1. By Jean-Maurice Lafond La Cité collégiale
Team Building By
Jean-Maurice Lafond
La Cité collégiale

2. Who are you? What’s your name? Where are-you from?
What are-you doing here?

4. Session’s content 10h45 Presentation, Introduction, the model:
From the Five W’S: Why, What, Who, When and Where
11h
Why and What
11h15
Who, When and Where
11h30
And How: 8 common approaches
11h45
And How: Communication and activities
12h
Break
12h15
Your story: examples of team work that supported faculty or students success
12h30
Learning's and Conclusion
12h45
Evaluation

5. Where
Why
What
When
Team Building
Five W’s
Who
Who
Who
Who
Who
Who
Who
Who
Who
Who
Who
Who
Who
Who
Who
Who
Who
Who
Who
When
When
When
When
When
When
When
When
When
When
When
When
When
Where
Where
Where
Where
Where
Where
Where
Where
Why
What
When
Where
Why
What
When
Where
Why
What
When
Where
Why
What
When
Team Building
Five W’s
Team Building
Five W’s
What
What
What
What
What
What
What
What
What
What
Why
Why
Why
Why
Why
Why

6. And How

7. Why
Team Building
Five W’s

8. Why Team Building?
We want to move from individual to collective accomplishment.
We want to provide a unique social dimension that enhanced work.
We want to have fun together (work, performance, parties, celebrations).
We want to motivate, challenge, reward and support individuals who want to be part of something larger.

9. Why team work
Because we are facing a situation requiring the real-time combination of multiple :
Skills
Experiences and
Judgments

10. What
Team Building
Five W’s

11. What is a team? Vs Group of colleagues

12. What is Building?

13. What is Team Building?

14. We build a team by …
Focusing on performance and team basics as opposed to trying “to become a team”.
Performance = any recognized accomplishment
Performance: The results of activities of an organization or investment over a given period of time.
« An ounce of performance is worth pounds of promises. » Mae West

15. Again, what is a team? A small number of people
With complementary skills
Who are committed to
a common purpose
Common performance goals
and common approach
For which they hold themselves mutually accountable.

16. A common purpose
“A joint creation that will exists only because of the team’s collaborative effort.”
That they own and can translate into specific actionable goals.
That give identity, pride and responsibility.

17. Common performance goals
Specific and measurable goals
That will allow the team to achieve small and big wins as it pursues its purpose.

18. Complementary skills Technical or functional expertise
Problem solving and decision making skills
Interpersonal skills

19. Common approach
How they will work together to accomplish their purpose:
Common approach
Economic aspects
Administrative aspects
Social aspects

20. Mutual accountability
Commitment
Trust
For performance and joint results

21. Team work Moving beyond individual roles and accountability.
Taking responsibility for the performance of others.
Letting others assuming responsibility for us.

22. Team Basics

23. Becoming a team To a high-performing team Real team Potential team
Pseudo-team
From a working group

24. Four steps Step 1 Formation Step 2 Storm Step 3 Acceptation Step 4
Team members
Performance goals
Step 1
Formation
Step 2
Storm
Step 3
Acceptation
Step 4
Performance
Étape 1 – La Formation
Les membres testent les limites acceptables
Recherchent leur position à l’intérieur du groupe
Étape 2 – La Tempête
Impatience face au manque de progrès
Manque d’expérience du travail en équipe
Arguments entre les membres de l’équipe sur la meilleure façon de procéder
Énergie centrée sur les relations entre les membres plutôt que l’atteinte des objectifs
Étape 3 – L’Acceptation
Acceptation de l’équipe
Réconciliation entre les membres
Coopération commence
Énergie se déplace vers l’atteinte des objectifs
Étape 4 – La Performance
Acceptation des forces et faiblesses des autres
Climat de confiance => pas peur d’émettre opinions, questions => innovation
Satisfaction et loyauté

25. Team Building
Five W’s
Who

26. Who should be part of the team?
Selection of team members based on skills and skills potential.
People motivated by the common purpose.
People ready for hard work and good fun.
People who want to be part of something larger than themselves.
People who want to change the way they do things.
People who really do want to make a difference.

