商业管理培训模板之团队建设team-building

TEAMBUILDINGTEAMBUILDINGGroup:Acollectionoftwoormoreinteractingindividualswithastablepatternofrelationshipsamongthem,whosharecommongoalsandwhoperceivethemselvesasbeingagroup.Essentialsofagroup1.Socialinteraction2.Stablestructure3.Commoninterests4.PerceivethemselvesaspartofgroupTeam:Ateamisasmallnumberofpeoplewithcomplementaryskillswhoarecommittedtoacommonpurpose,performancegoals,andapproachforwhichtheyholdthemselvesmutuallyaccountable.Thisdefinitionhighlightstheessentialsofateamorinotherwordstheteambasics.Herethefocusoremphasisisonthreecharacteristics–smallnumber,complementaryskillsandcommitment.Thesearewhatbasicallydifferentiatesateamfromagroupandmakesateamsomethingmuchmoreproductiveandresultorientedthanagroup.Weshallanalyzethem:•Smallnumber–fivetotenpeople•Complementaryskills–appropriatebalanceormixofskillsandtraits•Commitmenttoacommonpurposeandperformancegoals–specificperformancegoalsareanintegralpartofthepurpose.•Commitmenttoacommonapproach–teammembersmustagreeonwhowilldoaparticularjob&developacommonapproach.•Mutualaccountability–atitscore,teamaccountabilityisaboutthesincerepromiseswemaketoothers&ourselves–commitment&trust.DIFFERENCEBETWEENAGROUPANDTEAMGROUP•Strong,clearlyfocused.•Individualaccountability.•Thegroup’spurposeisthesameasthebroaderorganizationalmission.•Individualworkproducts.•Runsefficientmeetings.•Measuresperformanceindirectlybyitsinfluenceonothers.•Discusses,decides,anddelegates.TEAM•Sharedleadershiproles.•Individualandmutualaccountability.•Specificteampurposethattheteamdelivers.•Collectiveworkproducts.•Encouragesopen-endeddiscussions,activeproblemsolvingmeetings.•Measuresitseffectivenessdirectbycollectiveworkproducts.•Discusses,decides,&doesrealworktogether.TEAMWORKVeryoftenweusethewordteamworkinourorganizationalcontextwithoutperhapsfullyunderstandingwhatwemeanbyteamwork.Teamworkisanabstractconcept.Itrepresentsasetofvaluesthat:•Encouragesbehaviourssuchaslistening&respondingtoviewpointsofothers,givingbenefitofdoubttoothers.•Providingsupporttothosewhoneedit.•Recognizingtheinterests&achievementsofothers.•Alsopromoteperformanceasindividualsandtheperformanceoftheentireorganization.RESISTANCETOTEAMSINORGANISATIONSThoughaverylargenumberofpeoplebelieveintheargumentforgreaterfocusonteams,yetwhenitcomestousingtheteamapproach,thepeoplearereluctanttorelyonteams.Threeprimarysourcesforpeople’sreluctanceaboutteamsthatstandoutare:•Lackofconviction:Somepeopledonotbelievethatteams,reallydoperformbetterthanindividuals.Othersthinkthatteamsareprobablyuseful,fromahumanrelationspointofview,butarehindrancewhenitcomestoworkproductivityanddecisiveaction.•Personaldiscomfort&risk:Manypeoplefearordonotliketoworkinteams.Mostpeople’sdiscomfortwithteams,howeverisbecausetheyfindtheteamapproach;tootimeconsuming,toouncertainortoorisky.•Weakperformanceethics:Someorganizationslackcompellingpurposethatwouldappealrationallyandemotionallytotheirpeople.Atworst,theenvironmentofinternalpoliticsorexternalpublicrelationshipunderminesthemutualtrustandopennessuponwhichteamsdepend.TEAMDEVELOPMENT&PERFORMANCE“Greatpeopledon’tequalgreatteams.”–TomPetersStagesofteambuilding:1.Stage1-Forming:Teamacquaints&establishesgroundrules.2.Stage2–Storming:Membersresistcontrolbygroupleadersandshowhostility.3.Stage3–Norming:Membersworktogetherdevelopingcloserelationships&feelingsofcamaraderie.4.Stage4–Performing:Teammembersworktowardgettingtheirjobdone.5.Stage5–Adjourning:Teammaydisbandonachievingtheirgoalsorbecausemembersleave.STAGE–WISEBEHAVIOURSStageThemeTask-OrientationRelationship-Orientation1AwarenessCommitmentAcceptance2ConflictClarificationBelonging3Co-operationInvolvementSupport4ResultsAchievementPride5SeparationRecognitionSatisfactionWorkingGroupPseudoTeamPotentialTeamRealTeamHighPerformanceTeamTeamEffectivenessPerformanceImpactTEAMPERFORMANCECURVE•WorkingGroup:Presentsafewerrisks.Ifperformanceaspirantscanbemetthroughindividualsdoingtheirrespectivejobswell,theworkinggroupapproachismorecomfortableandlessdisruptive.•PseudoTeam:Thisisacasewherethereisaneedofincrementalperformance.Pseudoteamsaretheweakestofall.•PotentialTeam:Thisteamismakinganefforttoimproveitsperformance,howeveritrequiresmoreclarityaboutpurpose,goals&moredisciplineinevolvingacommonapproach.•RealTeam:Realteamsareabasicunitofperformance.•HighPerformanceTeam:ThisisagroupthatmeetsalltheconditionsofRealteams,andhasmemberswhoarealsodeeplycommittedtooneanother’spersonalgrowthandsuccess.CHARACTERISTICSOFEFFECTIVETEAMS•Teammembersshouldfeelthattheirparticipationisimportantandpersonallybeneficialtothem.•Teamsshouldonlyremainintactassingleentitiessolongtheyareworkingonaparticularproblem.•Wheneverpossible,theteamshouldincludesomeofthepersonswhowillberesponsibleforimplementingthedecision.•Membersofateammustpossesstheappropriatebalanceormixofskillsandtraits.•Ateamshouldbearoundof5to15membersmaximum.•Membersoftheteamsshouldhaveknowledgeandinformationthatisrelevanttotheproblemandtask.•Itisnecessaryfortheteamtoselectaleader.•Theinfluenceofmembersondecisionsinteamsshouldbebasedontheircapacityt