1. GROUP DYNAMICS AND TEAM BUILDING

2. Groups and Groups Dynamics

3. Definition of a group A group exist in an organisation if its members:
are motivated to join
Perceive the group as a unified unit of interacting people
Contribute in various amounts to the group processes
Reach agreement and have disagreement through various forms of interactions

4. Definition of a group
a group is two or more people who interact with each other, share common beliefs and view themselves as being members of a group
At minimum , to be considered a group, at least who people must deal with one another on a continuing basis
Before they interact with each other, they are likely to share common beliefs that impel them to band together

5. Over time, other shared values may emerge and be solidified
As a consequence of continuing interaction and awareness of shared beliefs, the individuals will see themselves as belonging to a distinct entity – the group

6. Formal vs. informal groups
Formal groups – found in organisations where people are frequently assigned to work in groups. Are task oriented.eg. A committee, a department
Therefore every organisation member must belong to at least one organizational group – i.e. every employee must have at least one formal role

7. Some organisation members may have more than one formal role (groups) - be member of a several committees and still belong to a department
Such multiple members can serve as a “linking pins” within the organisation who can enhance integration by sharing information across groups and passing directives to lower levels

8. Informal groups
Arise from social interactions among organizational members
Formed for political friendship or common interest
Membership in such groups is voluntary and more heavily based on interpersonal attractions
Sometimes the activities and goals of an informal group are attractive to prospective members – for example a group which plays cards games during lunch time

9. Note that not all informal groups have a specific set of activities, often they are simply composed of coworkers who share common concern – rumours, gossips etc
Informal groups are not inherently good or bad for an organisation
When informal groups goals are congruent with the organisation - such as when both seek to maximize customer satisfaction and produce a high quality products – then all is well and good

10. However, an informal group may oppose the organizational goals as when employees decide to restrict daily output, the informal groups are often sources of resistance to organizational change

11. Group dynamics
Are the interactions and forces among group members in social situations
Focuses on dynamics of member of both formal or informal groups
Describes how groups are organised and conducted in terms of:
group leadership,
members participation
cooperation in the group

12. Why individuals form/join groups (reasons)
1. Physical and psychological distance/proximity – people who are sitting or working in one area, or office are likely to form a group
Generally people who are physically close to one another develop closer relationship than those that are farther apart
The placement of office doors (psychological distance) does not encourage eye contact as people work and reduces need for . Therefore office layout can encourage or discourage group formation

13. Managers can consciously structure work setting, depending on whether the goals is to crate comradeship ship and groups spirit or to reduce informal contacts
2. Sharing common activities – this leads to more interactions and hence form groups in order to accomplish the common goals more easily

14. Security and protection
Group membership can give an individual a sense of security and a real degree of protection
Being one member of a larger organisation can generate a feeling of insecurity and anxiety, but belong to a small group can reduce such fears by providing a sense of unity with others
During times of stress, such as when the organisation is changing direction or leadership, belonging to a stable and supportive work unit can reduce individual anxiety

15. By virtue of sheer numbers, group afford a degree of protection than can individual might not otherwise enjoy
This is the principle behind union movement which attempts to give members are sense of protection through highly organised collective strength

16. Affiliation
An individual need for affiliation and emotional support can be directly satisfied by membership in a group[
Acceptance by others is an important social need
Feeling accepted by others at work can help enhance once feeling of self worth

17. Esteem and Identity
Groups also provide an opportunity for an individual to feel important
They can give a person status and provide opportunities for praise and recognition
Many workers achievements may not be appreciated or understood by people unfamiliar with the nature of job. But by joining groups that does understand the job (either within the organisation or professional associations), people tend to gain opportunities to receive recognition and esteem for their accomplishment

18. Membership in a group also helps people to define who they are in the social scheme of things. Seeing oneself as a salesperson , an economist, or a teamster helps foster a feeling of identification with a larger purpose
Through membership in a work group, a persons gains formal tile and a sense of purpose

