Download Report

Team-Building Workshop
Louis Rowitz, PhD
Director
IIMCHL
A team is a collection of individuals
guided by a common purpose striving for
the same.. With a good team, the whole is
better than the sum of the parts
(Mallory, 1991)
IIMCHL
Teams and Groups
IIMCHL
Traditional Work
Groups
Leaders dominates
and controls the
team
Goals set by
organization
Leader conducts
meetings
Leader assigns
work
IIMCHL
Teams
The leader is
facilitator and coach
Goals set by team
members
Meetings are
participative
discussions
Team plans work
assignments
Traditional Work
Groups
Teams
Emphasis on individual Emphasis on team
performances
performances
Workers compete
against each other
Team members work
as cooperative unit
Communication flows
down from leader
Communication flows
upward and
downward(to and from
leader)
Information is shared
Information is often
hoarded by workers
IIMCHL
Decisions made by
leader
Decisions made by
entire team
Good Reasons to
Form a Team
• To solve problems by drawing on the talents of
variety of individuals.
• To foster togetherness in the workplace while tackling
projects.
• To reduce or eliminate a lack of communication
among staff members on projects.
• To heighten productivity by encouraging an
atmosphere of cooperation.
• To achieve a solution that might be unpopular to
some but is the desire of the majority.
IIMCHL
Weak Reasons to
Form a Team
• To lighten the workload of the supervisor (this
requires delegation.)
• To make workers transfer knowledge to one another
to save educational costs (these people need training.)
• To determine the opinions and working styles of the
staff (this organization need improved
communication.)
• To get the staff to work harder (they need better
supervision or motivation and rewards.)
IIMCHL
Advantages to You
The team-building experience is valuable in
many jobs—not just your current position.
The skills are useful for:
• Executive positions. Nearly every executive
must, at one time or another , work with or
direct a team.
• Mid-level managers. Whether you supervise
two or 200 people, you could be called upon to
form a team. Having learned the necessary
skills gives you an advantage when the
situation occurs.
IIMCHL
Advantages to You
The team-building experience is valuable in
many jobs—not just your current position.
The skills are useful for:
• Entrepreneurs. Knowing how to lead a team comes
in handy if you are self-employed, operate your own
business or are part of a network of associates. You’ll
be able to tap the brain power and knowledge of
others in a group setting.
• Working with people. Any position where you work
with people requires good human relations skills. By
exposing yourself to the teamwork process, you’ll get
greater insight into individual differences and how
these differences can be managed to achieve a
collective goal
IIMCHL
Values Exercise
IIMCHL
Types of Teams
(Capezio, 1996)
A.
B.
C.
D.
Natural Work Teams
Cross-functional Teams
Corrective Action Teams
Hybrid Teams
IIMCHL
Leader Behavior
IIMCHL
Indicators of Team
Readiness
IIMCHL
Key Roles in Teams
•
•
•
•
•
•
•
Team Leader
Critic
Implementer
External Contact
Coordinator
Ideas Person
Inspector
IIMCHL
Characteristics of
Team Players
(Mallory, 1991)
1.
2.
3.
4.
Dominant
Influencer
Balancer
Loyalist
IIMCHL
Worksheet for Team-Building
IIMCHL
Key Points to Keep in Mind
• Understand how and why people work
together- the psychology of team-building –
and consistently put your knowledge to use.
• Set goals, objectives and checkpoints to keep
team projects on track
• Select the right people to be on your team.
Look for their full potential and cultivate it.
IIMCHL
Key Points to Keep in Mind
• Demand the most from yourself and your skills
as team leader. Challenge yourself and the
team throughout the project, and inspire others
to follow you.
• Delegate with tact and thoroughness. Let
others’ skills help you do your work. Allow
others to grow through the tasks you assign
them.
IIMCHL
Key Points to Keep in Mind
• Motivate your team by giving them their needs and
wants, and by rewarding them.
• Communicate with your team in a concise manner.
Have the team give you feedback to demonstrate they
understand your message.
• Eliminate problems quickly when they arise.
Confront the difficult situation, determine what action
you should take, keep team members informed, if
appropriate, then move on to other matters.
IIMCHL
Key Points to Keep in Mind
• Give rewards. Reward the whole team, not
individuals.
• Instill team spirit. Monitor team morale and
togetherness, and keep it running at an
optimum pace.
IIMCHL
Stages of a Team Life Cycle
Infant
(stage 4)
Performer
Young
Adult
IIMCHL
(stage 3)
Adolescent
(stage 2)
Established
(stage 1)
Focusing on Team Basics
Performance Results
Mutual
Problem
Solving
Technical/
function
Small number
of people
Interpersonal
Individual
Specific goals
Common approach
Meaningful purpose
IIMCHL
Collective work
Products
Commitment
Personal Growth
How to Make Teams Really Work
Inverting the Organizational Pyramid
CUSTOMERS

Customer satisfaction Teams
Vendor Relationship Teams
Partnerships & Joint-Venture Teams

Operating Teams
Natural Work Teams
Cross-functional Teams
Corrective Action Teams
Hybrid Teams

Management Team
Function and
Department Heads

Senior Team
CEO
IIMCHL
VPs
How to Make Teams Really Work
Systematic View of Team Development
1
2
3
Establish Mission
“Mutual Goals
and Commitment”
Team Design
And Leadership
“Structure”
Team Rules and
Guidelines
“Values/Norms”
5
4
Team controls
“Focus”
Team Dynamics
“Maturity”
6
Evaluation
“Results”
IIMCHL
Eight Characteristics of Effectively
Functioning Teams
(Larson and LaFasto, 1988)
• A clear elevating goal
• A results –driven
structure
• Competent members
• Unified commitment
IIMCHL
• A collaborative climate
• Standards of excellence
• External support and
recognition
• Principled leadership
Ducks in a Row
Exercise
IIMCHL
Moral
When people believe in each other, when
they believe that each team member will bring
superior skills to a task or responsibility, that
disagreements or opposing views will be worked
out reasonably, that each member’s view will be
treated seriously and with respect, that all team
members will give their best effort at all times, and
that every one will have the team’s overall best
interest at heart, then excellence can become a
sustainable reality.
IIMCHL