1. Team-Building Workshop
Louis Rowitz, PhD
Director
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2. 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)
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3. Teams and Groups
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4. Traditional Work Groups
Teams
Leaders dominates and controls the team
The leader is facilitator and coach
Goals set by organization
Goals set by team members
Leader conducts meetings
Meetings are participative discussions
Leader assigns work
Team plans work assignments
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5. Traditional Work Groups
Teams
Emphasis on individual performances
Emphasis on team 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 often hoarded by workers
Information is shared
Decisions made by leader
Decisions made by entire team
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6. 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.
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7. 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.)
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8. 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.
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9. 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
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10. Values Exercise
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11. Types of Teams (Capezio, 1996)
Natural Work Teams
Cross-functional Teams
Corrective Action Teams
Hybrid Teams
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12. Leader Behavior
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13. Indicators of Team Readiness
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14. Key Roles in Teams Team Leader Critic Implementer External Contact
Coordinator
Ideas Person
Inspector
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15. Characteristics of Team Players (Mallory, 1991)
Dominant
Influencer
Balancer
Loyalist
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16. Worksheet for Team-Building
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17. 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.
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18. 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.
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19. 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.
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20. 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.
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21. Stages of a Team Life Cycle
Infant
(stage 1)
Disbandment
(Stage 5)
Adolescent
(stage 2)
Established
Performer
(stage 4)
Young Adult
(stage 3)
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22. Focusing on Team Basics
Performance Results
Mutual
Small number of people
Individual
Skills
Problem Solving
Technical/ function
Interpersonal
Accountability
Specific goals
Common approach
Meaningful purpose
Collective work Products
Commitment
Personal Growth
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23. 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
VPs  
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24. How to Make Teams Really Work Systematic View of Team Development1
Establish Mission
“Mutual Goals
and Commitment” 2
Team Design
And Leadership
“Structure” 3
Team Rules and
Guidelines
“Values/Norms” 6
Evaluation
“Results” 5
Team controls
“Focus” 4
Team Dynamics
“Maturity”
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25. Eight Characteristics of Effectively Functioning Teams (Larson and LaFasto, 1988)
A clear elevating goal
A results –driven structure
Competent members
Unified commitment
A collaborative climate
Standards of excellence
External support and recognition
Principled leadership
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26. Ducks in a Row Exercise
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27. 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.
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