TEAM BUILDING

Dr Aarushi Jain
 Video of the Day
• https://www.youtube.com/watch?v=kOJu1vj_
BVk
3
TEAM

T Together

E Empowering each other to

A A chieve

M More

United we stand, Divided we fall. A team is a group

of people working towards a common goal.
Stories

◗ Synergy through teams 1+1 >> 2

◗ What can we learn from little ants?

◗ From honeybees?

◗ From the birds flying in a formation?

 THE MAGIC OF SYNERGY
◗ Normally, 1+1=2.
◗ But, sometimes when we work as a
TEAM, 1+1 may become 11, 111, or even
1111! In fact, there is no limit.
That is called SYNERGY;
◗ It is SYNCHRONISED ENERGY.
◗ It has a MULITIPLIER EFFECT.
◗ It grows in GEOMETRIC PROGRESSION, or
even EXPONENTIAL
 Reasons For Team Building
• Improving • Helping participants to
communication learn more about
• Making the workplace themselves (strengths
more enjoyable and weaknesses)
• Motivating a team • Improving team
• Getting everyone set productivity
same goals • Practicing effective
collaboration with team
members
 How do Teams Work Best?

◗ Commitment to common objectives

◗ Defined roles and responsibilities

◗ Effective decision systems, communication and

work procedures

◗ Good personal relationships.

 Types Of Teams
There are mainly four types of teams which
can be found in any organization

1. Problem Solving
2. Cross Functional Team
3. Self Managed Team
4. Virtual Team
 Types Of Teams
Problem Solving • Teams created for solving specific
Cross Functional Team problems.
Self Managed Team
Virtual Team Example:
• How can we raise funds?
 Types Of Teams
Problem Solving • Teams created from same
Cross Functional Team hierarchical level.
Self Managed Team
Virtual Team
Example:
• To control product cost. Like people
from different department with
same hierarchical level set the
product cost. Manager of
Marketing and Finance.
 Types Of Teams
Problem Solving • A group of people working
together in their own ways
Cross Functional Team
toward a common goal which is
Self Managed Team
defined outside the team.
Virtual Team

Example:
• James River manufacture
cardboard boxes as defined by
executive leadership.
 Types Of Teams
Problem Solving • The team which cannot interact
Cross Functional Team physically but on the internet or by
Self Managed Team digital resources
Virtual Team
Example:
• Employees of IBM and Microsoft
are virtual team. They interact with
their members by Internet
Stages in Team Building-Tuckman

Forming
Storming

Norming

Performing
 Forming
• In the first stages of team building, the forming of
the team takes place. The team meets and learns
about the opportunity and challenges, and then
agrees on goals and begins to tackle the tasks
• The forming stage of any team is important because
in this stage the members of the team get to know
one another, exchange some personal information,
and make new friends.
 Stage 1: FORMING
• Team Building • Task
– Define team – Define problem
– Determine and strategy
individual roles – Identify
– Develop trust and information
communication needed
– Develop norms
 Team Norms

How do we support each other?

What do we do when we have problems?

What are my responsibilities to the team?

 From Individuals A Group
Help members understand each other: How can I
become a better team member?

◗ Keep the broader picture in mind rather than

getting absorbed in ‘my’ ‘own’ task
◗ My efforts should add value to the team
◗ My goal is not achieved if team goal is not
◗ Use resources just sufficient to complete my part of
the team task
◗ ‘work on’, rather than ‘pass on’
◗ Create cooperative, friendly climate in team
 Storming

• Every group will then enter the storming stage

in which different ideas compete for
consideration. The storming stage is necessary
to the growth of the team. It can be
contentious, unpleasant and even painful to
members of the team who are averse to
conflict.
 Stage 2: STORMING
During the Storming stage team
members:

◗Realize that the task is more difficult

than they imagined;
◗Have fluctuations in attitude about
chances of success;
◗May be resistant to the task; and,
◗Have poor collaboration.
 Storming Diagnosis
• Do we have common goals and objectives?
• Do we agree on roles and responsibilities?
• Do our task, communication, and decision
systems work?
• Do we have adequate interpersonal skills?
 Addressing the Problem
• State your views in clear non-judgmental
language.
• Clarify the core issues.
• Listen carefully to each person’s point of view.
• Check understanding by restating the core
issues.
 Stage 3: Norming
• During this stage members accept:
– their team;
– team rules and procedures;
– their roles in the team; and,
– the individuality of fellow members.

• Team members realize that they are

not going to crash-and-burn and start
helping each other.
 Norming Stage: Member Behaviors

◗ Competitive relationships become more

cooperative.

◗ There is a willingness to confront issues and solve

problems.

◗ Teams develop the ability to express criticism

constructively.

◗ There is a sense of team spirit.

 Giving Constructive Feedback
• Be descriptive.
• Don't use labels.
• Don’t exaggerate.
• Don’t be judgmental.
• Speak for yourself.
 Receiving Feedback

• Listen carefully.
• Ask questions for clarity.
• Acknowledge the feedback.
• Acknowledge the valid points.
• Take time to sort out what you heard.
 Stage 4: PERFORMING
Team members have:
– gained insight into personal and team
processes;
– a better understanding of each other’s
strengths and weaknesses;
– gained the ability to prevent or work
through group conflict and resolve
differences; and,
– developed a close attachment to the
team.
 Stage 5: Adjourning

Tuckman added a 5th stage 10 years later in 1977

The process of "unforming" the group, that is, letting go

of the group structure and moving on.

It involves completing the task and breaking up the

team.
 Stages of Team Development
Adjourning

Group disperses /
completion of task
Performing
Begin to share common
commitment and Team is
purpose “buzzing”
Norming

Voice
differences, position
Storming

Forming
Get together, introductions Tuckman, B. &
46 involved - “ritual sniffing” Jensen, N. (1977)
 Team Culture
◗ Leaders Make Culture
◗ Vision
◗ Mission
◗ Team members maintain and create necessary
team culture
◗ Pros & Cons of Team culture
◗ Identify different team behaviors
◗ Performance driven
◗ People maintenance
◗ Trouble shooters
 Recipe for Successful Team
• Effective systems and processes
– Clear communication
– Beneficial team behaviors; well-defined
decision procedures and ground rules
– Balanced participation
– Awareness of the group process
– Good personal relationships
 BUILDING THE TEAM:

Building the team is like recruitment.

One needs to select the right people and motivate
them.

He understands the pressures and the soft points of

people,
and uses this knowledge
to make them part of his team.

Each one of his team members is treated as special, as

being different.
 ALLOCATING ROLES:

Bhuvan also assigns responsibilities to each of his

people.

Just getting the people in the team is not good enough.

They have to be told what the goal is.

A team consists of different individuals.

The objective is to make them all work together like a fist,
like a team.
 SUPPORT THE TEAM MEMBERS:

Bhuvan backs his team members to the hilt,

even when they make mistakes.

It is indeed important in any team that the

captain backs
the right person, at the right time, for the right
job.
“Coming together is a
beginning
Keeping together is
progress; and
Working together is
success”