Team Spirit Development DigiBook V22

TEAM SPIRIT DEVELOPMENT

JULY 2017 | VERSION 22 D I G I B O O K

TABLE OF CONTENTS INTRODUCTION ................................................................................................................................ 3 DIFFERENCE BETWEEN TEAM AND GROUP ............................................................................ 4 GROUP DIAGNOSIS MODEL........................................................................................................... 4 TEAM BUILDING................................................................................................................................ 5 HIGH PERFORMANCE TEAMS....................................................................................................... 9 CONFLICT MANAGEMENT .......................................................................................................... 11 CONCLUSION................................................................................................................................... 13

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INTRODUCTION Today’s scenario demands that organizations encourage employees to work in teams. As an individual, you may be an excellent performer but your ability to collaborate can bring about true excellence for your organization. When you work in teams you exploit the myriad cognitive and technical faculties of all team members thus bringing about best results. Definition The terms ‘team’ and ‘group’ go hand in hand. However, they have different definitions. They are as follows:  Group When two or more people interact and influence one another, it is known as the group.  Team A team is defined as a group of people who possess the skills and abilities, who thrive to achieve a common goal for which they hold each other accountable.

So, when to form a group and when to create a team?

Compared to teams, groups can be created quickly. Hence, a group can be formed if:  The decisions and process have been already defined  Buy - in is not essential  Time is a significant factor  The team does not have much space to be created and lacks management support

Teams should be built when:  Broad buy - in is required for the best results  Solutions seem obscure

 Success of the goal depends on the responsibility executed together by all members having varied skill - sets  There is no time constraint present

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DIFFERENCE BETWEEN TEAM AND GROUP

Group

Team

A group is an assemblage of people who have something in common

A team is an assemblage of people with definite goals and roles

Individual responsibility

Individual and joint responsibility

Focus on one’s personal challenges and results

Focus on results and challenges of everyone in the team

Concentration on individual goals

Concentration on team goals

Discuss information and viewpoints together

Decide the decisions to be made, solve problems and plan together

The aims of the colleagues are not trusted

Trustworthy environment

Effort to understand each other by practicing open and honest communication

Cautious about what they say, so real understanding is not possible

GROUP DIAGNOSIS MODEL This model has been developed to work effectively in groups.

Goal clarity

Task structure

Group functioning

Group diagnosis model

Group norms

Group composition

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 Goal clarity Groups should understand the goals very clearly. There should not be any ambiguity left in the minds of the group members as to how to proceed with the tasks.

 Group functioning The group members should maintain very good relationships. Unless and until there is an understanding between the group members, they cannot perform together.

 Task structure It is not only sufficient to build and maintain relationships among the group members, but also co-ordination and regulation is required to complete a particular task.  Group composition The group must be composed of people who share common goal or at least have similar ideologies.

 Group norms The group norms should be formed for its better functioning. Guidelines and beliefs of the groups should be defined to perform well.

TEAM BUILDING Team building is the coming together of individuals having their own personal goals, requirements and viewpoints. When they come together, they efficiently achieve results for the project undertaken.

Due to globalization, there has been an increase in the need to work as a team. It is very important to leave the prejudices and limiting mindsets of different cultures

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behind and to work together effectively. They should possess the skills required to get adapted to such an environment. Here are different ways in which team building can be made a part of your daily routine without making it a boring / tedious task.

 Celebrate achievements as a team Every employee is a critical element in the organization. He is a part of the team’s successes or failures. The team should go ahead and celebrate the successes. It might be a small pizza party or going out for a movie together or for a short trip. This in turn also helps the team members to know each other better.  Team dynamics Team dynamics may be stated as the hidden forces, which function in a team between different people or groups. Team dynamics affects the reactions, behaviour or performance in a team. There is often a complexity related to the

effects of team dynamics. For example, if in a small group of people who work in an organization, two employees are friends, it might affect the remaining team members and can be perceived positively or negatively by the rest. Another example is that, if the leader or manager has resigned or has been removed from the office, the group may be divulged into a change of behaviour.

 Team building exercises Team building exercises may prove extremely beneficial for the teams to develop communication or enhance their problem solving skills. They might also turn out to be ineffectual if the appropriate exercises for team building are not selected.

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Hence, it is necessary to choose the right exercises so that they prove advantageous to the individuals as well as the organization.

Tuckman model of team building Leadership of teams needs the perception to analyze the stage which requires development and to take necessary actions in moving the team forward. The Tuckman model is easy to understand and it is very helpful.