27. When
Team Building
Five W’s

28. When team building is the thing?
When we are facing significant performance challenges.
We need multiple skills, judgments and experiences.
We have a clear mission:
Recommend things
To make or to do things
To run or manage things

29. Where
Team Building
Five W’s

30. Where? In the office Out of the office In the field First meeting
Following meetings
Conflict management
Last meeting
Celebration

31. Feedback …
On the five W’s
Situation in our organization and job

32. And How? Team Building: 8 common approaches
Team Building through Communication and Activities

33. Common approaches Establish urgency and direction
Focus on skills and skills potential
Pay attention to first meetings and action
Set clear rules of behavior

34. Common approaches Set and seize upon a few immediate results
Challenge the team with fresh facts and info
Spend time together
Exploit the power of positive feedback, recognition and collective rewards

35. Team Building through Communication
Communication in the center of Team building and Team work
Active listening
Art of asking questions
Art of giving feedback
Having effective meetings
Empowering others

36. Active listening The capacity to Focus your attention on the subject
Listen closely without judging
Acknowledge any emotional state
Repeat
Paraphrase
Summarize
In order to check for accuracy of understanding.

37. Active listening In order to understand the speaker’s
Ideas
Problems and
Emotions
Expressed either verbally or non verbally
Seeing things from the speaker’s point of view (empathy).

38. Art of asking questions
State The Point Of Your Question
"I am trying to find ways to cut some operating costs, so that's why I need to know about what we spent on that last project." 
Open-ended Questions For Information
"Where can we cut costs in this process?"  
Closed-Ended Questions For Agreement
"So, do you feel comfortable moving ahead on the project?"
Ask "Why" Questions With Care
Ask Positive Questions
Make Sure That Your Body Language Encourages An Answer

39. Art of giving feedback Owned (‘I’ not ‘we’) NOT Implied
Planned NOT Impulsive
Honest NOT Collusive
Valid NOT Irrelevant (c.f. shared agenda)
Concerned NOT Destructive
Specific NOT Vague
Behaviour NOT Person

40. Art of giving feedback Observation NOT Inference Sooner NOT Later
Descriptive NOT Judgemental
Sharing ideas NOT Giving advice
Exploring alternatives NOT Providing answers
Good things NOT Only bad things

41. Art of giving feedback Feedback should be used: At the right time
At the right dose
With clarity and accuracy
When indicated

42. Having effective meetings
Regular
Planning, Organizing, Holding, Leading, Evaluating the meeting,
Producing notes and managing follow-ups.
Choosing different techniques: Gap analysis, brain storming, problem solving
Scrum meetings
short, daily meetings designed to keep teams on track and help members get their work done

43. A Gap Analysis = Empowering others
Questions:
Where are-you and where do you want to be?
What would it take to get from here to there?
What action steps would you need to put in place?
How will you monitor your progress?
How will you evaluate what you have accomplished?
How can I help?

44. Team Building through Activities

45. Quick Team Building activities for busy Coordinators
Step 1, Before: Start with a clear objective in mind. Some examples:
Communication: Getting to know each other.
Cooperation: Working together as a team.
Coping: Dealing with change and conflict.
Creativity: Solving problems together.
Team work: Appreciating and supporting each other.
Step 2, Before: Select an activity that’s good for your team.
Step 3, Before: Prepare the activity.

46. Quick Team Building activities for busy Coordinators
Step 4, During: Explain the activity, rules and expectations and check for understanding before beginning.
Step 5, During: Run the activity.
Step 6, During: Debrief the activity.
Step 7, After: Reinforce the learning back on the job.

47. Feedback …
On How …

48. Tell your story: examples of team building or team work
Background
The Performance Challenge
How everything started
How did it go
What was the results (economics, administrative, social)

49. In Conclusion Your conclusion on team work, team building and our job.
My conclusion …
My references …

50. In Conclusion In a world of individualism and strong personalities,
Team work and team building can revitalize departments and encourage faculty to take risks and make experiments.
Team work can produce performance results, collective accomplishments and personal growth if we have skills, commitment and accountability.
Team building can be fun, simple, rewarding and productive.
Thank you.

51. References
Jon R. Katzenbach, Douglas K. Smith, The Wisdom of Teams, Harvard Business School Press, 1993
Ann F. Lucas, Strengthening Departmental Leadership, Jossey-Bass Publishers, 1994
Solange Cormier, La communication et la gestion, Presses de l’Université du Québec, 1995
Brian Cole Miller, Quick Team-Building Activities for Busy Managers, American Management Association (AMACOM), 2004