19. Task accomplishment
A primary reason that groups are created is to facilitate task accomplishment
A group can often accomplish more through joint effort than can an equal number of individuals working separate
Many goals are attainable only thro groups cooperative effort
By sharing ideals, pooling resources, providing feedback to members, a group can be an effective mechanism for attaining otherwise difficult goals

20. Similarity
Do “opposites attract” or “ birds of a feather flock together”
Do people who are dissimilar in terms of sex, race, income, age, religion and the like find each others company more satistifying than people who are highly similar on these dimension.
Although much of the research on this topic points to the potential of both processes, attraction among similar people appears to be more somewhat common

21. People with similar attitudes , values towards commonly relevant object and goals, needs and abilities .e.g. religion, politics, Lifestyle, work , authority etc are likely to form groups
If they no longer share common values/attitudes, then the relationship is dissolved

22. 4. Because of the expected reward – cost outcome of interaction
rewards must be greater than the cost of an outcome in order for attraction or affiliation to take places
Rewards will gratify needs while cost will incur anxiety, frustration, embarrassment, fatigue
5. Economic reason - economic ( group incentive plans)

23. Impact of group on performance
The mere presence of others
Research has focused on the effect of the mere presence of others on an individual performance. Results of such studies indicate that having others nearby tends to facilitate performance on relatively simple and well rehearsed tasks.
However, for fairly complex tasks, the presence of others can have a detrimental effect
The positive effect of others being present is called social facilitation effect, while the detrimental effect is termed as social inhibition effect

24. The reason for the effects is twofold:
For example if you are asked to perform in front of an audience, and your assigned task is relatively easy, you do it relatively well, but if the task is something you have never done before or a little difficult you notice you do it poorly
The reason for the effects is twofold:
When we expect others to evaluate us, we feel apprehensive (regardless of whether we are actually being judged)
The presence of others can increase arousal because of greater self-evaluation of performance. Such self evaluation can aid performance of a simple task, but impair performance of a difficult task.

25. The implication of this line of research are that for a task that are simple and repetitive, the presence of coworkers can have a positive effect, where for complex and novel task, working in isolation is preferred

26. size Group size has a detectable effects on group performance,
In large groups, potential impact and contribution of each individual are somewhat diminished, but the total resources of the group are increased
Administering a large group also creates unique problems for managers
Most organisations settle of groups of five to seven to handle most problems-solving task and for span of control

27. Several conclusions have been made about group size
First, members appear to become more tolerant of authorities and directive leadership as group size increase. Apparently, group members recognise and concede the administrative difficulties that can arise in a large work unit. In addition, as unit size increases, it become more difficult for handful of subordinates to be influential, and members may feel inhibited about participating in group activities

28. Secondly, lager groups are more likely to have formalized rules and set procedures for dealing with problems.
Despite the grater formality, larger groups require more time to reach decisions than smaller groups. Additionally, subgroups are not committed to the full groups formal goals and prefer instead to pursue the more selfish interest of a few members [

29. Thirdly, in a review of research on group size, research suggests that job satisfaction is lower in larger groups. This properly occurs because people receive less personal attention and fewer opportunities to participate. It is also likely that employees in smaller work units feel that their presence is more crucial to the group and therefore incline to e more involved
For blue collar workers, absenteeism and turnover increases with larger work groups
Cohesion and communication decrease with greased group size, making it less attractive and lessening the workers desire to attend

30. Fourthly, as group size increase, productivity reaches a point of diminishing returns, because of the rising difficulties of coordination and members involvement – hence the group of 5 – 7 in units

31. Composition
How well a group perform a task depends in a large part on the task relevant resources of its members
The diversity versus redundancy of its traits and abilities, then is an important factor in explaining groups performance
Groups composed of highly similar individuals who hold common beliefs and have the same abilities are more likely to view a task form a single perspective
Such solidarity can be productive, but may also mean that members will lack a critical ingredient for unraveling a certain kind of problem

