team building_ t & d

8/7/2019 TEAM BUILDING_ T & D

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None of us is asNone of us is as

smart as all ofsmart as all of usus


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TRAINING MODULETRAINING MODULE ONON

TT EAM BUILDINGEAM BUILDING BYBY

Amit madkar 25Amit madkar 25 Raj yadav 58Raj yadav 58 Vaibhav barick 4Vaibhav barick 4 Diyvya madavi 24Diyvya madavi 24

Ankit dalvi 10Ankit dalvi 10 Kiran s 49Kiran s 49

Purnima Kumar 8Purnima Kumar 8 Rahul raje 43Rahul raje 43


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A c e T r a i n e r sA c e T r a i n e r s

Empowered to trainEmpowered to train


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Coming together is a.beginning

Keeping together isprogress

Working together is success

!

. . . =T E A M Together everyone. . . =T E A M Together everyoneachieves moreachieves more


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Ground RulesGround Rules(so no one gets hurt)(so no one gets hurt)

Focus on problems/difficulties for the team, not difficulties with individuals Keep in mind is this something we have control

over? Listen to understand be flexible and open to

others perceptions Focus on what you support before raising

concerns/negatives Ask questions to clarify or probe to understand Always remember this is for the good of the team!


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What Makes a Team?What Makes a Team?

Common purpose or goals or objectives

Awareness of membership and commitment Common operating norms

A need for each other/interdependence

Accountability to a higher level


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Stages of TEAMStages of TEAMDEVELOPMENTDEVELOPMENT


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How to build an effectiveHow to build an effectiveTEAMTEAM

Goals.

clarify purpose or objectives

link our purpose to organizational vision, mission, and values

Roles

clarify roles and responsibilities (e.g. what do I do?, what do you do?, what do I need from others to do my job?)

Procedures

change, modify, update procedures and systems, or develop ways to do so

improve our meetings including: purpose, agendas, minute taking, timing or roles

agree on a process for managing conflict

agree on a model for problem solving

clarify decision making methods and responsibilities

agree on some processes/tools for increasing our ability to innovate and experiment

develop/clarify our processes for measuring our success


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Relationships

enhance our skills in:

assertive communication conflict resolution

problem solvingAgree on ground rules for working together in order to modify some of our

behaviours as agreed - take time out to improve relationships, value

differencesDiscover ways to use personal style differences for the good of the team


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Woolly EndsWoolly Ends


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Team building exercise

On the table in the centre of the room is the heap of entangled piecesof the four colours of wool.

Each team has to pick up wool pieces corresponding to colorassigned

Some members of the team will run to the centre table and collect thewool pieces, while the others will stay at the corners ready to tie

the wool pieces together. The rule to be remembered is that only one piece of wool can becarried to the corner at a time, and only after the person (whosetying) has tied the piece, can the runner go back for the next one.

The teams are to join the ends of the wool pieces to make a longthread.

At the end only one long thread is expected, no two sets of the same

colour are allowed. Give the teams exactly 7 minutes to play. Once the seven minutesare up, compare the four threads.

The team with the longer thread wins


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Learnings

Simple yet effective Lots of aspects like co-ordination, time management,

leadership roles, effective communication, team work,work delegation.

Since the pieces are cut into different sizes, the playersrunning to bring the pieces have to choose the longerones from the wool heap. The people tying have to bequick and have to work in co-ordination with the others.

Since only one long thread is allowed, it's necessary for

the team to stay together. Final win belongs to the team and not individuals. ONE is

important to the team but ONE cannot make the team.


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An Effective Team

Type D: Cold Efficiency Team

High Task EffectivenessPoor Mental HealthShort Term Viability

Low Social Reflectivity

Type A: Fully Functioning Team

High Task EffectivenessGood Mental HealthLong Term Viability

High Social Reflectivity

Type C: Dysfunctional Team

Poor Task EffectivenessPoor Mental HealthVery Low Term Viability

Type B: Cosy Team

Poor Task EffectivenessGood /Average Mental HealthShort Term Viability

Low Task Reflectivity

High Task Reflectivity


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Mutual TrustParticipationCreativitySWOT AnalysisHigh Morale

Task/Goal OrientedSelf Control

Flexible PlanHelp PeopleFriendly ManagementComfortNo Challenge

Do or DieMechanical LifeRigid PlanningTarget, Target and Target

No PlanningNo MotivationNo TargetDecaying

Organization

Maximum MinimumProductivityProductivity

Ma

ximum

Minimum

People

People

ComfortableComfortableFlexible PlanFlexible Plan

with Focuswith FocusDelegationDelegationSystematic WorkSystematic Work

MotivationMotivation


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Dysfunctions of a team

Lack of trustFear of conflict Inability to commitUnwillingness to hold one another

accountable Inattention to results


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team building_ t & d

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