1. Building Teams: A Five Day Experiential Learning Event
Dr. Dan R. Ebener
St. Ambrose University

2. WELCOME TO CLASS Visit with your classmates. Mix around for a while.
Introduce yourself.
Do not yet open your packet.
Do not go through the handouts.

3. Open your packet Take out contents
Name tent
Puzzle piece
Find your team members – the matching pieces.
Find the missing pieces at the table.
Place your name tent at table that matches your teammates.

4. Exercise: Why Us? Why are we a team? Meet in your team room.
25 minutes to introduce yourselves and to discuss:
Why you think you are a team.
Prepare to report to whole group.
Prepare to introduce another member of your team.

5. “We believe in teams.” 5

6. Group member introductions
Introduce another member of your group
Name
Place of Work
Job
Something else about them

7. Logistics Parking Building Cell phones Recycle bins Lunch
Service projects
Schedule for the week

8. Team Building: Tuckman
Day One: Forming
Day Two: Storming
Day Three: Norming
Day Four: Performing
Day Five: Adjourning

9. Day One: Forming Feelings Behaviors Tasks
Stage 1: Forming Feelings During the Forming stage of team development, team members are usually excited to be part of the team and eager about the work ahead. Members often have high positive expectations for the team experience. At the same time, they may also feel some anxiety, wondering how they will fit in to the team and if their performance will measure up.
Behaviors Behaviors observed during the Forming stage may include lots of questions from team members, reflecting both their excitement about the new team and the uncertainty or anxiety they might be feeling about their place on the team.
Team Tasks The principal work for the team during the Forming stage is to create a team with clear structure, goals, direction and roles so that members begin to build trust. A good orientation/kick-off process can help to ground the members in terms of the team's mission and goals, and can establish team expectations about both the team's product and, more importantly, the team's process. During the Forming stage, much of the team's energy is focused on defining the team so task accomplishment may be relatively low.
Feelings
Behaviors
Tasks

10. Exercise: Wisdom of Teams
Quiz on Katzenbach and Smith
Taken individually in large room.
Taken as a group in your team rooms – Consensus decision.
Video tape the group conversation.
Instructions on camera
You have 25 minutes.
Back here with both sets of answers.

11. Individual and Team Scores over “The Discipline of Teams”
Mates
Score
Team Score
Difference
One
Two
Three
Four
Five
Average
XXXXXXXX

12. What is a Team? Activity from Silberman (2006, p. 87)
To get us started on our discussion of teams and teamwork, I would like you to lift your right hand and move it as if you are clapping. Listen to the sound of one hand clapping.
Now, raise your left hand and clap with both hands.
If your task is to clap, wouldn’t you want to use all of your available resources?
This is an example of how the human system operates on an individual level. Each person has several parts and the parts work together to get things done. Other types of systems such as a six-cylinder care is a well-timed synchronous machine. Each cylinder fires in sequence so the system can function. Now imagine if this car was running on only four or five cylinders. What would happen to its power?
Organizational teams are just like individuals and automobiles. The team works best when they use all of their resources, when there is a plan and they have a coordinated system forgetting things done.

13. Definition of a Team (Katzenbach & Smith)
A team is a small number of people with complimentary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
Written in 1993, Jon Katzenbach and Douglas Smith took on the challenge of examining what actual teams and nonteams had to tells us about the challenge and performance of teams.
Core elements
Small number of people – between 2 – 25, with some teams literature focusing in on 7 – 12 people
Complimentary skills – involve technical or functional expertise, problem-solving and decision-making skills, interpersonal skills (communication and constructive conflict)
Common purpose – what will be accomplished by working together (who will do what particular jobs, how schedules will be set and followed, what skills need to be developed, how continued membership in the team will be earned, and how the group will make and modify decisions)
Mutual accountability – the promise we make to ourselves and to others, grounded in commitment and trust
Katzenbach and Smith see “The essence of a team is that of shared commitment.”

14. The Essence of Teams (Katzenbach & Smith)
Shared commitment to:
Team purpose and goals.
Working together.
Mutual accountability.
Open-ended discussion
Active problem-solving.
Assessing performance.
Discussing, deciding and doing real work together.
“Without it, groups perform as individuals; with it, they become a powerful unit of collective performance.” (K&S, HBR article, p. 1)
Investment in developing Team purpose takes time to shape and own. Translating team purpose into performance goals help guides work done together and facilitates accountability. Through the engaging in open-ended discussion and active problem-solving and measuring and assessing performance, allows a team to become more than just the sum of its parts. Like the six-cylinder engine, the doing real work together through discussing and deciding and sharing in the process results in the running of a well-oiled machine.

