商業(yè)管理培訓(xùn)模板之團(tuán)隊(duì)建設(shè)eambuilding

TEAMBUILDINGTEAMBUILDING

Group:

Acollectionoftwoormoreinteractingindividualswithastablepatternofrelationshipsamongthem,whosharecommongoalsandwhoperceivethemselvesasbeingagroup.EssentialsofagroupSocialinteractionStablestructureCommoninterestsPerceivethemselvesaspartofgroupTeam:

Ateamisasmallnumberofpeoplewithcomplementaryskillswhoarecommittedtoacommonpurpose,performancegoals,andapproachforwhichtheyholdthemselvesmutuallyaccountable.Thisdefinitionhighlightstheessentialsofateamorinotherwordstheteambasics.Herethefocusoremphasisisonthreecharacteristics–smallnumber,complementaryskillsandcommitment.Thesearewhatbasicallydifferentiatesateamfromagroupandmakesateamsomethingmuchmoreproductiveandresultorientedthanagroup.Weshallanalyzethem:Smallnumber–fivetotenpeopleComplementaryskills–appropriatebalanceormixofskillsandtraitsCommitmenttoacommonpurposeandperformancegoals–specificperformancegoalsareanintegralpartofthepurpose.Commitmenttoacommonapproach–teammembersmustagreeonwhowilldoaparticularjob&developacommonapproach.Mutualaccountability–atitscore,teamaccountabilityisaboutthesincerepromiseswemaketoothers&ourselves–commitment&trust.DIFFERENCEBETWEENAGROUPANDTEAMGROUPStrong,clearlyfocused.Individualaccountability.Thegroup’spurposeisthesameasthebroaderorganizationalmission.Individualworkproducts.Runsefficientmeetings.Measuresperformanceindirectlybyitsinfluenceonothers.Discusses,decides,anddelegates.TEAMSharedleadershiproles.Individualandmutualaccountability.Specificteampurposethattheteamdelivers.Collectiveworkproducts.Encouragesopen-endeddiscussions,activeproblemsolvingmeetings.Measuresitseffectivenessdirectbycollectiveworkproducts.Discusses,decides,&doesrealworktogether.TEAMWORK

Veryoftenweusethewordteamworkinourorganizationalcontextwithoutperhapsfullyunderstandingwhatwemeanbyteamwork.Teamworkisanabstractconcept.Itrepresentsasetofvaluesthat:Encouragesbehaviourssuchaslistening&respondingtoviewpointsofothers,givingbenefitofdoubttoothers.Providingsupporttothosewhoneedit.Recognizingtheinterests&achievementsofothers.Alsopromoteperformanceasindividualsandtheperformanceoftheentireorganization.RESISTANCETOTEAMSINORGANISATIONS

