Working collaboratively Building work teams Working collaboratively

Definition of a Team: A group of people who work together toward common goals and objectives.

Organizations use teams to: Make work more productive. Allow work to be undertaken by interdisciplinary groups of people. Meet the needs of clients in a holistic rather than a fragmented way. To eliminate harmful effects of organization hierarchies and empower staff.

Stages of Team Development (Perlmutter, Bailey, & Netting, p. 132) Stage 1. Dependency on the leader; Concerns about who is included on the team and the rules for team governance. Stage 2. Counter dependency and fight. Group seeks to free itself from dependency on the leader. Stage 3. Trust and Structure. Focus on resolving conflicts and tasks accomplishment. Cooperation, negotiation, and open communication. Stage 4. Work and Productivity. Goals are achieved. Stage 5. Termination. Assessment of the Work Accomplished.

Critical tasks for building effective teams Selecting and Orienting Team Members. Ensuring Open Communication Building Mutual Trust and Support Managing Differences

Bailey (1998) identifies stages, behaviors, tasks, and skills of team development Leader’s Tasks Leader’s Skills Forming Questioning group’s purpose Identification as in-group or team members Obeying leader Long periods of silence Provide structure & boundaries Setting the direction For the group Solicit opinions Awareness of a personal leadership style Good communication Knowledge of the fit between the team’s task and organizational goals

Stages, Behaviors, Tasks, & Skills (continued). Member’s Behaviors Leader’s Tasks Leader’s Skills Storming Expressing opinions & disagreements Developing individual power; Challenge leader Form cliques & bonds Discuss process Model self awareness Provide resources to finish tasks Develop Group norms Manage differences Be aware of strengths/ weaknesses Use process & content

Problems with Team Functioning Team members may have incompatible goals or levels of commitment Team members may have hidden agendas that interfere with the process. Someone may not be a team player Team may lack a clear direction or a sense of purpose. The leader may not be focused on the task or not be concerned about outcomes or group functioning. Inexperience with teams may hinder the process. The organization may not give full support to the team. Unappreciated and unsupported teams may disintegrate.

References Bailey, D. (1998). Designing & sustain meaningful teams. In Edwards, Yankey, & Altpeter. Skills for effective management of nonprofit organizations. Perlmutter, F., Bailey, D., & Netting, E. (2001). New York: Oxford University Press.