32. One of the groups greatest assets in comparison to individuals acting alone is the likelihood of achieving higher-quality solutions
We can therefore reasonably expect that diversified groups tend to do better on many problem-solving task than do homogeneous group of highly similar individuals
Diverse abilities and experiences of the members of a heterogeneous group offer an advantage for generating innovative solution, provided the skills and experiences are relevant to the task

33. Thus merely adding more people to a problem solving group to broaden the pool of skills and experiences will not guarantee a better job
Attention must be the relevance of the members attributes within the group
Additionally, the more competent members of a work group must also be the most influential members

34. Roles
Every member of a group has a different set of activities to perform
The set of expected behaviour relating to an individual position within a group is called a role
A persons formal role in a group may be defined in a job description or in a manual

35. Factors which determine group performance/effectiveness -
Group cohesiveness
Leadership
Task interdependent ( how closely group members work together)
Outcome interdependent ( whether and how group performance is rewarded
Potency ( members belief that groups can be effective)

36. Group cohesiveness and leadership – based on the study by Schadler
Group cohesiveness has a highly significant effect on performance
Cohesiveness is the extent to which members are attracted to a group and desire to remain in it
It is described as the sum of all forces acting on individuals to remain in the group
Cohesiveness pertains to how group members “stick together”

37. Factors that induce and sustain group cohesiveness
Similarity of attitudes and goals
when group members have similar attitudes, they find each others company pleasurable.
So, too, individuals members will be attracted to a group whose goals and ambitions are similar to their own
Threats
The presence of external threats can help to increase group cohesiveness in that sharing a mutual fate can lead to greater awareness of interdependence

38. Competition from sources outside the group can also enhance cohesiveness, whereas competition among groups will tend to decrease cohesiveness
Unit size
Smaller groups tend to be more cohesive than larger groups because smaller groups offer greater opportunities to interact with all members
Since diversity and therefore dissimilarity of attitudes and values tend to increase with group size, larger groups are likely to be less cohesive
In a addition, in larger units, the need for more rigid work rules and procedures reduce the informal nature of relations and communication among group members

39. Reward system
Cohesiveness can be increased by offering reward on a group rather than an individual
Group incentives encourage like bonuses based on team performance encourage perception of a common fate and enhance cooperation
Reward schemes that encourage competition among group members tend to diminish group cohesiveness

40. Work unit assignment
The deliberate composition of work unit based on interpersonal attraction, similarity of values and common goals can facilitate cohesiveness
The work team that are formed on the basis of personal preferences have high level of job satisfaction than did the randomly assigned work wok units
Isolation
Generally, groups that are isolated form others are more likely t be more cohesive
Groups in isolation come to view themselves as unique and different
Isolation also helps to foster group members sense of common fate and need for defense against outside threats

41. Factors that increase/decrease cohesiveness
Highly cohesive group that is given a positive leadership will have the highest productivity ad vise versa
Factors that increase/decrease cohesiveness
Agreement/disagreement on group goals
Frequency of interactions
Size of the group
Personal attractiveness vs. unpleasant experiences
Intergroup competition vs. intragroup competition
Dominance by one or more members

42. The effect of cohesiveness
Satisfaction
Members of a highly cohesive groups are generally much more satisfied than members of a less cohesive group
This is expected because by the very definition of group cohesion it is implied that a strong attractiveness among group members exist
Communication
Communication among group members is significantly greater in highly cohesive groups than in less cohesive groups

43. This is because members of a cohesive group are likely to share common values and goals and find their own company satisfying, they are inclined to greater communicativeness
This communication in turn tend to foster greater personal revelation and depth of understanding which cement positive social relation

44. Hostility
Hostile and aggressive acts are more frequent in highly cohesive groups, but such hostility is usually directed toward people who are not members of the group . Cohesion apparently creates a sense of superiority among group members which can result in hostility towards and rejection of outsiders

45. Productivity
Some research has found cohesive groups to be very productive, which others have found that highly cohesive groups are not as productive as less cohesive groups
Still other researchers have reported no relationship between productivity and group cohesion
It appear that a primary determinant of the effect of cohesion on productivity is whether the group goals are congruent with those of the organisation