15. What is involved in Teamwork? (Katzenbach & Smith)
A set of values that fosters:
Listening.
Responding constructively.
Giving the benefit of the doubt.
Providing support.
Recognizing the interests of others.
Giving credit to others for their achievements.
These values help teams perform better and promote individual and organizational performance. Yet these values are not exclusive to teams.
Katzenback & Smith emphasize the need for joint contributions of team members in order for a team to be realized. As the performance results of teams is the result of combined member input (collective work-products) versus the performance that members do as individuals (which defines a group).
Source: Katzenback & Smith in Harvard Business Review 2004

16. Work Groups vs. Teams Shared leadership role.
Individual & group accountability.
Team purpose defined by the team itself.
Collective work products.
Work Groups:
Strong, clearly focused leader.
Individual accountability.
Group purpose is the same as the broader organization.
Individual work products.

17. Work Groups vs. Teams Teams: Work Groups:
Meetings are forums for open discussion and problem solving.
Effectiveness measured directly by evaluating collective work products.
Discusses, decides, does own work together.
Work Groups:
Meetings are usually tell-us events.
Effectiveness measured indirectly (through org. performance)
Discusses, decides, delegates.

18. The Wisdom of Teams

19. Stages of Team Development (Tuckman & Jensen)
Mature
(efficient,
effective)
Team Maturity
Failure
Immature
(inefficient,
ineffective)
Failure
Teams do not form automatically. Bruce Tuckman (1965) proposed it is through a process of interaction and struggle that teams develop.
The five stage model developed by Tuckman is presented on screen, The stages are listed across the bottom and the level of maturity of the team graduates from low to high on the vertical axis.
The model indicates that failure can happen at any time during the development of a team. The usefulness of this model is in assisting more effective team activity as it moves through each stage.
** Cautionary note, that there has been criticism of this model as teams may not always follow in this stepwise manner through the stages.
(It was originally developed from the study of therapy groups not teams – see Tuckman, 1965 in Psychological Bulletin)
Merge in B&D tie in concepts to Tuckman
Failure
Forming
Storming
Norming
Performing
Adjourning
Stage
From Hellriegel & Slocum (2004). Organization Behavior. Mason, OH: Thompson-Southwestern

20. Stages of Team Development (Tuckman & Jensen)
Forming
Defining goals and tasks, getting acquainted.
Storming
Working through conflict, hostility and strong feelings.
Norming
Setting rules, agreeing to processes, building team cohesion.
Performing
Achieving results effectively and efficiently.
Adjourning
Forming
Defining goals and outlining task procedures
Getting acquainted, understanding leadership and member roles
Storming
Conflicts over work behaviors, goal priorities, member responsibilities, leader guidance
Hostility and strong feelings
Norming
Sharing of information, acceptance of different opinions, decision-making process and role of compromise, setting of rules
Empathy, concern, positive expression of feelings leading to cohesion
Performing
Achieving results effectively and efficiently
Roles are accepted and understood
Value interdependence of work, working together
Ultimately, learn and develop from their experiences
Adjourning
termination

21. Stages of Team Development (Tuckman & Jensen)
Forming:
Defining goals.
Outlining tasks.
Reviewing procedures.
Getting acquainted.
Understanding leadership and member roles.
Forming
Defining goals and outlining task procedures
Getting acquainted, understanding leadership and member roles
Storming
Conflicts over work behaviors, goal priorities, member responsibilities, leader guidance
Hostility and strong feelings
Norming
Sharing of information, acceptance of different opinions, decision-making process and role of compromise, setting of rules
Empathy, concern, positive expression of feelings leading to cohesion
Performing
Achieving results effectively and efficiently
Roles are accepted and understood
Value interdependence of work, working together
Ultimately, learn and develop from their experiences
Adjourning
termination

22. Stages of Team Development (Tuckman & Jensen)
Storming:
Conflict over work behaviors.
Conflict over goals.
Conflict over roles and responsibilities.
Hostility and strong feelings.
Forming
Defining goals and outlining task procedures
Getting acquainted, understanding leadership and member roles
Storming
Conflicts over work behaviors, goal priorities, member responsibilities, leader guidance
Hostility and strong feelings
Norming
Sharing of information, acceptance of different opinions, decision-making process and role of compromise, setting of rules
Empathy, concern, positive expression of feelings leading to cohesion
Performing
Achieving results effectively and efficiently
Roles are accepted and understood
Value interdependence of work, working together
Ultimately, learn and develop from their experiences
Adjourning
termination

