Working in Business Team New

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BUSINESS TE M

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Basics of Team Building

Team Building is the process of

collective performance

A team comprises two or more people

with shared goals

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Groups

A group is a set of people withindividual objectives who happen toshare the same boss, or workplace, or

be part of the same organisational unit Individuals might even have the same

objectives - e.g.: in a sales force, thesales target may be the same, but theymay also compete against each otherrather than cooperate

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Teams

A team is a group that works towards a

s ing le, common object ive .

They may have different individual

objectives, but these contribute to the highercollective objectives

E.g. in a sales team, one person might makeappointments, another provide technical

sales support, and another make the sale But they are all accountable for the sales and

are not judged solely on individual objectives

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Objectives

Individuals are usually committed to

their own objectives

The foundation of all team building is to

help individuals become committed to

a shared goal

Collective objectives and goals must be

seen as important as their own goals

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Building Team Methodology

Establishing ownersh ip of shared goals

Removing inhib i tors /b loc kages to theachievement of those goals

Intro ducing enablers (awareness, resources,information, processes, etc.) to help achievethose goals

Using team building processes (e.g.: healthchecks, performance management, 360°

feedback) in the correct sequence togradually raise performance, akin to climbinga ladder one rung at a time

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Strategies for Team Building

Ind iv idual - e.g. build individual skills;become familiar with shared processes

Relational - e.g.: improve unconscious

dynamics; build a sense of commonpurpose and commitment

In /Out Groups - tackle the barriers

between different organisational units Cultu ral - build a teamwork ethos or

philosophy in larger organisations

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WORK TEAM ENABLERS

Cooperative relationships help work

teams to develop efficient workplace

practices. The five work team enablers:

POWER

ACCOUNTABILITY

CAPABILITYDIRECTION

TRANSPARENCY

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POWER

Three sources of Team Power:

- Personal power.

- Positional power- Situational power.

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Accountability

It describes the team’s responsibilities.

A team’s effectiveness in meeting its

accountabilities depends on the quality

of the team leader.

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Capability

A team’s potential depends greatly on

the capability of its members- that is,

their qualification, knowledge, skills &

attitudes. It also depends on the team’soperating structure.

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Direction

Direction is the line the team works

along to reach its goals.

A team with a clear direction is more

likely to achieve its intended outcomes.

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Transparency

Means that it is easy for all members of

a team to understand easily what is

happening in the team.

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STAGES OF TEAM

DEVELOPMENT

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Stage 1: Forming

Forming stage may occur twice:

When the team is new or when a new

member joins the team

Members may decide whether they

should join, and how well they may fit

Managers should create a relaxed andfriendly atmosphere for the first team

meeting

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Forming

When a new person joins the team, he or

she may ask:

How can I benefit from this group?

What can I contribute to be accepted?

What are their expectations?

What are my expectations

What are their goals? Are theycompatible with my own goals?

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Forming

Existing members may also have

questions:

Can I trust this person? How will this person change the

dynamics of the group?

Can I work effectively with this person? Will this person become a cooperative

team member? 12/9/2013 19



Building a Team

Things a manager can do to build a new

team or help a new employee

Tell employees the goals of the team Tell them about each other’s strengths

Have a solid orientation and training

program in place Communicate clearly and be available

to answer questions12/9/2013 20



Adding New Team Members

Tell new employees information about

their co-workers that will make the new

employees want to be part of the team.

Tell experienced employees a little bit

about the new person

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Stage 2: Storming

Members may ask:

Who has the most power to influencepeople on this team? Who are the

strong formal and informal leaders? How are others in the group influencing

me? Who am I learning from?

How are others in the work groupinfluencing each other? Is there really ateam effort?

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Storming

Is also when teams begin to see conflict orexperience tension – issues to resolve e.g.company politics, lack of commitment,miscommunication, hidden agendas, missed

deadlines, competing priorities The team must learn how to appreciate their

differences and move beyond self interest

Do not ignore the conflict, but bring it into

the open and coach the team on how toresolve it

Focus members on how to solve problemsand move forward

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Stage:3 Norming

Occurs when the team identity begins tocrystallise. Team members are growingcomfortable with each other and the feelingsof their co-workers become more important

Team members may have the followingconcerns:

Can I freely express my feelings in thisteam? Will other members acceptconstructive criticism? Is the workatmosphere open and honest?

When I’m under stress, frustrated, or angry,can I work things out with the team?

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Norming

When members agree with others or

express posi t ive feelings, do others see

it as honest feedback or do they see it

as insincere praise?

When members criticise ideas or

express negative feelings, do others

see it as honest feedback or do theysee it as a clash of personalities

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Norming

Use the feedback provided by group

members whenever possible

Compliment employees for their

contributions to the team

Recognise when the team has gone

beyond expectations

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Stage 4: Performing

During this stage, the team values theindividual differences among itsmembers and produces results at its

highest level Members trust each other, enjoy

working together, are highly committedto the team and have high energy levels

At this stage the team leader needs toparticipate the least

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Performing

Team members are more likely to:

Spend time discovering the causes of

problems and analyse them

Seek ideas on the best way to resolve

problems

Decide if the new way is working or if

different procedures are still necessary

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Moving Through Stages

Note that teams will not necessarilyprogress in a straight line throughthese stages. They may stagnate at one

stage for a while before moving on As long as the leader recognises the

stages, they are able to respondappropriately to keep the team focusedon its goals and moving toward theperforming stage

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END

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