46. If the goals of the cohesive group goals includes performance, then high performance can be reasonably expected.
Conversely, if a highly cohesive group values reduced productivity , then a relatively low level of productivity can be expected
In short, , cohesive groups are more likely to attain their goals than are less cohesive groups

47. What is a Team?
Two or more people who satisfy the following conditions to form a team.
Have a common purpose, objectives, vision, values and philosophy
Working together to achieve clearly defined goals, objectives and targets.
Highly communicating-understanding each other
Have different backgrounds, skills and abilities
One of them is accepted or designated as the leader.

48. Where there is synergy there is a team (five conditions stated above fulfilled).
Groups can be:
Effective
Cohesive
Fragmented
Immature

49. Group Vs. Teams Group Team Has short term perspective
Has both short and long term perspective
Not necessarily institutionalized
Institutionalized
Roles and authority not always clearly defined
Roles and authorities are clearly defined
Rules and systems of operation and not clearly defined
Rules and systems of operation defined and adhered to

50. Groups
Teams
A group exists as a unit but people are independent of each other
People act as a cohesive and interdependent force
Members frequently work at cross purpose
Personal and team goals are achieved through mutual

51. Group
Team
members are self-centered and low on commitment
members love their work and are highly committed
there is little involvement of members in planning
members are highly involved in planning

52. Group
Team
Contributions and suggestions are discouraged
Contributions and suggestions are encouraged
there is lack of trust
there is high level of Trust

53. Group
Team
there is blocked communication
there is open communication
members are Cautious
Members are Creative

54. Group
Team
there is low level of training and self-development
Training and self-development is encouraged
there is low participation in decision-making
there is High level of participation in decision-making

55. Acid test for team work
Increased results or maintained best performance
Better ideas processed and implemented
Less time to complete projects or tasks
More fun and motivation

56. Profile of a Winning Team
Membership: Members are known to each other
Goals: Aims and objectives are clear to all
Interdependence: Members recognise the need to work together and support each other
Collaboration: Members hold and support each other

57. Collaboration: hold and support each other
Identification: Members think in terms of “We The Team” and not “I”.
Conflict Resolution: Members confront issues/problems and resolve them positively – growing out of the experience.

58. Cont’d
Enabling Environment: Open, free, and supportive organizational environment
Leadership: Shared, Rotational
Decision Making: Consensual, open ended discussions and problem-solving meetings.

59. Members’ Role: Clear and Balanced
Rewards: On basis of Results, team based but also recognises individual contribution
Team Behaviour: Cooperative

60. Stages in Team Development
Forming
Storming
Norming
Performing
Adjourning

61. Forming This is the initial stage and is marked by:
Members testing each others reaction to determine which actions are acceptable and unacceptable
Members depend on each other for cues about what is expected in the way of contribution and personal conduct
Uncertainty and confusion
Group members are not sure about the group in terms of the purpose, structures, tasks and leadership
groups get preoccupied with getting and an identity and understanding purpose, functions

62. Storming This is the stage characters by:
intragroup conflict and confrontation – there may be considerable hostility disagreement and conflicts as members wrestle with how power and status will be divided
Members may resist the formation of a group structure and ignore the desire of the group leader
Members are trying to clarifying issues and resolve conflict resolution

63. Norming The members in this stage begin to cooperate and collaborate
A feeling of cohesiveness develops
They have a “we” feeling
Members attraction to the team is strengthened, and job satisfaction grow as the level of cohesiveness increases
Cooperation and a sense of shared responsibility are primary teams at this stage
Developing and promoting team spirit
Have group identity and comradeship
Setting rules and regulations

64. Performing
This is the stage where the group is fully functional and devoted to effectiveness
The group has established a flexible network of relationship that aids task accomplishment
Internal hostility is at a low point as the group directs its energies towards successful performance of valued tasks
Accomplishing the tasks agreed upon at the norming stage
Engagement in the task as per objectives

