Two or more individuals with a high degree of interdependence geared toward the achievement of a goal or the completion of a task. What is a ? T E AM
Little communication No support Lack of vision So many sub groups Seeks to hide its identity Leaves new members to find their own way but insists on conformity Leader manipulates team to own ends Group
Plenty of opportunities for discussion Plenty of support Process of discovery supported by openness and honesty work group combine easily into a single team Unity Seeks to discover its identity Welcomes new members Team
How TEAM different from a GROUP GroupTeam 1. Little Communication1. More Opportunity for Discussion 2. No Support2. Plenty of Support 3. Lack of Vision3. Process of Discovery is supported honestly 4. Seek to hide its identity4. Seeks to discover its identity 5. Leader manipulates the team 5. Leader seeks team Decision
Forming –Members join and begin the process of defining the group’s purpose, structure, and leadership. Forming
Storming –Intragroup conflict occurs as individuals resist control by the group and disagree over leadership. Storming
Roles Role Conflict: others have conflicting or inconsistent expectations Role Ambiguity: Confusion arising from not knowing what one is expected to do as the holder of a role. Role Overload: others’ expectations exceed one’s ability
Norming –Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior. Norming
Performing –A fully functional group structure allows the group to focus on performing the task at hand.. Role Clarification Role Clarification Interdependence, Interdependence, Knowledge, Knowledge, Motivation and Skills Motivation and Skills Performing
Adjourning –The group prepares to disband and is getting ready to come together again – after all, that is the beginning
Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST STATUS AND EGO LOW STANDARDS AMBIGUITY ARTIFICIAL HARMONY INVULNERABILITY DYSFUNCTIONS OF TEAM
OVERCOME DYSFUNCTIONS Identify and discuss individual Strengths and Weaknesses Spend considerable time in face-to-face and Working Sessions. Acknowledge that conflict is required for productive meetings Understand individual team member’s natural conflict styles and establish common ground rules for engaging in conflict. Review commitments at the end of each meeting to ensure all team members are aligned Adopt a “disagree and commit” mentality – make sure all team members are committed regardless of initial disagreements Explicitly communicate goals and standards of behavior Regularly discuss performance versus goals and standards Keep the team focused on tangible group goals Reward individuals based on team goals and collective success T RUST C ONFLICT C OMMIT A CCOUNT R ESULTS
HOW SHOULD BE A TEAM 1.Treat each other with respect. 2.Learn from the past, but deal with the present. 3.Walk the talk; deliver on your commitments. 4.Be accountable for your actions. 5.Treat everyone’s ideas and opinions seriously and with respect regardless of job title. 6.Be open to ideas or opinions that are different from your own. 7.Make decisions by consensus.
8.If you disagree, offer your reasons why and an alternative approach. 9.Look for the interests behind the positions. 10.Deal with the facts versus rumors or assumptions. 11.Keep communication open, honest, timely, and two-way. 12.Be persistent. 13.Celebrate successes.
Management side: Team/Organization is always bigger than the individual It is important to look at unifying factor Work on strengths It is important to take risks At times tough decisions has to be taken
Individual success is only possible when the team succeeds.