Team Building

By: Dr. Mehwish Malghani

What is a team?
 A team is a small group of people
with complementary skills, who
work actively together to achieve a
common goal, for which they hold
themselves collectively
accountable.
 Team Building
Process of establishing and developing a greater sense of collaboration and trust between members to work together to achieve a common goal
 Teamwork…..Why?
Rationale for a Team Approach

• Teams are a part of everyone's life. You're a

member of a family team, a staff team, school,
health care and community teams.
• So it's appropriate that you understand how to
function effectively as a team member.
 Teamwork…..Why?
• The multi-dimensional and thus multi-discipline nature of many problems
requires a team approach. This approach encourages you as staff with
complementary skills and competencies, to coordinate your efforts.

• By establishing priorities, concentrating financial resources, and combining

knowledge and expertise, you can have greater impact on serious
problems through your program efforts.

• Such efforts can serve to:

1) lighten your work load,
2) reduce duplication of efforts, and
3) produce a result greater than all of your separate efforts.
 A Teams succeeds when its members have:
a commitment to common objectives
defined roles and responsibilities
effective decision systems, communication and work procedures
good personal relationships
The Results of Team Work
 Team Morale Depends On

Support
Appreciation
Resources
Communication
Personalities
 Teamwork Skills

• Listen
• Question
• Persuade
• Respect
• Help
• Share
• Participate
 TEAM WORK

Very often we use the word team work in our

organizational context without perhaps fully
understanding what we mean by team work.
Team work is an abstract concept. It represents a
set of values that:
• Encourages behaviors such as listening &
responding to view points of others, giving benefit
of doubt to others.
• Providing support to those who need it.
• Recognizing the interests & achievements of
others.
• Also promote performance as individuals and the
performance of the entire organization.
 CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS
Besides seeing the characteristics of an effective team as
well as an ineffective team, it would be prudent to
examine the characteristics of effective team members. It
will be observed that organizational failures often are not
a result of poor leadership but of poor follower ship. An
effective team member is, therefore, on who:

• Understands and is committed to group goals.

• Is friendly, concerned and interested in others.
• Acknowledges and confronts conflict openly.
• Listens to others with understanding.
• Includes others in the decision making process.
• Recognizes and respects individual differences.
• The influence of members on decisions in
teams should be based on their capacity to
contribute ( relevant expertise) and not on the
authority they possess in the organization.
• Team decisions should be integrated with the
normal or regular decisions of the departments
or units from which the members are drawn.
• Conflicts that develop within should be
confronted and resolved with a problem solving
approach, instead of being avoided or
smoothed over.
 CHARACTERISTICS OF INEFFECTIVE TEAMS
• You cannot easily describe the team’s mission.
• The meetings are formal, stuffy, or tense. People do not do
their best in an uncomfortable atmosphere.
• There is a great deal of participation but little
accomplishment. Some teams exhibit to talk but much action.
• There is talk but not much communication. Many teams are
composed of very talented people who enjoy talking but not
listen to the contributions of others.
• Disagreements are aired in private conversations.
• Decisions tend to be made by the formal leader with little
meaningful involvement of other team members.
• Members are not open with each other because trust is low.
• There is confusion or disagreement about roles or work.
• People in other parts of the organization who are
critical to the success of the team are not
cooperating. There is rarely a period in a team’s
history when external relations are not
important.
• The team is over loaded with people who have
the same team player style. Style diversity leads
to looking at all aspects of team effectiveness.
• The team has been in existence for at least three
months and has never assessed its functioning.
Periodically , teams need to assess progress
towards goals and to evaluate team process.
Stages in Team Building

Forming
Storming

Norming

Performing
 Stage 1: FORMING
The Team
 defines the problem

 agrees on goals and formulates strategies for tackling

the tasks

 determines the challenges and identifies information

needed

 Individuals take on certain roles

 develops trust and communication

 Team Roles - Leader

Encourages and maintains open communication

Leads by setting a good example
Motivates and inspires team members
Helps the team focus on the task
Facilitates problem solving and collaboration
Maintains healthy group dynamics
Encourages creativity and risk-taking
Recognizes and celebrates team member contribution
 Other Team Roles – Members Can Formally or
Informally Take on These Roles
Initiator - Someone who suggests new ideas. One or more people can have this role at a
time.

Recorder - This person records whatever ideas a team member may have. It is important
that this person quote a team member accurately and not "edit" or evaluate them.

Devil's Advocate/Skeptic - This is someone whose responsibility is to look for

potential flaws in an idea.

