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Team-Building Workshop

Team-Building Workshop. Louis Rowitz, PhD Director. A team is a collection of individuals guided by a common purpose striving for the same.. With a good team, the whole is better than the sum of the parts. (Mallory, 1991). Teams and Groups. Good Reasons to Form a Team.

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Team-Building Workshop

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  1. Team-Building Workshop Louis Rowitz, PhD Director

  2. A team is a collection of individuals guided by a common purpose striving for the same.. With a good team, the whole is better than the sum of the parts (Mallory, 1991)

  3. Teams and Groups

  4. Good Reasons to Form a Team • To solve problems by drawing on the talents of variety of individuals. • To foster togetherness in the workplace while tackling projects. • To reduce or eliminate a lack of communication among staff members on projects. • To heighten productivity by encouraging an atmosphere of cooperation. • To achieve a solution that might be unpopular to some but is the desire of the majority.

  5. Weak Reasons to Form a Team • To lighten the workload of the supervisor (this requires delegation.) • To make workers transfer knowledge to one another to save educational costs (these people need training.) • To determine the opinions and working styles of the staff (this organization need improved communication.) • To get the staff to work harder (they need better supervision or motivation and rewards.)

  6. Advantages to YouThe team-building experience is valuable in many jobs—not just your current position. The skills are useful for: • Executive positions. Nearly every executive must, at one time or another , work with or direct a team. • Mid-level managers. Whether you supervise two or 200 people, you could be called upon to form a team. Having learned the necessary skills gives you an advantage when the situation occurs.

  7. Advantages to YouThe team-building experience is valuable in many jobs—not just your current position. The skills are useful for: • Entrepreneurs. Knowing how to lead a team comes in handy if you are self-employed, operate your own business or are part of a network of associates. You’ll be able to tap the brain power and knowledge of others in a group setting. • Working with people. Any position where you work with people requires good human relations skills. By exposing yourself to the teamwork process, you’ll get greater insight into individual differences and how these differences can be managed to achieve a collective goal

  8. Values Exercise

  9. Types of Teams(Capezio, 1996) • Natural Work Teams • Cross-functional Teams • Corrective Action Teams • Hybrid Teams

  10. Leader Behavior

  11. Indicators of Team Readiness

  12. Key Roles in Teams • Team Leader • Critic • Implementer • External Contact • Coordinator • Ideas Person • Inspector

  13. Characteristics of Team Players(Mallory, 1991) • Dominant • Influencer • Balancer • Loyalist

  14. Worksheet for Team-Building

  15. Key Points to Keep in Mind • Understand how and why people work together- the psychology of team-building – and consistently put your knowledge to use. • Set goals, objectives and checkpoints to keep team projects on track • Select the right people to be on your team. Look for their full potential and cultivate it.

  16. Key Points to Keep in Mind • Demand the most from yourself and your skills as team leader. Challenge yourself and the team throughout the project, and inspire others to follow you. • Delegate with tact and thoroughness. Let others’ skills help you do your work. Allow others to grow through the tasks you assign them.

  17. Key Points to Keep in Mind • Motivate your team by giving them their needs and wants, and by rewarding them. • Communicate with your team in a concise manner. Have the team give you feedback to demonstrate they understand your message. • Eliminate problems quickly when they arise. Confront the difficult situation, determine what action you should take, keep team members informed, if appropriate, then move on to other matters.

  18. Key Points to Keep in Mind • Give rewards. Reward the whole team, not individuals. • Instill team spirit. Monitor team morale and togetherness, and keep it running at an optimum pace.

  19. Stages of a Team Life Cycle Infant (stage 1) Disbandment (Stage 5) Adolescent (stage 2) Established Performer (stage 4) Young Adult (stage 3)

  20. Focusing on Team Basics Performance Results Mutual Small number of people Individual Problem Solving Technical/ function Interpersonal Skills Accountability Specific goals Common approach Meaningful purpose Commitment Personal Growth Collective work Products

  21. How to Make Teams Really WorkInverting the Organizational Pyramid CUSTOMERS  Customer satisfaction Teams Vendor Relationship Teams Partnerships & Joint-Venture Teams  Operating Teams Natural Work Teams Cross-functional Teams Corrective Action Teams Hybrid Teams Management Team Function and Department Heads Senior Team CEO VPs  

  22. How to Make Teams Really WorkSystematic View of Team Development 1 Establish Mission “Mutual Goals and Commitment” 2 Team Design And Leadership “Structure” 3 Team Rules and Guidelines “Values/Norms” 6 Evaluation “Results” 5 Team controls “Focus” 4 Team Dynamics “Maturity”

  23. A clear elevating goal A results –driven structure Competent members Unified commitment A collaborative climate Standards of excellence External support and recognition Principled leadership Eight Characteristics of Effectively Functioning Teams(Larson and LaFasto, 1988)

  24. Ducks in a RowExercise

  25. Moral When people believe in each other, when they believe that each team member will bring superior skills to a task or responsibility, that disagreements or opposing views will be worked out reasonably, that each member’s view will be treated seriously and with respect, that all team members will give their best effort at all times, and that every one will have the team’s overall best interest at heart, then excellence can become a sustainable reality.

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