Module 3

Team Building
By Group 7:-

Tharun
Ugendhar
Mani
Suresh
Nandita
Dinesh
Abhinay
Mithun
 CONTENTS
Types and Development of Team Building
Stages of team growth
Team performance curve
Profiling
your Team: Internal & External
Dynamics
Team Strategies for organizational vision
Team communication
 TEAM DEFINITION
“Asmall number of people with
complementary skills who are
committed to a common
purpose, performance goals, and
approach for which they hold
themselves mutually
accountable.” by Katzenbach and
Smith
 TYPES OF TEAM
Informal
 Social in nature
 Leaders may differ from those
appointed by the organization
Traditional
 Departments/functional areas
 Supervisors/managers
appointed by the organization
Problem-Solving
 Temporary teams
 Frequently cross-functional
 Focused on a particular project
Leadership
 Steering committees
 Advisory councils
Self-Directed
 Small teams
 Little or no status differences
among team members
 Have authority to decide how
to get the work done
Virtual
 Geographically spread apart
 Meetings and functions rely
on available technology
 TYPES OF TEAM BUILDING EXERCISES

 Communication exercise.
 Problem solving / Decision
making exercise.
 Planning / Adaptability exercise.
 Trust Exercise.
http://en.wikipedia.org/wiki/Team_building
Chk the above link to get the explaination.
 STAGES OF TEAM GROWTH

 Stage I: Forming

 Stage II: Storming

 Stage III: Norming

 Stage IV: Performing

 Stage V: Adjourning
DYNAMICS OF A TEAM
Working for common goal.
Accountability.
Mutual respect.
Commitment.
Interdependence.
Trust.
Communication.
 BARRIERS TO TEAM
BUILDING
 Credibility of the project leader.
 Unclear project objectives.
 Changing goals and priorities.
 Lack of team definition and structure.
 Confusion about the roles and
responsibilities.
 Excessive team size (optimum 7 – 25 ).
TEAM PERFORMANCE CURVE
 CONTINUED…..
1. Working Group
No significant performance need to become a team
No common purpose, performance goals, joint work-products
that requires mutual accountability
Members share info, best practices, make decisions to help each
other perform within his/her area of responsibility

2. Pseudo – Team
Could be a significant performance need, but not focused on
achieving it
Weakest of all groups, contributes least to company’s
performance
Sum of the whole less than the potential of the individual parts
 CONTINUED…..
3. Potential Team
Significant performance need, and really trying to improve
its performance impact
May require more clarity about purpose, goals, work-
products, approach
Not yet established collective accountability
4. Real Team
Small number of people with complimentary skills who are
equally committed to a common purpose, performance
goals and common approach for which they hold themselves
mutually accountable (2) Pseudo Teams .
Profiling your Team: Internal & External Dynamics

???
 TEAM STRATEGIES FOR ORGANIZATIONAL
VISION
In the organizational development context, a team may embark on a
process of self-assessment to gauge its effectiveness and improve its
performance. To assess itself, a team seeks feedback from group
members to find out both its current strengths and weakness.
To improve its current performance, feedback from the team
assessment can be used to identify gaps between the desired state and
the current state, and to design a gap-closure strategy. Team
development can be the greater term containing this assessment and
improvement actions, or as a component of organizational
development.
Another way is to allow for personality assessment amongst the team
members, so that they will have a better understanding of their
working style, as well as their fellow team mates.
A structured teambuilding plan is a good tool to implement team
bonding and thus, team awareness. These may be introduced by
companies that does teambuilding sessionism, or done internally by the
human resource department.
 TEAM
COMMUNICATION
Team communication is any form of
communication among members of the
same group or organization that is crucial
for a healthy and effective dynamic.
Many frustrations, misunderstandings and
questions can easily be addressed with the
proper team communication.
 IMPORTANT & NECESSITY
1. In a team you are ALL working towards a same goal.
2. You need to define and ensure that the goal is shared by
all the members.
3. If there are questions/issues about the goal those need to
be resolved quickly in order for the team to move
forward.
4. When decisions need to be made the team has to be
made aware of the decision that is at hand.
 EVERYONE NEEDS TO BE ON BOARD
 If communication keeps the team members informed,
therefore a team working towards the same goal can be
more effective and efficient.
TEAM COMMUNICATION IS IMPORTANT FOR
THE FOLLOWING REASONS
Project-related information needs to be shared.
Each member of the team needs to be acquainted with the
team goal and his/her role in the team.
Each team member has specific skills and knowledge that
must be utilized and imparted to other members in the course
of the work.
Any questions or issues about the project must be broached
and shared in order to resolve them.
Any decisions taken must be imparted to all the members.
Effective and open communication lines create feelings of
trust and of belonging to the team. The more the members
feels valued the more dedicated they are likely to be, and this
in turn makes it easier for the team as a whole to achieve its
goals.
 GUIDELINES TO TEAM
COMMUNICATION
Be specific: include facts and details to avoid being vague
Be accurate: as much as possible be sure that the
information you are giving is true and reliable.
Be honest: be truthful with those you are communicating
with and do not use questionable information.
Be logical: make sure messages are easy to follow
Be complete: give all needed information in regards to
your ideas.
Be concise: be brief- not unnecessarily wordy.
Be relevant: stay on task and give information that is
needed.
Ask for feedback: have recipients give comments on
information.
 RESPONSIBILITIES OF TEAM
MEMBERS
Open minded
Listen to what is being said
Give feedback to what is being said
Make sure all team members have a chance to
communicate their ideas.
If decisions need to be made discuss pros and cons, and
decide best option for TEAM.
Take ownership for what you say.
Take responsibility for making sure you are heard and
understood.
Use terminology and examples that your audience
understands.
Be aware of body language.
Always work to maintain the trust and confidence of those
with whom you are communicating/working.
EFFECTS OF MISCOMMUNICATION

Wasted time and/or energy

Lack of trust
Misunderstandings
Deadlines are not met
Lack of change for the
better
THANK YOU..