rony jose thekkel. teamwork implies co-operative and co-ordinated efforts by individuals working...
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Teamwork
Implies co-operative and co-ordinated efforts by
individuals working together in the interests of their
common cause. It requires the sharing of talent and
leadership, the playing of multiple roles.
(Harris, 1986)
A Model For A High Performance Diverse Team
Four Key Factors needed for diverse teams to succeedFour Key Factors needed for diverse teams to succeed
Understand
Diversity Issues
Within The Team
Develop
Skills That Make
A Difference
Reinforce
The Team Norms
High Performance
DiverseTeam
Learning and growth for team members
Development and growth for the team itself
Build Diversity
Awareness
Build Diversity Awareness
Understand the role of assumptions
Recongnise that patterns of human behaviour differ
Consider different strengths people bring to work
Take into account differences in communication styles
Build Diversity Awareness
Awarenessof Self
Awarenessof Other
Acknowledgement of differences
Exploration of similarities
Move on to the job
In pursuing diversity awareness, consider the following :
Patterns of behaviour by diverse members
Patterns of others behaviour toward diverse members
Distinct strengths various members contribute
Differences in Communication styles
Build Diversity Awareness
1. Examine your first responses to someone who is different
2. Review your specific assumptions about the other person
3. Check the reality behind your assumptions
4. Find commonalties / build trust
Understand Diversity Issues Within The Team
The type and mission of the team
Roles and responsibilities of each individual
Individual strengths of other team members
Open lines of communication
Develop Interpersonal Skills That Make A Different Develop strategic communication - listening and
responding
Treat each person as an individual
Test accuracy of assumptions
Resolve conflicts
Listening and Responding
Listening and Responding
Reinforce The Team Norms
Shared goals
Team practices understood / accepted
Group support roles / responsibilities acknowledged
Ground rules
Reinforce The Team Norms
Positive ones should be constantly reinforcedPositive ones should be constantly reinforced
Examples of positive norms are : Examples of positive norms are :
All team members are involved in setting goals
Constructive team practices are understood and accepted
Everyone’s roles and responsibilities are acknowledged
Members believe in working co-operatively and supporting each other
Reinforce The Team Norms
There can also be negative normsThere can also be negative norms
Some examples are :Some examples are :
Off-colour and demeaning jokes are acceptable
Older people are ignored
Accents are mocked
Gays are shunned
Establish Team Ground Rules
Consider some of the following for your team’s ground rules :Consider some of the following for your team’s ground rules : Realize that our team’s diversity is one of our strengths and we
need to nurture it Make communication open and honest; minimize interruption Respect team members as individuals Recognize that people may approach problems differently; listen
and consider other points of view. Make provisions for a forum to discuss and resolve diversity
issues, when needed Remember that off-colour and demeaning jokes are totally
unacceptable and that diverse team members are not to be insulted
Encourage new ideas
Team Development Model
Strive
”Striving" - Moving ahead with full understanding and agreement on roles and responsibilities
Team Development Model
Thrive
”Thriving" - Rapid growth involving peer feedback, conflict management and decision making
Team Development Model
Revive
”Reviving" - Regaining peak performance when slippage in team performance when slippage in team performance occurs or when team membership changes
Team Development Model"Driving" - Focusing on mission, goals, priorities and
guidelines
"Striving" - Moving ahead with full understanding and agreement on roles and responsibilities
"Thriving" - Rapid growth involving peer feedback, conflict management and decision making
"Arriving" - Peak performance, where all the factors are in sync
"Reviving" - Regaining peak performance when slippage in team performance occurs or when team membership changes
Drive
Strive
Thrive
Arrive
Revive
Characteristics Of Effective And Ineffective Teams
EffectiveEffective
Information • Flows freely up, down,• Full sharing• Open and honest
People Relationships• Trusting• Respectful• Collaborative• Supportive
Conflict• Regarded as natural, even helpful• On issues, not people
IneffectiveIneffective
• Flows mainly down weak horizontal• Hoarded, withheld• Used to build power• Incomplete, mixed messages
• Suspicious and partisan• Pragmatic, based on need or liking• Competitive• Withholding
• Frowned on and avoided• Destructive• Involved personal traits and motives
Characteristics Of Effective And Ineffective Teams
EffectiveEffective
Atmosphere• Open• Non-threatening• Non-competitive• Participative
Decisions• By consensus• Efficient use of resources• Full Commitment
Creativity• More options• Solution-oriented
IneffectiveIneffective
• Compartmentalised• Intimidating• Guarded• Fragmented, closed groups
• By majority vote or forcing• Emphasis on power• Confusion and dissonance
• Controlled by power subgroups• Emphasis on activity and inputs
Characteristics Of Effective And Ineffective Teams
EffectiveEffective
Power Base• Shared by all• On competence• Contribution to team
Motivation• Commitment to goals set by team• Belonging needs satisfied• More chance for achievement
through group
Rewards• Based on contribution to group• Peer recognition
IneffectiveIneffective
• Hoarded• On politicking, alliances• Pragmatic sharing• Contribution to power source
• Going along with imposed goals• Coercion and pressure• Personal goals ignored• Individual achievement valued without
concern for the group
• Basis for rewards unclear• Based on subjective, often arbitrary
appraisals
How does a group developThe four stages of group developmentThe four stages of group development
FormingFormingInitial awareness
StormingStormingSorting out process
PerformingPerformingMaturity
NormingNormingSelf-organisaton
Problems With Teams
Problems with goalsProblems with goals• Do people understand and accept the team’s primary task• What are the team’s priority objectives? Do all agree?• How are conflicts in priorities handled
Problems with rolesProblems with roles• What do team members expect of each other?• Have these expectations been shared? Do they match?• Do individual objectives fit with the team’s overall objectives• Are there areas of overlap or duplication between team roles
that could produce conflict?
Problems With TeamsProblems with processesProblems with processes• How are decisions taken? Are authority levels clear?• Are communication processes across the team working?• Are structure, content and processes across in meetings effective?• How are problems and conflicts resolved?• How is activity co-ordinated? Are reporting procedures
understood and adhered to?
Problems with relationshipsProblems with relationships• How do team members treat and feel about each other?• Are people’s individual needs recognised and respected?• Does the team climate allow for open debate and sharing of
concerns?• Both the team and leader encourage feedback on team and
individual performance?