23. Stages of Team Development (Tuckman & Jensen)
Norming:
Agreeing to decision-making process.
Setting of rules and norms.
Establishing a culture of acceptable behaviors.
Leading to commitment and cohesion.
Forming
Defining goals and outlining task procedures
Getting acquainted, understanding leadership and member roles
Storming
Conflicts over work behaviors, goal priorities, member responsibilities, leader guidance
Hostility and strong feelings
Norming
Sharing of information, acceptance of different opinions, decision-making process and role of compromise, setting of rules
Empathy, concern, positive expression of feelings leading to cohesion
Performing
Achieving results effectively and efficiently
Roles are accepted and understood
Value interdependence of work, working together
Ultimately, learn and develop from their experiences
Adjourning
termination

24. Stages of Team Development (Tuckman & Jensen)
Performing:
Achieving results effectively and efficiently.
Accepting roles and responsibilities.
Value interdependence of work.
Working collaboratively.
Ultimately, learning and developing from team experiences.
Forming
Defining goals and outlining task procedures
Getting acquainted, understanding leadership and member roles
Storming
Conflicts over work behaviors, goal priorities, member responsibilities, leader guidance
Hostility and strong feelings
Norming
Sharing of information, acceptance of different opinions, decision-making process and role of compromise, setting of rules
Empathy, concern, positive expression of feelings leading to cohesion
Performing
Achieving results effectively and efficiently
Roles are accepted and understood
Value interdependence of work, working together
Ultimately, learn and develop from their experiences
Adjourning
termination

25. Essential Characteristics of Real Teams
Committed to a common purpose.
Purpose is translated into tough specific performance goals.
Small size: 2-25.
Complementary skill mix.
Specific real work for all members.
Group accountability.

26. Common Purpose No common purpose = No team.
Typically a response to an outside demand.
Gives:
Direction.
Momentum.
Commitment.

27. Purpose: Translates into tough specific Goals
Forge work groups into teams.
Compel, energize, motivate.
Facilitate clear communication.
Enhance constructive conflict.
Maintain team focus on achieving results.

28. Small Size of Teams 2 to 25. Majority less than 10.
Logistical problems.
Bonding and relationship building.
Meetings are work sessions not a distraction.

29. Size and Number of Relationships
Then: 36, 45, 55, 66, 78…
14 = 92 relationships in the group.

30. Complementary Skill Mix
Technical or functional expertise
Interpersonal
Problem-solving and decision making

31. Specific and real work for all members
Working together for Common Goal.
Matching and integrating tasks/skills.
Everyone does equivalent amounts of real work - No management drones.

32. Group Accountability
Work group becomes a team when it holds itself accountable:
mutual accountability.
picking up for team.
Group goals.
Group reward and recognition.

33. Three Types of Teams Teams that Recommend things.
Teams that Run things.
Teams that Make or Do things.

34. Conclusion Move to teams when: Likely areas: Most important factor:
Performance objectives require collective work.
Work requires integration of multiple skills, perspectives and experience.
Likely areas:
Customer service .
Total quality management.
Kaizan (continuous improvement and innovation).
Strategic alliances.
Complex multi-functional projects/operations.
Most important factor:
Clear and compelling Goals

35. Team Exercise: Analyze the Exchange
Return to Team Rooms.
Run the video tape of your discussion of the answers – Run 10 minutes of tape.
What do you see as you watch the exchange?
Use the “Team Work Analysis Sheets”.
Back in 35 minutes.

36. Team Meeting Analysis Sheet
Let’s examine our interaction.
Will use this form for several meetings.
Return to Big Room in 30 minutes.
Be prepared for to share one Plus and one Delta in Large Group Discussion.

37. Team Meeting Assessment
Plus
Delta
What can your group do differently the next time?

38. Report Back Tell us what you saw? What was effective?
What was ineffective?
What can you do better next time?

39. How is a Jigsaw Puzzle like an Effective Team?
Puzzles and Teams:
Fit together - best when they go together
All play a part in creating a full picture
Each contributes – has a role to play
Different contributions (skills)
Each part is needed
Lencioni is making the same point with his discussion of the five dysfunctions of teams – all parts of the puzzle need to be in synch for the picture to come in to view.