Optimist - This is someone who tries to maintain a positive frame of mind and facilitates the
search for solutions.

Timekeeper - Someone who tracks time spent on each portion of the meeting.

Gate Keeper - This person works to ensure that each member gives input on an issue.
One strategy to do this is to ask everyone to voice their opinion one at a time. Another is to
cast votes.

Summarizer - Someone who summarizes a list of options.

Every Team Member Can Help!
 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
 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?
 Negotiating Conflict

• Separate problem issues from people issues.

• Be soft on people, hard on problem.

• Look for underlying needs, goals of each party

rather than specific solutions.
 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
– the individuality of fellow members

• Team members realize that they are not going

to crash-and-burn and start helping each
other.
 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

 Giving Constructive Feedback
• Use “I” messages.

• Restrict your feedback to things you know for

certain.

• Help people hear and accept your

compliments when giving positive feedback.
 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
developed a close attachment to the team
 Twelve Cs for Team Building

• Clear Expectations: Has executive leadership

clearly communicated its expectations for the
team’s performance and expected outcomes
• Context: Do team members understand 
why they are participating on the team?
• Commitment: Do team members want to
participate on the team? Do team members 
feel the team mission is important?
• Competence: Does the team feel that it has
the appropriate people participating? Does
the team feel that its members have the
knowledge, skill and capability to address the
issues for which the team was formed?
• Charter: Has the team taken its assigned area
of responsibility and designed its own mission,
vision and strategies to accomplish the
mission. Has the team defined and
communicated its goals.
Competence: Does the team feel that it has
the appropriate people participating? Does
the team feel that its members have the
knowledge, skill and capability to address
the issues for which the team was formed?
Charter: Has the team taken its assigned
area of responsibility and designed its own
mission, vision and strategies to accomplish
the mission. Has the team defined and
communicated its goals.
 Control: Does the team have enough 
freedom and empowerment to feel the ownership
necessary to accomplish its charter? At the same
time, do team members clearly understand their
boundaries?
•Collaboration: Does the team understand team
and group process? Do members understand the
stages of group development? Are team members
working together effectively interpersonally? Do
all team members understand the roles and
responsibilities of team members? Team leaders?
•Communication: Are team members clear
about the priority of their tasks? Is there an
established method for the teams to 
give feedback and 
receive honest performance feedback?
interested in change? Does it value 
creative thinking, unique solutions, and new ide
as
?
•Consequences: Do team members feel
responsible and accountable for team
achievements? Are 
rewards and recognition supplied 
•when teams are successful?
•Coordination: Are teams coordinated by a
central leadership team that assists the groups
to obtain what they need for success?
•Cultural Change: Does the organisation
recognize that the team-based, collaborative,
empowering, enabling organisational
culture of the future 
 Recipe for Successful Team
• Commitment to shared goals and objectives

• Clearly define roles and responsibilities

Use best skills of each
Allows each to develop in all areas
 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
THANK YOU!
 1. Build the team
• Engage members as a team
• Spend time on team development – may use Belbin roles, outside consultancy
• Meet regularly and frequently for a purpose
• Determine and agree team values
• Determine and agree team roles – may use Myers-Briggs Questionnaire
• Spend time inside and outside work socially
• Spoil the team with comfortable surroundings and refreshments
• Discuss, determine and agree rewards for good performance
• Agree on approach to delegation and empowerment
• Promote the team and its work within the agency and partnerships
 2. Engage team through work
• Delegate and empower appropriately
• Promote debate and discussion on where we are, where we want to be,
and how we should get there – use brainstorming, lateral thinking
• Ensure that all the team has discussed, contributed to and committed
itself to the work tasks and objectives
• Try to reach consensus decisions
• Make sure the combined purpose and importance of the team’s work is
understood by everyone Keep everyone informed on progress
3. Ensure clarity of definition of key roles and
tasks

• Develop individual roles

• Ensure job descriptions and job plans are up-
to-date and accurate
• Ensure goals are realistic and achievable
 4. Develop the team and organization

• Ensure new staff are induced

• Identify individual and team training needs
• Ensure personal development plans are
produced and implemented
• Engage others in wider organizational
development matters
 5. Foster a culture of innovation and
creativity
• Challenge the culture and values of the team
and agency
• Encourage ‘thinking outside the box’,
reframing the problem, and risk taking
• Minimize criticism of failure
• Reward and publicize innovation and creativity
 6. Managing performance
• Ensure staff know the governance and
accountability arrangements
• Ensure staff know how team and individual
performance will be managed
• Ensure all staff are appraised annually