: more than one leader?

What are the implications of this for the team?

What should the leader do about this to balance the team? What

should be done from your point of view as team members?

Which members should swap roles to balance the team?

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USE TEAMS WHEN DONT USE TEAMS WHEN

There is a clear purpose

Plenty resources exist

Teams have authority

The job cant be done, unless

many people work together

There is no clear purpose

Resources are scarce

Management controls

The job can be done independently

When to Use Teams


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One member dominates the others

Disagreements lead to unproductivity

Members dont attend meetings, and feel upset when they do

Silence is the norm

You wish you were in another team

No one acknowledges that the team has a problem

Symptoms of Group Dysfunctions:

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Th Fi D f ti f T


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TheFive Dysfunctions of a Teamby PATRICK LENCIONI

Inattention

to Results

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ClearObjectives Creativity GoodCommunication Commitment

Support andTrust Appropriate

Leadership

Flexibility

Cooperationand Conflict BalancedRoles

RegularReview

Building Blocks to Successful Teams

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Be focused on clear goals

Value their membership.

Maintain positive relationships

with other members. Be energetic when working on

team activities.

Link objectives to evaluations

Provide frequent feedback

Improve communications

Attend scheduled team meetings

Give feedback on how well the

team is working

Be engage the team in non-work

activities

Tips for Managing Successful Teams

A id th Li ht i A ti it


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Activity Purpose:

This exercise helps the trainees understand the importance of

planning and looking at the future with respect to goals.

Team Objective:

The team must cross a land without getting hit by lightning

using a single hat.

Materials Needed:

A hat.

A large open area with start and finish lines.

Avoid the Lightening Activity

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The Setting:

Your team is on a mysterious expedition. You have reached

a land where lightning strikes continuously.

You are currently in a cave, but you need to cross the land

to another safer cave. Of course, you dont want any

member of your team to be struck by lightning. Unfortunately, you cant just walk between the two caves

and risk being struck by lightning.

Luckily, you have a magic hat, and anyone who wears it

would be safe while crossing the land.


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The hat returns the lightening charge to the ground, so the

person whos wearing it and anyone attached to him/her, who

is not touching the ground, is safe.

The hat can only be worn once by each person. It doesnt stop

all the electric shocks, and after the first use there is a huge riskof brain damage if used again.

The hat is delicate, so you cannot throw it from one cave to

another.

If a member is out without the hat, or touches the groundwhen not wearing the hat or not attached to someone who is

wearing the hat, the whole team must start all over again.

The task is completed when the entire team has crossed the

open land from the first cave to the second cave.

The game rules:


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E l ti th T P f


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Objective:

This exercise helps the team/s how well they performed while doing the activity.

What You Need:A printout of the questionnaire given below.

Instructions for the task:

Distribute the forms to all trainees and ask them to fill them in.

Once they finish, put them in groups with their team members and ask

them to compare their notes and provide feedback.

Follow with a discussion

Discussion:

The Trainees will identify:

The areas the team thought that need improvement and they should work

more on.

The areas that most of them thought their teams are good at.

Evaluating the Teams Performance

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Ch kli t t h ll th t k d


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Checklist to see how well the team worked

Criteria Yes No1. DID YOUR TEAM HAVE CLEAR & REALISTIC GOALS?

1. Did THE TEAM COMMUNICATE EFFECTIVELY?

1. Did THE TEAM MEMBERS SHARE A SENSE OF COMMITMENT AND

PURPOSE ?

1. Did THE TEAM DISPLAY A HIGH LEVEL OF MUTUAL TRUST & SUPPORT ?

1. Did TEAM MEMBERS TEND TO SOLVE ANY CONFLICTS & DISAGREEMENTS

WITHIN THE TEAM ?

1. Did THIS ATMOSPHERE ALSO EXIST BETWEEN YOU AND YOUR TEAM

MEMBERS ?

1. Did THE TEAM MAKE BEST USE OF THE RESOURCES & SKILLS AVAILABLE

TO IT ?1. Did the team continuously REVIEW PROGRESS & MAKE An EFFORT TO

LEARN FROM MISTAKES ?