40. Patrick Lencioni

41. The Five Dysfunctions of Teams
(Patrick Lencioni)
The absence of trust:
Defined as “the unwillingness to be vulnerable within the group” (p.188)
Only through openness and admittance of weaknesses and mistakes can trust form
Invulnerability
Absence of
Trust

42. The Five Dysfunctions of Teams (Lencioni)
Artificial Harmony
Fear of conflict:
The lack of trust inhibits the ability of a team to actively engage in open and passionate debate of ideas.
Without trust, the discussions will be shallow and consist of guarder comments
Fear of
Conflict
Absence of
Trust

43. The Five Dysfunctions of Teams (Lencioni)
Ambiguity
Lack of
Commitment
Lack of commitment:
With out healthy conflict – team members will be resistant to committing to the decisions made by only faking agreement in the meeting.
Fear of
Conflict
Absence of
Trust

44. The Five Dysfunctions of Teams (Lencioni)
Low Standards
Avoidance of
Accountability
Lack of
Commitment
Lack of accountability
With out buy-in (commitment) there really is no accountability as uncommitted members will default to low standards and little effort
As a result there will be “hHesitation to call their peers on actions and behaviors that seem counterproductive to the good of the team” (p. 189)
Fear of
Conflict
Absence of
Trust

45. The Five Dysfunctions of Teams (Lencioni)
Status and Ego
Inattention to
Results
Avoidance of
Accountability
Lack of
Commitment
Inattention to results
Individual needs such as ego and status get put before the team’s needs as accountability is not in place along with the impact of the other three dysfunctions.
Fear of
Conflict
Absence of
Trust

46. The Five Functions They trust one another.
They engage in open and honest conflict around tasks and ideas.
They commit to group goals and decisions.
They hold each other accountable.
They achieve collective results.

47. Team Models Trust Conflict Commitment Accountability Results Tuckman
Forming
Storming
Norming
Performing
Adjourning
Lencioni
Trust
Conflict
Commitment
Accountability
Results

48. Wilderness Survival Read instructions.
Answer individually first (in large group room).
Tape interaction of your team (in small team room).
Report your scores to the rest of your team.
Make consensus decisions on each of the items.
Be prepared to report back to the rest of the class.
The instructor will share the experts’ answers to this case.
Which items are most important for your survival??

49. Team Decisions
Avoid arguing for your own individual judgments. Approach the task on the basis of logic.
Avoid changing your mind if it is only to reach agreement and avoid conflict.
Support only solutions with which you are able to agree or at least you can live with the answer.
Avoid "conflict-reducing" techniques such as majority vote, averaging, or trading in reaching your decision.
View differences of opinion as a help rather than a hindrance in decision-making.
Record your discussion for 30 minutes.
This is an exercise in group decision-making. Your group is to employ the group
consensus method in reaching its decisions. This means that the prediction for each of the fifteen survival items must be agreed upon by each group member before it becomes a part of the group decision. Consensus is difficulty to reach. There fore, not every ranking will meet with
everyone's complete approval. As a group, try to make each ranking one with which all group
members can at leastpartially agree. Here are some guides to use in reaching consensus.

50. Expert Decision Discuss method for decision-making.
Receive experts’ scores.
Calculate individual and group scores.
Calculate persuasion scores.
Post and discuss.

51. Team Exercise
Analyze “Wilderness Survival” exchange on your team’s video.
Run tape, mark worksheet, discuss.
Complete “Team Analysis worksheet”.
Return in one hour.
Be prepared to share one Plus and one Delta for your group interaction.

52. Team Meeting Assessment
Plus
Delta
What can your group do differently the next time?

53. Team Exercise: Your Identity
Design your own team T-Shirts.
Team Name, Motto, Logo, Colors.
Try on shirts.
Return to big room.
Show off your designs.
Explain your choices.

54. Summing and Looking Ahead
Building relationships and forming our teams.
Wear Team Shirts on Thursday.
Tomorrow meet at Panera at 8 a.m.
Later we will return here by 10 a.m.

55. References
Katzenbach, J. R. and Smith, D. K. (1993). The wisdom of teams. Boston: Harvard Business School Press.
Katzenbach, J. R. and Smith, D. K. (2005). The discipline of teams. Harvard Business Review, 83 (7),
Lencioni, P. (2002). The five dysfunctions of a team. San Francisco: Jossey-Bass.
Tuckman, B and Jensen, M. A. (1977). Stages of small-group development revisited. Groups and organization studies, 2,
References:
Bolman, L. & Deal, T. (2003). Reframing organizations: Artistry, choice, and leadership (3rd ed.). San Francisco: Jossey-Bass.
Hellriegel, D. & Slocum, J. W. (2004). Organizational Behavior (10th ed.). Mason, OH: Thomson South-Western.
Katzenbach, J. R. and Smith, D. K. (1993). The wisdom of teams. Boston: Harvard Business School Press.
Katzenbach, J. R. and Smith, D. K. (July/August 2005). The discipline of teams. Harvard Business Review, 83 (7),
Lencioni, P. (2002). The five dysfunctions of a team. San Francisco: Jossey-Bass.
Tuckman, B and Jensen, M. A. (1977). Stages of small-group development revisited. Groups and organization studies, 2,