65. Adjourning stage
This represents the end of the group, which ongoing, permanent groups will never reach
This stage is reach by project teams or task oriented team with specific objects and once the objectives have been accomplished, the group is disbanded

66. Resistance to change
Although it is less well document, social scientist generally believe that highly cohesive groups are more resistant to change than are less cohesive groups
Changes that disrupt the status quo threaten a groups networks and social support and are, therefore likely to be resisted
Attempt at job design that ignore the existing social relations among employees runs a greater risk of failing

67. The five dysfunctions of a team
Absence of trust
Fear of conflict
Lack of commitment
Avoidance of accountability
Inattention to results

68. DYSFUNCTION I: ABSENCE OF TRUST .
Trust lies at the heart of a functioning , cohesive team. Without it, teamwork is all but impossible
When team members are truly comfortable being exposed to one another they begin to act without concern for protecting themselves.
As a result, they can focus their energy and attention completely on the job at hand, rather that on being strategically disingenuous or political with one another.

69. Teams that lack trust waste excessive amounts of time and energy managing their behaviours and interactions within the group.
They tend to dread team meetings, and are reluctant to take risks in asking for or offering assistance to others.
As a result morale on distrusting teams is usually low, and unwanted turnover is high.

70. Members of teams with an absence of trust…
Conceal their weaknesses and mistakes from one another
Hesitate to ask for help or provide constructive feedback
Hesitate to offer help outside their own areas of responsibility
Jump to conclusions about the intentions and aptitude of others without attempting to clarify them.

71. Members of teams with an absence of trust…
Fail to recognize and tap into one another’s’ skills and experiences
Waste time and energy managing their behaviours for effect
Hold grudges
Dread team meetings and find reasons to avoid spending time together

72. Members of trusting teams…
Admit weaknesses and mistakes
Ask for help
Accept questions and input about their areas of responsibility
Give one another the benefit of the doubt before arriving at a negative conclusion
Take risks in offering feedback and assistance

73. Members of trusting teams…
Appreciate and tap into one another’s skills and experiences
Focus time and energy on important issues, not politics
Offer and accept apologies without hesitation
Look forward to meetings and other opportunities to work as a group

74. Suggestions for Overcoming Dysfunction I
Knowing Each Others Personal History. E.g. number of siblings, hometown, unique challenges of childhood, favourite hobbies, first job and worst job.
Team Effectiveness Exercise
Identify the single most important contribution that each of their peers makes to the team as well as the one area that they must really improve upon or eliminate for the good of the team. All members report their responses, focusing on one person at a time, usually beginning with the team leader.

75. Personality and Behavioral Preference Profiles
These help break down barriers by allowing people to better understand and empathize with one another
360-Degree Feedback
Experiential Team Exercises

76. The Role Of A Leader In Building Trust
To demonstrate vulnerability first. This requires that a leader risk losing face in front of the team, so that subordinates will take the same risk themselves.
Create an environment that does not punish vulnerability. Even well intentioned teams can subtly discourage trust by chastising one another for admissions of weaknesses or failure.
Displays of vulnerability on the part of a team leader must be genuine; they cannot be stage managed. One of the best ways to lose the trust of a team is to feign vulnerability in order to manipulate the emotions of others

77. DYSFUNCTION 2: FEAR OF CONFLICT
By building trust, a team makes conflict possible because team members do not hesitate to engage in passionate and sometimes emotional debate, knowing that they will not be punished for saying something that might otherwise be interpreted as destructive or critical.

78. teams that engage in productive conflict know that the only purpose is to produce the best possible solution in shortest period of time
they emerge from heated debates with no residual feelings or collateral damage, but with an eagerness and readiness to take on the next important issue.

79. When team members do not openly debate and disagree about important ideas, they often turn back to back-channel personal attacks, which are far nastier and more harmful than any heated argument over issues.

80. Suggestions for Overcoming Dysfunction 2
By acknowledging that conflict is productive, and that many teams have a tendency to avoid it.

