LEADERSHIP Maissa Mohamed Shawky Professor of Public Health School of Medicine, Cairo University.
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Transcript of LEADERSHIP Maissa Mohamed Shawky Professor of Public Health School of Medicine, Cairo University.
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LEADERSHIP
Maissa Mohamed Shawky
Professor of Public Health
School of Medicine, Cairo University
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1–2
What is the difference between managers and Leaders?
What is Change ?
What are the characteristics of leaders?
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Who Are Managers?1–3
Manager Someone who works with and through
other people by coordinating and integrating their work activities in order to accomplish organizational goals.
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Classifying Managers1–4
First-line Managers Are at the lowest level of management and
manage the work of non-managerial employees.
Middle Managers Manage the work of first-line managers.
Top Managers Are responsible for making organization-
wide decisions and establishing plans and goals that affect the entire organization.
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Managerial Levels1–5
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Managerial Concerns
Efficiency “Doing things right”
Getting the most output for the least inputs
Effectiveness “Doing the right things”
Attaining organizational goals
1–6
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Effectiveness and Efficiency in Management
1–7
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What Do Managers Do?1–8
Functional Approach Planning
Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.
Organizing Arranging work to accomplish organizational goals.
Leading Working with and through people to accomplish
goals. Controlling
Monitoring, comparing, and correcting the work.
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What Do Managers Do? (cont’d)
1–9
Management Roles Approach Interpersonal roles
Figurehead, leader, liaison Informational roles
Monitor, disseminator, spokesperson Decisional roles
Disturbance handler, resource allocator, negotiator
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What Do Managers Do? (cont’d)
1–10
Skills Approach Technical skills
Knowledge and proficiency in a specific field Human skills
The ability to work well with other people Conceptual skills
The ability to think and conceptualize about abstract and complex situations concerning the organization
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Skills Needed at Different Management Levels
1–11
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Conceptual Skills1–12
Using information to solve business problems Identifying of opportunities for innovation Recognizing problem areas and implementing
solutions Selecting critical information from masses of
data Understanding of business uses of technology Understanding of organization’s business
model
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Communication Skills1–13
Ability to transform ideas into words and actions
Credibility among colleagues, peers, and subordinates
Listening and asking questions
Presentation skills; spoken format
Presentation skills; written and/or graphic formats
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Effectiveness Skills1–14
Contributing to corporate mission/departmental objectives
Customer focus Multitasking: working at multiple tasks in
parallel Negotiating skills Project management Reviewing operations and implementing
improvements
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Effectiveness Skills (cont’d)
1–15
Setting and maintaining performance standards internally and externally
Setting priorities for attention and activity
Time management
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Interpersonal Skills1–16
Coaching and mentoring skills
Diversity skills: working with diverse people and cultures
Networking within the organization
Networking outside the organization
Working in teams; cooperation and commitment
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Management Skills and Management Function Matrix“The Manager as a Leader”
1–17
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Rewards and Challenges of Being A Manager
1–18
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Decision Making
Decision Making a choice from two or more
alternatives.
The Decision-Making Process Identifying a problem and decision criteria
and allocating weights to the criteria. Developing, analyzing, and selecting an
alternative that can resolve the problem. Implementing the selected alternative. Evaluating the decision’s effectiveness.
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Influences on Decision Making Escalation of Commitment
Increasing or continuing a commitment to previous decision despite mounting evidence that the decision may have been wrong.
The Role of Intuition Intuitive decision making
Making decisions on the basis of experience, feelings, and accumulated judgement.
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What is Intuition?
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Common Decision-Making Errors and Biases
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Characteristics of an Effective Decision-Making Process
It focuses on what is important. It is logical and consistent. It acknowledges both subjective and objective
thinking and blends analytical with intuitive thinking.
It requires only as much information and analysis as is necessary to resolve a particular dilemma.
It encourages and guides the gathering of relevant information and informed opinion.
It is straightforward, reliable, easy to use, and flexible.
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Overview of Managerial Decision Making
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Managers Versus Leaders
Managers Are appointed to their
position
Can influence people only to the extent of the formal authority of their position
Do not necessarily have the skills and capabilities to be leaders
Leaders Are appointed or
emerge from within a work group
Can influence other people and have managerial authority
Do not necessarily have the skills and capabilities to be managers
Leadership is the process of influencing a group toward the achievement of goals.