Forming

Storming

Norming

Performing

Characteristics of each stage

Stage I Forming

Stage II Storming Others/ Problems

Stage III Norming

Stage IV Performing

Criteria

Own objectives

Focus

Processes

Performance

Trust only leader

Trust the processes

Trust the people

Trust

Assess leader

Relationships None /Distant

Conflict

Mechanistic

Synergistic

Criticism

Covert

Overt

Productive

Comfortable

Decision making

Fragmented

Thrashing

Processed

Natural

Predictability

Politics

Volatile

Systematic

Anticipation

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Role understanding

Ignorance

Ambiguity

Clarity

Intuitive

Products

Individual

Undesirable

Wooden

System

According to rules

According to need

Knowledge

Poker playing

Packets

Individual effort

Following rules

Achieving flow

Performance

Working out

Type of interventions

Stage I Forming

Stage II Storming

Stage III Norming

Stage IV Performing

Intervention

Resolve conflicts

Facilitate processes

Overview

Set objectives

Coach

Leaders direction

High

High

Low

Low

Support needed

Low

High

High

Low

Individual tasks

People interactions

Task interactions

Team self development

Leader focus

Observe/ Support

Persuasion style

Tell /Push

Sell /Consult

Listen/Advise

Team interaction

Leader provide links

Facilitate relationships

Facilitate team processes

Dynamic grouping

Summary/ Feedback

Self- development

Individuals

Relationships

Processes

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HIGH PERFORMANCE TEAMS A high performance team is one which works together collectively and effectively to achieve results with agility and accuracy. These teams are capable of working on their own as they are self-motivated. These teams are absolutely result oriented. More and more organizations are looking towards building high performance teams. Characteristics of a high performance team The features that distinguish a HPT and drive its success are:  Understanding the big picture Each member of the team needs to understand the importance of his work in framework to the team objectives. He/She should comprehend and appreciate the context of team’s work to the highest possible degree in order to have deeper sense of purpose. Many a times, people are asked to work as part of a team without being told how their role contributes to the desired result and how their efforts are affecting the ability of others to do their work. This reduces connect with the team goals. Task significance of the job has to be conveyed to each member so that he appreciates the importance of his job and does it with diligence.  Commitment to shared goals Effective teams have specific, time bound, relevant, and measurable goals. In addition, they have well established validated procedures, success matrices to monitor the progress and measure these goals. Understanding the team goals clearly and striving to achieve is the hallmark of HPTs. They have better work approaches in order to take care that the goals set are always attained by the team members.

 Cohesiveness HPTs take cognizance of the interdependencies in the team. Principles of teamwork, synchronization and collaboration are followed religiously by each member. There is more of ‘we’ and less of ‘me’ in these teams. The ‘we’

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culture promotes collective responsibility and ownership. It inhibits the blame culture and stimulates opportunities for wisdom and improvement.

 Shared leadership Leadership in such teams is based on situation, need and expertise. Leadership is shared or rotated within a HPT far more than any other type of team. This further promotes the ownership and commitment between all the team members. Each success is viewed as personal victory and each failure is jointly analyzed and overcome. Such groups nurture the spirit of entrepreneurship, collective risk taking and joint responsibility.  Adequate skills and knowledge In order to encourage teamwork and interdependency, the team must have the essential support and arrangement, preliminary putting jointly the correct populace. Team members are selected and errands assigned with their usual skill. The team should as well have the assets and guidance necessary to develop the skilfulness required to complete their jobs.  Quick learning HPTs leverage their cohesiveness to facilitate team learning, enhancing their capability to gain knowledge. Each team member plays the dual role of a student, as well as a teacher. Thus, the team members become multi-skilled and can contribute in multiple facets to the team.  Safeguard from politics One of the most notable findings of the recent research on effective teams reveals that in high - performing groups, the leader protects the team from the rest of the organization by shielding them from unwanted interference. They protect the team from negative powers in the environment that interfere with the team values, procedures and hinder the progress.

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 Belief that impossible is possible The most significant factor in high performance teams is that members as well as the leader believe that as a team they can accomplish even the most difficult task. They respond proactively, recognizing and acting on occasions. They understand and accept the direct consequences of their actions on the organization. This allows the HPTs to set and achieve highly ambitious goals.

The most important aspect of any team is that they communicate effectively. This brings us to understand the communication process.

CONFLICT MANAGEMENT Conflict is a reason why people get angry, frustrated, sad, hurt and uneasy. In the organization, a common disagreement may result into avoidance, lack of willingness to work together, verbal assaults and bitterness. In worst scenarios, people may become aggressive. Therefore, it is very essential to resolve the conflict as soon as possible.

Conflict management model We operate from a single or a combination of ego condition like parent, adult and child. Based on these combinations people function from four different leadership positions in life. These are:

 I’m not OK – You’re OK  I’m OK – You’re not OK  I’m not OK – You’re not OK  I’m OK – You’re OK

Working in teams is one thing but how well do you collaborate and set an example for others displays true success.

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OWL

SHARK

“I’m OK, you are OK”

“I’m OK, you are not OK”

The wisest way of conflict is to adopt the behaviour of the owl. Owls deal with pressure or conflicts by collaborating. This explains that both parties work together with the aim of exploring a mutually satisfying solution. The aim is to be in a win–win situation.

While dealing with conflicts, the shark cares nothing about relationships but will do anything to win. Their purpose is to satisfy their own needs by any possible means. Their behaviour is aggressive and they may use verbal attacks or manipulation.

Foxes deal with conflicts by trying to find a compromise. These members are the major cause of conflict in any organization.

TEDDY BEAR

TURTLE

“I’m not OK, you are OK”

“I’m not OK, you are not OK”

Teddy bear wants to be liked, pampered and to maintain the relationships. Hence, they let the other person have their way. It is difficult for them to deal with conflicts.

Turtles do not deal conflict directly. If they can physically leave the situation, they will. However, if they can't leave, they will try and avoid it or refuse to talk about it. When conflict situation arises, turtles will abandon their own goals and relationships and display passive behaviour, without getting the problems resolved.

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CONCLUSION

Results can be achieved only when team members work together. Individual contribution of each person in the team is extremely important. To build high performance teams you need to ensure effective communication, bonding among team

members and understanding of a common goal.

References: www.stevejeantet.wordpress.com,

www.sideroad.com, www.teambuildinginformation.com, www.smartentrepreneur.net, www.teamtechnology.co.uk, www.teamtechnology.co.uk, www.orchardindia.com, www.scribd.com www.dummies.com, www.who.int,

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