1. Working collaboratively
Building work teams
Working collaboratively

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

3. 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.

4. 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.

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

6. 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

7. 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

8. 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.

9. 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.