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Early Leadership Theories Trait Theories (1920s-30s)
There are seven traits associated with successful leadership:Drive, The desire to leadHonesty and integritySelf-confidenceIntelligence, Job-relevant knowledge, Extraversion
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Early Leadership Theories (cont’d) Behavioral Theories
Identified three leadership styles: Autocratic style: centralized authority,
low participation Democratic style: involvement, high
participation, feedback Laissez faire style: hands-off
management Research findings: mixed results
No specific style was consistently better for producing better performance
Employees were more satisfied under a democratic leader than an autocratic leader.
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Early Leadership Theories (cont’d) Behavioral Theories (cont’d)
Ohio State StudiesIdentified two dimensions of leader
behaviorInitiating structure: the role of the
leader in defining his or her role and the roles of group members
Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings.
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Early Leadership Theories (cont’d) Behavioral Theories (cont’d)
University of Michigan Studies Identified two dimensions of leader
behavior Employee oriented: emphasizing personal
relationships Production oriented: emphasizing task
accomplishment Research findings:
Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.
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The Managerial Grid
Managerial Grid Appraises leadership styles using two
dimensions: Concern for people Concern for production
Places managerial styles in five categories: Impoverished management Task management Middle-of-the-road management Country club management Team management
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Contingency Theories of Leadership The Fiedler Model (cont’d)
Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence.
Situational factors in matching leader to the situation: Leader-member relations Task structure Position power
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Contingency Theories… (cont’d) Hersey and Blanchard’s Situational Leadership
Theory (SLT) Argues that successful leadership is
achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness. Acceptance: leadership effectiveness depends on
whether followers accept or reject a leader. Readiness: the extent to which followers have
the ability and willingness to accomplish a specific task
Leaders must relinquish control over and contact with followers as they become more competent.
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Contingency Theories… (cont’d) Hersey and Blanchard’s Situational
Leadership Theory (SLT) Creates four specific leadership styles
incorporating Fiedler’s two leadership dimensions: Telling: high task-low relationship leadership Selling: high task-high relationship
leadership Participating: low task-high relationship
leadership Delegating: low task-low relationship
leadership
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Contingency Theories… (cont’d) Hersey and Blanchard’s Situational
Leadership Theory (SLT) Posits four stages follower readiness:
R1: followers are unable and unwilling R2: followers are unable but willing R3: followers are able but unwilling R4: followers are able and willing
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Contingency Theories… (cont’d) Leader Participation Model
Posits that leader behavior must be adjusted to reflect the task structure—whether it is routine, nonroutine, or in between—based on a sequential set of rules (contingencies) for determining the form and amount of follower participation in decision making in a given situation. Contingencies: decision significance,
importance of commitment, leader expertise, likelihood of commitment, group support, group expertise
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Contingency Theories… (cont’d) Leader Participation Model
Contingencies: Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence
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Contingency Theories… (cont’d) Path-Goal Model
States that the leader’s job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals.
Leaders assume different leadership styles at different times depending on the situation: Directive leader Supportive leader Participative leader Achievement oriented leader
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Current Approaches to Leadership Transactional Leadership
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
Transformational Leadership Leaders who inspire followers to transcend their
own self-interests for the good of the organization by clarifying role and task requirements.
Leaders who also are capable of having a profound and extraordinary effect on their followers.
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1–39
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Current Approaches to Leadership (cont’d)
Charismatic Leadership An enthusiastic, self-confident leader whose
personality and actions influence people to behave in certain ways.
Characteristics of charismatic leaders: Have a vision Are able to articulate the vision Are willing to take risks to achieve the vision Are sensitive to the environment and follower needs Exhibit behaviors that are out of the ordinary
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Current Approaches to Leadership (cont’d)
Visionary Leadership A leader who creates and articulates a
realistic, credible, and attractive vision of the future that improves upon the present situation.
Visionary leaders have the ability to: Explain the vision to others Express the vision not just verbally but through
behavior Extend or apply the vision to different leadership
contexts
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Current Approaches to Leadership (cont’d)
Team Leadership Characteristics Having patience to share information Being able to trust others and to give up
authority Understanding when to intervene
Team Leader’s Job Managing the team’s external boundary Facilitating the team process
Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication
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Current Approaches to Leadership (cont’d) Team Leadership
Roles
Liaison with
external
constituencies
Troubleshooter
Conflict manager
Coach
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Leadership Issues in the 21st Century Managing Power
Legitimate power The power a
leader has as a result of his or her position.
Coercive power The power a
leader has to punish or control.
Reward power The power to give
positive benefits or rewards.
Expert power The influence a
leader can exert as a result of his or her expertise, skills, or knowledge.
Referent power The power of a
leader that arise because of a person’s desirable resources or admired personal traits.