81. Teams that fear conflict…
Have boring meetings
Create environments where back-channel politics and personal attacks thrive
Ignore controversial topics that are critical to team success
Fail to tap all the opinions and perspectives of team members
Waste time and energy with posturing and interpersonal risk management

82. Teams that engage in conflict..
Have lively, interesting meetings
Extract and exploit the ideas of all team members
Solve real problems quickly
Minimize politics
Put critical topics on the take for discussion

83. Methods of making conflict more productive
Mining - occasionally assume the role of a “miner of conflict”-someone who extracts buried disagreements within the team and sheds the light of day on them.
Real Time Permission - recognize when the people engaged in conflict are becoming uncomfortable with level of discord, and then interrupt to remind them that what they are doing is necessary

84. The Role of the Leader in Promoting Healthy Conflict
demonstrate restraint when their people engage in conflict, and allow resolution to occur naturally, as messy as it can sometimes be.
Personally model appropriate conflict behaviour - a team leader will encourage this dysfunction to thrive.

85. DYSFUNCTION 3: LACK OF COMMITMENT
By engaging in productive conflict and tapping into team members’ perspectives and opinions , a team can confidently commit and buy in to a decision knowing that they have benefited from everyone’s ideas.
Commitment is a function of two things:
Clarity
Buy –in

86. The two greatest causes of the lack of commitment are the desire for consensus and the need for certainty

87. A team that fails to commit…
Creates ambiguity among the team about direction and priorities
Watches windows of opportunity close due to excessive analysis and unnecessary delay
Breeds lack of confidence and fear of failure
Revisits discussions and decisions again and again
Encourages second-guessing among team members

88. A team that commits… Creates clarity around direction and priorities
Aligns the entire team around common objectives
Develops an ability to learn from mistakes
Takes advantage of opportunities before competitions does
Moves forward without hesitation
Changes direction without hesitation or guilt

89. Suggestions for Overcoming Dysfunction 3
Cascading messaging -At the end of a staff meeting or off-site, a team should explicitly review the key decisions made during the meeting, and agree on what needs to be communicated to employees or other constituencies about those decisions.
From members of the team learn that they are not all on the same page about what has been agreed upon and that they need to clarify specific outcomes before putting them into action.

90. Moreover, they become clear on which of the decisions should remain confidential, and which must be communicated quickly and comprehensively.
Finally, by leaving meetings clearly aligned with one another, leaders send a powerful and welcomed message to employees who have grown accustomed to receiving inconsistent and even contradictory statements from managers who attended the same meeting.

91. Deadlines - One of the best tools for ensuring commitment is the use of clear deadlines for when decisions will be made, and honouring those dates with discipline and rigidity
Committing to deadlines for intermediate decisions and milestones is just as important as final deadlines, because it ensures that misalignment among team members is identified and addressed before the costs are too great.

92. Contingency and Worst-Case Scenario Analysis - A team that struggles with commitment can begin overcoming this tendency by briefly discussing contingency plans up front or, better yet, clarifying the worst-case scenario for a decision they are struggling to make.
Purpose is to reduce their fears by helping them realize that the costs of an incorrect decision are survivable, and far less damaging than they had imagined

93. The Role of the Leader
More than any other member of the team, the leader must be comfortable with the prospect of making a decision that ultimately turns out to be wrong.
The leader must be constantly pushing the group for closure around issues , as well as adherence to schedules that the team has set.
Do not place too high a premium on certainty or consensus.

94. DYSFUNCTION 4: AVOIDANCE OF ACCOUNTABILITY
This involves willingness of team members to call their peers on performance or behaviours that might hurt the team.
Members of great teams improve their relationships by holding one another accountable, thus demanding that they respect each other and have high expectations for one another’s performance
The most effective and efficient means of maintaining high standards of performance on a team is peer pressure

95. A team that avoids accountability…
Creates resentment among team members who have different standards of performance
Encourages mediocrity
Misses deadlines ad key deliverables
Places an undue burden on the team leader as the sole source of discipline