1. Did THE TEAM BIND MORE CLOSELY TOGETHER IN DIFFICULT TIMES?

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What is Feedback?

While providing feedback is important to team success, most

avoid doing so because it feels uncomfortable or

embarrassing.

However, successful companies capitalize on the opportunityto examine those contributions that will make the team

more effective, by creating a culture of conversation.

ConstructiveFeedback

DestructiveFeedback

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Steps for Constr cti e Feedback:


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Steps for Constructive Feedback:Whether feedback works or not largely depends on how it's presented.

Offering constructive feedback can help you get the results you want.

Choose the right time and placePrepareScene

Be appreciating and dont blame

Avoid negativity and arguments

Start with a positive feedback and then move to negative .

Be Positive

Dont generalise

Ask questions and wait for answers

Be open to questions

Give Specific

Feedback

Discuss possible solutions

Make sure the problem and the solution are clear

Work onSolution

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Praising is providing recognition to someone for a job well done. Here you uplift and

encourage the others and push them to work harder.

When we praise, we value expertise, notice qualities in others, and you show them

trust.

Praising should happen after the person finish the task, but not immediately,

because:

This makes the praise appear more important.

It shows that you have thought about it and it is not an automatic response

To avoid embarrassing the other person when you want to praise:

You may do it in private, if the person is shy.

Still remember that praise are often more effective when done publicly.

Example: I want to thank Ian for his great effort last week supporting our team in

every way he could ...

PRAISE

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Handling project team conflict effectively involves managing

concerns about time, budget and other constraints.

By acknowledging different personalities and conflict resolutionstyles, you can resolve disputes and complete work withoutcompromising an individual's integrity.

Establishing a culture of open communication. When conflictoccurs, encourage team members to avoid heated arguments andto respect different opinions in order to come to an acceptablecompromise.

Teamwork Conflict

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Clashesover power

Personalitydifferences

MistrustDestructive

criticism

Pay

Research showed that the most likely reasons for conflicts at work are:

Reasons for Team Conflict

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h d b l


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The leader has to provide leadership and coaching through:

Provide the team with a vision of the project objectives

Motivate and inspire team members

Lead by setting a good example (role model) - behavior consistent with words

Coach and help develop team members; help resolve dysfunctional behavior

Assure that the team members have the necessary education and training toeffectively participate on the team

Recognize and celebrate team members accomplishments and exceptional

performance

Encourage creativity, risk-taking, and constant improvement

Facilitate problem solving and collaboration

The Team Leader Responsibilities

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h b ibili i


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Participates fully in all meetings to share their knowledge

Communicates effectively

Completes all assigned tasks

Demonstrates reliability

Functions as an active participant

Cooperates and pitches in to help

Exhibits flexibility

Shows commitment to the team

Help the team in solving problems

Peer coaching

The Team Members Responsibilities

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Johns problem with his team


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John s problem with his team

John is a software engineer in a big company. He has a problem with

his team. Help John with his problem.

John:I am having difficulty getting my message across, especially in

meetings.

In your opinion:

How does this impact his work?

How does this impact his teams work?

What can John do about it?

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Solutions for Johns problem


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Solutions for John s problem

How does this impact his work?

They wouldnt know how to protect their software interface

from viruses, and this will put their software under risk and

give John a lot of work that could be avoided.

How does this impact his teams work?They would miss his message about how to protect their

software interface from viruses.

What can John do about it?

He can talk to them individually before the meeting, and he

can try to be louder in meetings to get others attention.

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Prepare to say goodbye


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Now, the leader needs to think how to plan thedisbandment of the team, and think about:

Equipment and materials: what equipment and materialyou would need to recover?

Employment benefits: Organizing a decent send off for the

people you have worked alongside.

Learning Log: Asking people to fill a learning log from

their experience with the team. This gives everyone time to

reflect individually on their experience, for future projects.

Prepare to say goodbye

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C l b t Th T S


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Appreciate the effort and give your team:

A team photo that is mounted and given to each member

A certificate of appreciation from a senior manager.

A practical item that has some sentimental value as well .

A medal or award to be given to each member.

Celebrate The Team Success

Final Team Work - ESS

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Transcript of Final Team Work - ESS