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1–45
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Developing Credibility and Trust Credibility (of a Leader)
The assessment of a leader’s honesty, competence, and ability to inspire by his or her followers
Trust The belief of followers and others in the
integrity, character, and ability of a leader. Dimensions of trust: integrity, competence,
consistency, loyalty, and openness. Trust is related to increases in job performance,
organizational citizenship behaviors, job satisfaction, and organization commitment.
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Providing Online Leadership
Challenges of Online Leadership Communication
Choosing the right words, structure, tone, and style for digital communications
Performance management Defining, facilitating, and encouraging
performance Trust
Creating a culture where trust among all participants is expected, encouraged, and required,
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Empowering Employees
Empowerment Involves increasing the decision-making
discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems.
Why empower employees? Quicker responses problems and faster decisions.
Address the problem of increased spans of control in relieving managers to work on other problems.
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Cross-Cultural Leadership
Universal Elements of Effective Leadership Vision Foresight Providing
encouragement Trustworthiness Dynamism Positiveness Proactiveness
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Gender Differences and Leadership Research Findings
Males and females use different stylesWomen tend to adopt a more democratic
or participative style unless in a male-dominated job.
Women tend to use transformational leadership.
Men tend to use transactional leadership.
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Heroic Leadership: Basics of Leadership Give people a reason to come to work.
Help them to develop a passion for their work
Instill in them a sense of commitment to their colleagues
Develop their sense of responsibility to customers
Be loyal to the organization’s people
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Leadership Can Be Irrelevant Substitutes for Leadership
Follower characteristics Experience, training, professional orientation,
or the need for independence Job characteristics
Routine, unambiguous, and satisfying jobs Organization characteristics
Explicit formalized goals, rigid rules and procedures, or cohesive work groups
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1–53
Quantum Leadership
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Quantum Leader Characteristics
Fluid
Flexible
Mobile
Reflects synthesis
Works from the whole
Coordinates the intersection
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Leadership Honesty Vs Dishonesty
1–55
Honesty Dishonesty
Direct Secretive
Frank Polarizing
Disclosing Non Inclusive
Open Exclusive
Vulnerable Controlling
Exploratory Selective
Discourse-friendly
Incomplete
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What is a Team? Why work with a Team? Characteristics of a Successful Team
Leader The Characteristics of an Effective Team Barriers to Effective Teams The “ORMING Model” for Developing an
Effective Team Team Building Activities Team Building Resources
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What is a Team?
What the Dictionary says… Two or more horses, oxen, or other
animals harnessed together to draw a vehicle, plow, or the like.
A family of young animals, esp. ducks or pigs.
A number of persons forming one of the sides in a game or contest.
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What is a Team?
What we say…
A team is a group organized to work together to accomplish a set of objectives that cannot be achieved effectively by individuals.
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“Never doubt that a small group of thoughtful, committed people can change the world. Indeed it is the only thing that ever has.”
Margaret Mead
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Why Work With a Team?
TEAM: Together Everyone Achieves More
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Why Work With a Team?
Working in teams allows us to accomplish goals that we cannot achieve alone
Team work can take advantage of the strengths of its members
“Many hands make light work”
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Characteristics of a Successful Team Leader
Is a good communicator Communicate constantly. Don't assume that people know what you're doing, still less what you are planning or thinking.
Make communication a two-way street.
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Characteristics of a Successful Team Leader
Is a motivator Is enthusiastic about their work or cause and also about their role as leader.
People will respond more openly to a person of passion and dedication.
Be a source of inspiration.
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Characteristics of a Successful Team Leader
Treats everyone equally Diversity must be valued as an asset.
The mix of people and skills is a key element which gives the team it’s synergy.
Respect all team members no matter what their position is.
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Characteristics of a Successful Team Leader
Always works from a planDecide upon the team’s goals and how to achieve them.
Put the plan in writing. Estimate the amount of time it should take.
Use these goals as guidelines in formulating the plan.
Remember, the plan is only a beginning.
Put the plan down on paper and refer to it frequently.
Be prepared to adjust the plan if need be.
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Characteristics of a Successful Team Leader
Is a problem solver Define the problem Come up with a strategy Ask what might happen if? Try it out! Was the problem solved?
