1. Group Dynamics A training session presentation

2. Forethought ‘Coming together is a beginning. Keeping together is progress. Working together is success.’ - Henry Ford

3. OUR primitive learning !

4. Wisdom of Goose

5. Gholipour A. 2006. Organizational Behavior. University of Tehran What Makes People Join Groups? StatusSecurity Power Goal Achievement Self- Esteem Affiliation

6. Nature of environment Stable & predictable Highly complex & dynamic Level of task complexity Highly complex task Simple & straight forward task Work done by single individual or work group Work done by team or work group Work done by dynamic cross functional or cross organizational team. Leadership and team make up is constantly adopting to needs of the project in line with desired results No need for team building or team work Depending upon length of project, team building may or may not required Team building is critical for the quality of work When teamwork is required?

7. Stages of team building

8. Performance Impact Team Effectiveness Working Group Real Team High-Performance Team Pseudo-Team Potential Team The team performance curve

9. Assessing team maturity

10. Tower Game  Work in your group  Build a tower with the help of given resources (flip chart, meta card and cello tape)  The tallest tower making team will win (doesn’t mean that other lose)  Reflect upon your learning from the game  TIME: 5 minutes

11. Role of team members

12. Team Effectiveness Model Task characteristics Team size Team composition Team Design Achieve organizational goals Achieve organizational goals Satisfy member needs Satisfy member needs Maintain team survival Maintain team survival TeamEffectiveness Team developmentTeam development Team normsTeam norms Team rolesTeam roles Team cohesivenessTeam cohesiveness Team Processes Organizational and Team Environment Reward systems Reward systems Communication systems Communication systems Physical space Physical space Organizational environment Organizational environment Organizational structure Organizational structure Organizational leadership Organizational leadership

13. Group Dynamics  The social process by which people interact in a group environment  The influences of personality, power and behavior on the group process  Associated with the size, structure, norms, values, role etc. of the group  Group dynamics affects group cohesiveness and performance

14. Functional dynamics  Synergy  More resources for problem solving  Improved creativity and innovation  Improved quality of decision making  Greater commitments to tasks  Increased motivation of members  Better control and work discipline  More individual need satisfaction  Synchronization of efforts Synchronization of efforts

15. Dysfunctional dynamics  Conformity  Groupthink  Social loafing  Risky shift

16. Preventing groupthink  Every group member a critical evaluator  Avoid rubber-stamp decisions  Different groups explore same problems  Rely on subgroup debates and outside experts  Assign role of devil’s advocate  Rethink a consensus

17. Conditions for Social Loafing  Low task interdependence  Individual output not visible  Routine, uninteresting tasks  Low task significance  Low collectivist values

18. GroupCohesiveness MemberSimilarity MemberInteraction TeamSize Somewhat Difficult Entry TeamSuccess ExternalChallenges Group cohesiveness

19. Cohesiveness outcomes  Want to remain members  Willing to share information  Strong interpersonal bonds  Want to support each other  Resolve conflict effectively  More satisfied and experience less stress Members of cohesive teams.

20. Strong Increase In Productivity Moderate Increase In Productivity No Significant Effect On Productivity Decrease in Productivity Cohesiveness Alignment of group and organizational goals HighLow Cohesiveness-Productivity Relationship High Low

21. High performing team has…  Clear, elevating goals  Results-driven structure  Competent team members  Unified commitments  Collaborative climate  Standards of excellence  External support and recognition  Principled leadership

22. For effective teamwork…  Be realistic and prepared  Appropriate individual workload  Clear expectations  Communication of short/long-term goals  Enthusiasm builds commitment  Confidence in the team  Open-minded and mutual respect  Spirit of Cooperation is must Spirit of Cooperation  Learn key skills to be a good team player

23. We are Team Leaders  MODEL the behavior you want to see  CONNECT with the people you lead  INVOLVE them wherever you can

24. Concluding thought  "We've developed an incredibly talented team of people running our major businesses, and, perhaps more important, there's a healthy sense of collegiality, mutual trust, and respect for performance that pervades this organization.” Jack Welch, Former CEO of General Electric

25. things we learned together 3

26. Basanta Raj Sigdel Nepal Administrative Staff College Cell 9841310840, Email: brsigdel@gmail.com