96. A team that holds one another accountable…
Ensures that poor performers feel pressure to improve
Identifies potential problems quickly by questioning one another’s approaches without hesitation
Establishes respect among team members who are held to the same high standards
Avoids excessive bureaucracy around performance management and corrective action

97. Ways to make team members to hold one another accountable
Publication of Goals and Standards -clarify publicly exactly what the team needs to achieve, who needs to deliver what, and how everyone must behave in order to succeed. Remember the enemy of accountability is ambiguity
Simple and Regular Progress Reviews A little structure goes a long way toward helping people take action that they might not otherwise be inclined to do

98. Team Rewards By shifting rewards away from individual performance to team achievement, the team can create a culture of accountability

99. The Role of a Leader
Create a culture of accountability by encouraging and allowing the team to serve as the first and primary accountability mechanism.
He/she must be willing to serve as the ultimate arbitrator of discipline when the team itself fails. This should be a rare occurrence. Nevertheless, it must be clear

100. DYSFUNCTION: INATTENTION TO RESULTS
The tendency of members to care about something other than the collective goals of the group
An absence of accountability is an invitation of team members to shift their attention to areas other than collective results.
Watch out for teams which are focused on team status and/or individual status instead of results
team status - merely being part of the group is enough to keep them satisfied
Individual status - to focus on enhancing their own positions or career prospects at the expense of their team

101. A team that is not focused on results….
Stagnates/fails to grow
Rarely defeats competitors
Loses achievement-oriented employees
Encourage team members to focus on their own careers and individual goals
Is easily distracted

102. A team that focuses on collective results…
Retains achievement –oriented employees
Minimizes individualistic behaviour
Enjoys success and suffers acute failure acutely
Benefits from individuals who subjugate their own goals/interests for the good of the team
Avoids distractions

103. How to focus on collective results
Public declaration of results -Teams that wiling to commit publicly to specify results are more likely to work with a passionate, even desperate desire to achieve those results
Results-Based Rewards - An effective way to ensure that team members focus their attention on results is to tie their rewards, especially compensation, to the achievement of specific outcomes.

104. The Role of the Leader
The leader must set the tone for a focus on results. If team members sense that the leader values anything other that results, they will take that as permission to do the same for themselves.
Team leader must be selfless and objective, and reserve rewards and recognition for those who make real contributions to the achievement of group goals.

105. 10 commandments of a good team member
Always remember the teams’ objectives
Act according to agreements of the team
Communicate actively with other members
Trust other team members
Be ready to compromise
Stick to agreed procedures/rules/regulations
Remember that you bring something unique to the team

106. Commandments con’t… Participate actively
Seek for opportunities to learn and develop yourself
Remember that as an individual, you add to the synergy of the team – others need you!!

107. Nine Team Roles Role Summary Positive Qualities Allowable weaknesses
Plant
Individualistic
Serious minded
Genius, intellect
Up in the clouds and tend to disrespect protocol
Resource Investigator
Extrovert
Enthusiastic
Capacity for networking and accessing information
Looses interest easily and uncritical
Co-ordinator
Calm and Controlled
Welcome all contributors without prejudice
Not that intelligent and creative
Shaper
Outgoing and Dynamic
Has drive and challenges ineffectiveness
Prone to provocation and impatience
Monitor Evaluator
Sober and Unemotional
Sober and unemotional
Can be uninspired or uninspiring
Team worker
Socially oriented
People centred and promotes team spirit
Indecisive in moments of crisis

108. Team roles continued: Role Summary Positive qualities
Allowable weaknesses
Implementer
Conservative and dutiful
Hard working and self discipline
Lack of flexibility and slow to respond to new ideas
Completer
Painstaking and orderly
Perfectionism
Inclined to worry unduly and reluctant to delegate
Specialist
Single minded and dedicated
Provides scares skills
Contributes on a narrow front and tend not to see the bigger picture.

109. challenge
The challenge for the leader is in finding the right mix of people and in developing the right balance of individual team skills.
Most people have one or two strong role preferences and others they are comfortable with.