1. How Groups Become a Team By: Stephen Adams & Annabel Ortega

2. Group or Team ? Are they the same?

3. Definitions Groups – Two or more freely interacting people with shared norms and goals and a common identity. Teams – Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach. Groups – Two or more freely interacting people with shared norms and goals and a common identity. Teams – Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach.

4. Group or Team ? How different are they?

5. Tuckman’s Five-Stage Theory of Group Development Performing Adjourning Norming Storming Forming Return to Independence Dependence/ interdependence Independence

6. Group or Team ? Why do people in the business community use these terms so loosely?

7. Group or Team ? “The essence of a team is common commitment. Without it, groups perform as individuals; with it, they become a powerful unit of collective performance.”

8. Group to Team Groups and teams comprise of individuals. Different by: Talents Experiences Education Not Necessarily Equal Groups and teams comprise of individuals. Different by: Talents Experiences Education Not Necessarily Equal

9. Group to Team The important point to recognize, is in order to transcend from a group to a team, the following activities need to take place within the group by the individual. Leadership Accountability Purpose Problem Solving Effectiveness The important point to recognize, is in order to transcend from a group to a team, the following activities need to take place within the group by the individual. Leadership Accountability Purpose Problem Solving Effectiveness

10. Leadership Increase your provocability. To be an effective leader, each individual must follow practice. Do it in a positive way. Show individual responsibility. Practice lessons learned. Experience judgments fully, and let them go. Increase your provocability. To be an effective leader, each individual must follow practice. Do it in a positive way. Show individual responsibility. Practice lessons learned. Experience judgments fully, and let them go.

11. Accountability Develop your ability to respond. Make distinction between accountability and responsibility. Accountability is between yourself and no other. Think the cause-effect equation. Accept that past choices placed you in your current situation. Develop your ability to respond. Make distinction between accountability and responsibility. Accountability is between yourself and no other. Think the cause-effect equation. Accept that past choices placed you in your current situation.

12. Purpose Master your intentions. Clear intentions are the secret behind extraordinary performers. Know and picture your outcome. Make collaborative intentions known. Live and work on purpose. Master your intentions. Clear intentions are the secret behind extraordinary performers. Know and picture your outcome. Make collaborative intentions known. Live and work on purpose.

13. Problem Solving Ask yourself what’s the best and most valuable use of your unique abilities. Learn from upsets and mistakes. Open a new relationship with a contribution. Be a present hero by serving yourself and your team simultaneously. Make it a way of life. Ask yourself what’s the best and most valuable use of your unique abilities. Learn from upsets and mistakes. Open a new relationship with a contribution. Be a present hero by serving yourself and your team simultaneously. Make it a way of life.

14. Effectiveness Make a difference in the dynamics of the team. Disregard excused for poor performance. Retain personal power. Understand that going alone without passion or commitment takes your team where no member wants to go. Make a difference in the dynamics of the team. Disregard excused for poor performance. Retain personal power. Understand that going alone without passion or commitment takes your team where no member wants to go.

15. Conclusion Teams transcend to groups all by the actions of individuals. Common Commitment can create the essence of teamwork and a solid foundation for the team. Teamwork requires personal, individual action. Teams transcend to groups all by the actions of individuals. Common Commitment can create the essence of teamwork and a solid foundation for the team. Teamwork requires personal, individual action.

16. Article Resource Avery, Christopher M. 2002. Training and Development. Teamwork isn’t just a group process. This time, it’s personal. http://www.findarticles.com /p/articles/mi_m4467/is_1_56/ai_8236 1931/ Kinicki, Angelo; Kreitner, Robert. Organizational Behavior: Key Concepts, Skills & Best Practices. McGraw Hill Irwin. New Your, NY, 2006. pp. -205- 268. Avery, Christopher M. 2002. Training and Development. Teamwork isn’t just a group process. This time, it’s personal. http://www.findarticles.com /p/articles/mi_m4467/is_1_56/ai_8236 1931/ Kinicki, Angelo; Kreitner, Robert. Organizational Behavior: Key Concepts, Skills & Best Practices. McGraw Hill Irwin. New Your, NY, 2006. pp. -205- 268.

17. Questions ?