Aak its all about teams
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The document discusses teams and what makes an effective team. It defines a team as a group of interdependent people committed to a shared goal, with clear roles and accountability. Teams are important because tasks have become more complicated and require diverse expertise. The document then outlines Tuckman's model of team development, including the forming, storming, norming, and performing stages. It also lists six "sins" that can undermine team building and keys to building great teams, such as commitment, contribution, communication, and conflict management. Finally, it provides measures of highly effective teams, including being customer-focused, transparent, incubators of leaders, and value-adders.
Aak its all about teams
- 1. Adil Aziz Khan ‘‘Its All About Teams!’Its All About Teams!’
- 2. What is a Team? Group of interdependent people having complementary skills Committed to a shared, meaningful and specific goal Common work approach, clear roles & responsibilities Mutually accountable for team’s performance!
- 3. What is a Team (continued …..) In short: “Pool of people who have to work together to achieve some special common goal”
- 4. Difference Between a GROUP & a TEAM Group is a collection of people who interacts to share information & to make decisions to help others to perform within their areas of responsibility. Group performance is a summation of individual contributions
- 5. Why Teams have become Important? Tasks have become complicated Expertise have become more specified Increasing demand of work Getting commitment of people Lateral thinking thru interaction Increasing efficiency of people thru interaction Access to greater amount of knowledge and experience.
- 6. Tuckman’s Team Development Model Stage I - Forming Stage Team Members are; Cautious & Guarded First impressions are formed Look for norms and roles Polite and noncommittal behaviour Confusion and anxiety Heavy reliance on formal leadership Team productivity – LOW!
- 7. Stage II - Storming Stage Competition and strained relationships Team conflicts Issues of power, leadership & decision making Challenge differences to regain individuality Non-supportive behavior Psychological notion of ‘fight’ or ‘flight’ Team productivity – still LOW!
- 8. Stage III - Norming Stage Cohesiveness among team members Discover common interests & learn to appreciate Attempt at renegotiation and accomplishing tasks Functional relationships develop on trust Leadership issues are resolved Team productivity - on the increase!
- 9. Stage IV - Performing Stage Most harmonious of all stages Team makes decisions, diagnoses & solves problems Open and supportive communication Participative and shared leadership Healthy conflict – recognized as a ‘catalyst’ Team productivity – HIGH!
- 10. Six SINS of Team Building 1) Lack of Objective/Goal : Translate common purpose into specific, measurable and realistic performance goal. 2) Lack of Commitment : Provides direction, momentum and drive to success. 3) Lack of Leadership : Destroys team unity, common approach, focussed direction and resource utilization.
- 11. 4) Individualism : Forcing opinion, not listening, personal 5) Lack of Evaluation/Stewardship/Appraisal : Redirecting, fault-finding, re-emphasis of commitment, appraisal, rewards & recognition. 6) Lack of Trust : Generates disintegration, utilization of abilities and confidence. .
- 12. Keys to Building Great Work Teams! Commitment; to the purpose & values of the organization Team members to understand how their work fits into corporate objectives To put aside personal needs for the benefit of the company Team ground rules are set with consideration for both company & individual values Value statements should be visible and ‘walked’ everyday
- 13. Contribution; Power of an effective team is directly proportional to the members’ skills Team needs technical & interpersonal skills, self-leaders and the willingness to learn Leaders to consider: Inclusion, confidence & empowerment Communication; to be friendly, open and positive Members must be able to say what they think, ask for help, share new ideas & risk making mistakes Leaders to provide skill training in listening, responding and the correct use of language for feedback and consensus building
- 14. Cooperation; F.A.C.T.S. model Follow-through; team members to be aware that everything that they do – or don’t do – impacts someone else Accuracy; do it right the first time! Creativity; forgive mistakes, respect individual differences & support innovation Timeliness; respect time of others and turn team priorities into personal priorities Spirit; to add value - develop a generous spirit
- 15. Conflict Management; To maintain trust and tap the collective power of the team Techniques to shifting obstructing paradigms; Reframing – shifting shoes – affirmations! Change Management; Teams must not only respond to change, but initiate it! Leaders to acknowledge danger and help teams see inherent opportunities Provide security necessary to take risks and tools to innovate
- 16. Connections; To the larger work organization – discuss team performance in relationship to corporate priorities, customer feedback and quality measures To team members – volunteering help without asking and to other work teams – considering them as “internal customers” To engage in win/win solutions!
- 17. Measures of GREAT TEAMS! All teams have to be customer obsessed ! Transparency junkies! Spending a lot of time on mutual support, responsibilities and ownership of objectives. Incubators of leaders! By polishing each other’s rough edges Value-adders! Eliminating waste.