Developing Team Skills

Dr. Martha Reavley

Odette School of Business

Introduction Why organizations need teams group exercise

Topics of Discussion Affinity for Teams: self-assessment quiz 4-1 Types of teams - by function; by level of

performance Approaches to building team performance Stages of team development Team members roles: Self assessment quiz

4-3

Affinity for Teams exercise commitment to improvement

Functional and Activity-based Teams

Self-managing teams Cross-functional Virtual

How do SDWT’s Work?

Who has them and where? Titles Size Multi-skilling Support Committees

Cross-Functional Teams

Used for various purposes Bring together people at same

level from different functional areas Important for integration

Virtual Teams

Facilitated by computer technology Can collaborate on global basis Used quite a bit for research teams

Types of Teams as determined by the stage of development

Working group pseudo-team Potential team Real team High-performance team

Approaches to Team Development

Preparing for teams Selection Training Building strong teams

Preparing for Teams

Roles for: senior management steering committee design team

Senior Management Works on implementing a new

vision decides whether teams are

compatible with new vision guidance to steering committee

and design team define roles of teams appoints steering committee

Steering Committee

Composed of upper and middle mgmt., union reps., team leaders and sometimes prospective team members

oversees design efforts are champions of team concept and often select

team characteristics and provide link between teams and organization

protect design process from negative influences

The Design Team Composed of members of: steering

committee,supervisors, HR, union, teams plans the implementation strategy:

pilot areas phase-in by developing a plan to roll out teams

sequentially total immersion - favoured by start-ups

champions the team concept

SelectionLow success ratio 20/1 Tools: Cognitive and Technical ability tests Interviews Assessment centres:

problem solving simulations manufacturing simulation group-discussion simulation

Training Lack of training is major barrier to

successful team implementation What they need:

job-specific skills team/interactive skills (eg. conflict resolution) quality action training (identifying

improvement opportunities, developing and selecting solutions)

continuous improvement (career-long learning) at “teachable moments”

Building Strong Teams Effective teams exhibit:

Commitment - identify with team and are committed to goals

Trust - believe in each other and are willing to uphold commitment to team

Purpose - see how they fit into organization and believe they can make a difference

Communication - communicate among selves as well as with others outside the team

Involvement - each member has a role. Decisions are made by consensus

Process orientation - uses planning and problem solving tools to attain goals

Stages of Team DevelopmentSTAGE

FACTOR ONE TWO THREE

CommitTrustPurposeCommun.Involve.ProcessOrient.n

NoLowLittleNot freeNot allNewUnfamil’r

SomeSomeSomeConflictDominationBecomingOriented

YesSolidifiesYesEffectiveSymphonicComfortablewith process

Team Member Roles Knowledge contributor Process observer Collaborator People supporter Challenger Listener Mediator Gatekeeper

Team Player Role Assessment

Complete Self-Assessment 4-3 page 71

What This Means Most of us work in some type of

team We must commit to being an

effective team member

Leading Teams

Are you prepared? Complete “Assessing Your Team

Leadership Skills” activity

Next Steps Continue with your diary

Group problem solving and decision making