Thoughaverylargenumberofpeoplebelieveintheargumentforgreaterfocusonteams,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:Stage1-Forming:Teamacquaints&establishesgroundrules.Stage2–Storming:Membersresistcontrolbygroupleadersandshowhostility.Stage3–Norming:Membersworktogetherdevelopingcloserelationships&feelingsofcamaraderie.Stage4–Performing:Teammembersworktowardgettingtheirjobdone.Stage5–Adjourning:Teammaydisbandonachievingtheirgoalsorbecausemembersleave.STAGE–WISEBEHAVIOURSStageThemeTask-OrientationRelationship-Orientation1AwarenessCommitmentAcceptance2ConflictClarificationBelonging3Co-operationInvolvementSupport4ResultsAchievementPride5SeparationRecognitionSatisfactionWorkingGroupPseudoTeamPotentialTeamRealTeamHighPerformanceTeamTeamEffectivenessPerformanceImpactTEAMPERFORMANCECURVEWorkingGroup:Presentsafewerrisks.Ifperformanceaspirantscanbemetthroughindividualsdoingtheirrespectivejobswell,theworkinggroupapproachismorecomfortableandlessdisruptive.PseudoTeam:Thisisacasewherethereisaneedofincrementalperformance.Pseudoteamsaretheweakestofall.PotentialTeam:Thisteamismakinganefforttoimproveitsperformance,howeveritrequiresmoreclarityaboutpurpose,goals&moredisciplineinevolvingacommonapproach.RealTeam:Realteamsareabasicunitofperformance.HighPerformanceTeam:ThisisagroupthatmeetsalltheconditionsofRealteams,andhasmemberswhoarealsodeeplycommittedtooneanother’spersonalgrowthandsuccess.CHARACTERISTICSOFEFFECTIVETEAMSTeammembersshouldfeelthattheirparticipationisimportantandpersonallybeneficialtothem.Teamsshouldonlyremainintactassingleentitiessolongtheyareworkingonaparticularproblem.Wheneverpossible,theteamshouldincludesomeofthepersonswhowillberesponsibleforimplementingthedecision.Membersofateammustpossesstheappropriatebalanceormixofskillsandtraits.Ateamshouldbearoundof5to15membersmaximum.Membersoftheteamsshouldhaveknowledgeandinformationthatisrelevanttotheproblemandtask.Itisnecessaryfortheteamtoselectaleader.Theinfluenceofmembersondecisionsinteamsshouldbebasedontheircapacitytocontribute(relevantexpertise)andnotontheauthoritytheypossessintheorganization.Teamdecisionsshouldbeintegratedwiththenormalorregulardecisionsofthedepartmentsorunitsfromwhichthemembersaredrawn.Conflictsthatdevelopwithinshouldbeconfrontedandresolvedwithaproblemsolvingapproach,insteadofbeingavoidedorsmoothedover.CHARACTERISTICSOFINEFFECTIVETEAMSYoucannoteasilydescribetheteam’’smission.Themeetingsareformal,stuffy,ortense.Peopledonotdotheirbestinanuncomfortableatmosphere.Thereisagreatdealofparticipationbutlittleaccomplishment.Someteamsexhibittotalkbutmuchaction.Thereistalkbutnotmuchcommunication.Manyteamsarecomposedofverytalentedpeoplewhoenjoytalkingbutnotlistentothecontributionsofothers.Disagreementsareairedinprivateconversations.Decisionstendtobemadebytheformalleaderwithlittlemeaningfulinvolvementofotherteammembers.Membersarenotopenwitheachotherbecausetrustislow.Thereisconfusionordisagreementaboutrolesorwork.Peopleinotherpartsoftheorganizationwhoarecriticaltothesuccessoftheteamarenotcooperating.Thereisrarelyaperiodinateam’’shistorywhenexternalrelationsarenotimportant.Theteamisoverloadedwithpeoplewhohavethesameteamplayerstyle.Stylediversityleadstolookingatallaspectsofteameffectiveness.Theteamhasbeeninexistenceforatleastthreemonthsandhasneverassesseditsfunctioning.Periodically,teamsneedtoassessprogresstowardsgoalsandtoevaluateteamprocess.CHARACTERISTICSOFEFFECTIVETEAMMEMBERSBesidesseeingthecharacteristicsofaneffectiveteamaswellasanineffectiveteam,itwouldbeprudenttoexaminethecharacteristicsofeffectiveteammembers.Itwillbeobservedthatorganizationalfailuresoftenarenotaresultofpoorleadershipbutofpoorfollowership.Aneffectiveteammemberis,therefore,onwho:Understandsandiscommittedtogroupgoals.Isfriendly