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Characteristics of a Successful Team Leader
Listens and leads by example Create standards of excellence Always take responsibility Roll up your sleeves Don’t be afraid to listen
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The Characteristics of an Effective Team. Effective teams have members that:
Contribute ideas and offer solutions. Listen and share information. Have respect for each other’s viewpoints. Deal with conflict openly Share the responsibility for the team’s
successes and disappointments
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Barriers to Effective Teams
Ineffective leadership Poor strategic planning Unclear goals Personal agendas Lack of recognition of individual
contributions in a team atmosphere
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Breaking Down Barriers
Effective Leadership Listen and lead by example Encourage and support the team Show commitment to the team’s goals Provide the attitude of success
Planning Always work from a plan Review your plan regularly, revise if
needed
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Breaking Down Barriers
Clear goals Goals should be in writing with
everyone’s agreement Never take your eye off your goals Never make decisions that go against
your goal Leave personal agendas outside
Removes “self” from the team Fosters cooperation and team work Keeps the team focused on team goals
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Breaking Down Barriers
Recognize individual contributions in a team atmosphere Allows the members to feel responsible for
the teams’ accomplishments Highlights each team members’
contribution
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The ’ORMING Model
Four Four StagesStages
FormingForming
StormingStorming
Norming Norming
PerforminPerformingg
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Forming
Social behaviors as members get to know each other
Team members try to establish their role on the team
Uncertainty regarding purpose or direction, and possibly anxiety
Enthusiasm shown by some or all group members
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Storming
Conflict and competition emerge in the group
Some group members show resistance to the structure of the group; "camps" may emerge
Some members may become overzealous
Frustration may occur
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Norming
Group starts to develop a common purpose and spirit
Teamwork and a supportive atmosphere grows
The group begins establishing and achieving goals
Respect and trust grows among team members
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Performing
Roles are clear, and group members begin "job sharing" when needed
Group members see group potential better than self potential
Group feels strong and confidence grows Satisfaction emerges as group achieves
high performance
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1–80
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Team Building Activities
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Team Building Activities
Why use team building activities? Helps people get to know one another Helps people relax Energizes and motivates Creates a positive group atmosphere Helps people to “think outside the box”
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Team Supporting Obesity Patient
Before and After Surgery ( Virtual Team)
Ophthalmologist
Internal Medicine Specialist
ENT Cardiologist
Nutritionist Urologist Diabetologist
Chiropractioner
Neurologist Psychiatrist GYOB Surgeon
Rheumatologist
Gastroenterologist
Specialized nursing
Hepatologist
Maissa Shawky, MD
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Teams in in NICU
Intensivist Anesthetist Pediatrician Pediatric
Surgeon Neonatologist Nurse Lab Tecnician
Clerk Social worker Engineer Porter Driver
1–84
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Teams in Intensive Care
Cardiologist Internist Chest Specialist Endocrinologist Neurologist Nurse Rheumatologist Lab Technician
Clerk Social worker Engineer Porter Driver
1–85
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
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Effective Teams
Maissa Shawky, MD
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Maissa Shawky, MD
Effective Teams
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Applied Class Team Building and Group
Activities
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
1–88
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1–89
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Examples of Team Building Activities (Any size group)
“Two Truths and a Lie” People write down two truths about themselves
and a lie. They then share the three “facts” to the rest of the group who tries to guess which one is a lie.
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Examples of Team Building Activities (Any size group)
“Back to Back Drawing Have group divide into pairs and sit on back to
back chairs. Give one person a clipboard with a clean piece of paper. Give the other part of the pair a picture or template of a shape. The person with the picture has to get their partner to draw an exact duplicate of the shape drawn on their sheet using only verbal directions. Then compare the results.
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Examples of Team Building Activities (medium sized groups)
“Tarp Flip” Layout a tarp on the ground and have all
team members stand on it. While standing on top of a completely open tarp, the group must create a plan to get everyone on the opposite side of the tarp without anyone stepping off.
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Examples of Team Building Activities (15 or more people)
“Categories” Ask everyone to stand up and walk around;
explain that you will announce a category and the participants should quickly organize themselves into a smaller group based on the category to which they belong.
Allow the smaller groups to mingle for a few moments then start again. Continue until the group is warmed up.
Examples of categories: What is your favorite season/ colors of clothes
you wear? What is your star sign? How many siblings do you have?
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Examples of Team Building Activities (15 or more people)
“Look Up, Look Down” Everyone stands facing each other in a circle. When the leader calls out “look down”
everyone looks down into the circle. When the leader calls out “look up” everyone
looks up and stares at one other person in the circle.
If that person is looking at them both are out. Continue until there are only one to two people left
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I was txld xnce that teamwxrk depends xn the perfxrmance xf every single member xn the team. I had trxuble understanding it until I was shxwn hxw the xffice typewriter perfxrms when just xne key is xut xf xrder.
Read The Following Text
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That xne key destrxys the effectiveness xf the typewriter. Nxw I knxw that even thxugh I am xnly xne persxn, I am needed if the team is tx wxrk as a successful team shxuld.
Read The Following Text
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Thank You