Team-Building WorkshopLouis Rowitz, PhDDirector

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)

Teams and Groups

Good Reasons to Form a TeamTo 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.

Weak Reasons to Form a TeamTo 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.)

Advantages to YouThe team-building experience is valuable in many jobsnot 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.

Advantages to YouThe team-building experience is valuable in many jobsnot 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. Youll 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, youll get greater insight into individual differences and how these differences can be managed to achieve a collective goal

Values Exercise

Types of Teams(Capezio, 1996)Natural Work TeamsCross-functional TeamsCorrective Action TeamsHybrid Teams

Leader Behavior

Indicators of Team Readiness

Key Roles in TeamsTeam LeaderCriticImplementerExternal ContactCoordinatorIdeas PersonInspector

Characteristics of Team Players(Mallory, 1991)DominantInfluencerBalancerLoyalist

Worksheet for Team-Building

Key Points to Keep in MindUnderstand 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 trackSelect the right people to be on your team. Look for their full potential and cultivate it.

Key Points to Keep in MindDemand 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.

Key Points to Keep in MindMotivate 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.

Key Points to Keep in MindGive rewards. Reward the whole team, not individuals.Instill team spirit. Monitor team morale and togetherness, and keep it running at an optimum pace.

Stages of a Team Life CycleInfant(stage 1)Adolescent(stage 2)Young Adult(stage 3)EstablishedPerformer(stage 4)Disbandment(Stage 5)

Focusing on Team BasicsPerformance ResultsAccountabilityMutual

Small number of people

IndividualProblem SolvingTechnical/ functionInterpersonalSkillsSpecific goalsCommon approachMeaningful purposeCommitmentCollective work ProductsPersonal Growth

How to Make Teams Really WorkInverting the Organizational PyramidCUSTOMERSCustomer satisfaction TeamsVendor Relationship TeamsPartnerships & Joint-Venture TeamsOperating TeamsNatural Work TeamsCross-functional TeamsCorrective Action TeamsHybrid TeamsManagement TeamFunction and Department HeadsSenior TeamCEOVPs

How to Make Teams Really WorkSystematic View of Team Development1Establish Mission Mutual Goals and Commitment6EvaluationResults5Team controlsFocus4Team Dynamics Maturity3Team Rules andGuidelinesValues/Norms2Team DesignAnd LeadershipStructure

Eight Characteristics of Effectively Functioning Teams(Larson and LaFasto, 1988)A clear elevating goalA results driven structureCompetent membersUnified commitmentA collaborative climateStandards of excellenceExternal support and recognitionPrincipled leadership

Ducks in a RowExercise

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 members 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 teams overall best interest at heart, then excellence can become a sustainable reality.