,concernedandinterestedinothers.Acknowledgesandconfrontsconflictopenly.Listenstootherswithunderstanding.Includesothersinthedecisionmakingprocess.Recognizesandrespectsindividualdifferences.Contributesandrespectsindividualdifferences.Valuestheideasandcontributionsofothers.Recognizesandrewardsteamefforts.Encouragesandappreciatescommentsaboutteamperformance.EFFECTIVEDECISIONMAKINGPROCESSOFDIVISIONNeedpowerIndividualstrengthtestedGroupdividedPROCESSOFCONSENSUSNeedachievementStrengthunitedthroughconsensusDifferencessharedCommitmentassuredFACTORSFACILITATINGCONSENSUSBUILDINGConcernforothers.Thebasisofconsensusisrespectandconcernpeoplehaveforoneanother.Listening.Aconsequenceofrespectandconcernforothersleadsmemberstolistencarefullytowhatotherssay,ratherthanbeingobsessedwiththeirownideasaboutaproblem.Identifyingandusingresources.Inordertomakeagooddecisionitisnecessarythatalltheresourcesareutilized.Testingconsensusanddisagreements.Aconsensusisreinforcedwhenaftersomeamountofdiscussionthemembersoftheteamexamineiftherearestillsomedisagreements;andsuchdisagreementsareallowedtobeexpressedanddiscussed.Discussingunderlyingassumptionsandlogic.Whenpeoplediscusstheirownsuggestionsandideaswiththeirreasonsandunderlyingrationale,thenthemovementtowardsacommonunderstandingbecomeseasierandtheteamconsensusisachieved.Processorientation.Ateamwhichspendssometimeontheprocessisabletodevelopconsensusfaster.Insteadofbeingconcernedonlywiththetask,theteamisalsoconcernedabout:Whetherpeoplehavewithdrawnasaresultofanyhotexchangefeelings?Howmanyarespeakingandhowmanyremainsilent?Howfastistheteamprogressingetc.FACTORSHINDERINGCONSENSUSBUILDINGDominationbyfew.Withdrawal.Occurswhenfewmembersdominate.Tendencytomakequickdecision.Whenmembersoftheteamrushtomakedecisionveryfast,thepossibilityofconsensusdecreases.Testingstrength.Intheprocessofdecisionmaking,ifdecisionismadeeitheronthebasisofnumericalstrengthoronthestrengthofargument,theteamsplits.Avoidingconfrontation.Whenthemembersofagroupavoidconfrontingwithdifferencesinmakingthechoicebycontinuousdiscussion,thepossibilityofconsensusdecreases.Useathirdpartyforintervention.Tradingorcomprising.Peopleinordertogettheirsuggestionorpointofviewaccepted,tradetheirownpointofviewwithsomeotherswhichreducesthepossibilityofconsensus.THREEPROCESSESOFCONSENSUSBUILDINGCONSENSUSBUILDINGPROBLEMSOLVINGPROCESSPrioritiesMultilevelanalysisAlternativesConsequencesofalternativesCriteriafordiscussionReviewTASKFACILATATINGPROCESSInitiativeInformationseekingInformationgivingSummarizingSynthesizingTimekeepingGROUPBUILDINGPROCESSListeningExpressingfeelingsGatekeepingSupportingProcessreviewIMPORTANTFACETSDecisionbyconsensus.Teambuildingexercisesfocusattentionondevelopmentofconsensusineffectivedecisionmaking.Decisionmakinginvolvesmakingachoicefromtheavailableorgeneratedalternatives.Decisionbyconsensuscreatessynergyintheteam.Listening.Thesinglemostimportantfactordistinguishingeffectivefromineffectiveteamsistheabilityofteammemberstolistentoeachother.Itisaskillthatservesasanunder-pinningforalltheotherdeterminantsofeffectiveness.Inanothersense,activelisteninghelpsteamplayersdevelopselfunderstanding.ACTIVELISTENINGEXAMPLESToconveyinterestinwhattheotherpersonissaying.Toencouragetheindividualtoexpandfurtheronhisorherthinking.Tohelptheindividualclarifytheprobleminhisorherownthinking.Togettheindividualtohearwhatheorshehassaidinthewayitsoundedtoothers.Topulloutthekeyideasfromalongstatement.Isee!Yes,goonorTellusmore.Thentheproblemasyouseeis……….Thisisyourdecisionthenandthereasonsare….IfIunderstandyoucorrectlyyouaresayingthatweshould...Yourmajorpointis…Youfeelthatweshould…….Torespondtoaperson’sfeelingsmorethantohisorherwords.Tosummarizespecificpointsofagreementanddisagreementasabasisforfurtherd