To go fast, go alone. To go far, go together. ... African proverb A team is a collection of people with complementary skills who regularly interact to pursue common goals.

1. Dr Aloni Alali
MBBS. MSc Hlth Mgt. FWACP.

4. Introduction
•A team is a collection of people with
complementary skills who regularly interact to
pursue common goals.
•They hold themselves mutually accountable for
performance and results.
•It is the process of people actively working
together to accomplish common goals.

5. Introduction
Most tasks in organisations are well beyond the
capabilities of individuals alone. Managerial success is
always earned in substantial part through success in
mobilising, leading, and supporting people as they
work together in groups. The new organisational
designs and cultures require it, as does any true
commitment to empowerment and employee
involvement.

6. Group and/Vs Team
• A group is defined as a collection of individuals, sharing a common
aim and identity. The group is more than an aimless crowd. Group
provide identity, stimulus, protection, assistance and other social and
psychological requirements.
• When two or more individuals are classed together either by the
organization or out of social needs, it is known as a group. On the
other hand, a team is the collection of people, who are linked
together to achieve a common objective.

8. Synergy
• The creation of a whole is greater than the sum of its individual parts.
Synergy occurs when a team uses its membership resources to the
fullest and thereby achieves through collective action far more than
could otherwise be achieved

9. Advantages of teamwork over individual effort
•More resources for problem solving.
•Improved creativity and innovation
•Improved quality of decision making
•Greater commitments to tasks.
•Higher motivation through collective action.
•Better control and work discipline
•More individual need satisfaction

10. Features of strong teams
• Strong relationships and trust
• Shared responsibility and ownership
• Inspiration and motivation
• Distributed workload
• Flexibility and redundancy

11. Challenges with Teams
• Time consuming
• Different work style
• Navigating power dynamics
• Disengagement and ‘free riders’
• Distance

12. How teams work
• An effective team is one that achieves and maintains high level of
tasks performance, members’ satisfaction, and viability for future
action. Clearly defined tasks make it easier for team members to
combine their work efforts. An effective team has the following
characteristics;

13. How teams work
• A clear understanding of the team’s mission
• Commitment towards the goals
• Predefined roles and responsibilities
• Proper decision-making process
• Agreed upon ground rules
• Productive group working process

14. Team development

15. Forming stage
The forming stage involves a period of orientation and getting
acquainted. Uncertainty is high during this stage, and people are
looking for leadership and authority. A member who asserts authority
or is knowledgeable may be looked to take control. Team members are
asking such questions as “What does the team offer me?” “What is
expected of me?” “Will I fit in?” Most interactions are social as
members get to know each other.

16. Storming stage
• The storming stage is the most difficult and critical stage to pass
through. It is a period marked by conflict and competition as
individual personalities emerge. Team performance may actually
decrease in this stage because energy is put into unproductive
activities. Members may disagree on team goals, and subgroups and
cliques may form around strong personalities or areas of agreement.
To get through this stage, members must work to overcome
obstacles, to accept individual differences, and to work through
conflicting ideas on team tasks and goals. Teams can get bogged
down in this stage. Failure to address conflicts may result in long-term
problems.

17. Norming stage
• If teams get through the storming stage, conflict is resolved, and
some degree of unity emerges. In the norming stage, consensus
develops around who the leader or leaders are, and individual
member’s roles. Interpersonal differences begin to be resolved, and a
sense of cohesion and unity emerges. Team performance increases
during this stage as members learn to cooperate and begin to focus
on team goals. However, the harmony is precarious, and if
disagreements re-emerge the team can slide back into storming.

18. Performing stage
• In the performing stage, consensus and cooperation have been well-
established and the team is mature, organized, and well-functioning.
There is a clear and stable structure, and members are committed to
the team’s mission. Problems and conflicts still emerge, but they are
dealt with constructively. (We will discuss the role of conflict and
conflict resolution in the next section). The team is focused on
problem solving and meeting team goals.

19. Adjourning stage
• In the adjourning stage, most of the team’s goals have been
accomplished. The emphasis is on wrapping up final tasks and
documenting the effort and results. As the workload is diminished,
individual members may be reassigned to other teams, and the team
disbands. There may be regret as the team ends, so a ceremonial
acknowledgement of the work and success of the team can be
helpful. If the team is a standing committee with ongoing
responsibility, members may be replaced by new people and the
team can go back to a forming or storming stage and repeat the
development process.

20. Processes and Factors of Teamwork

21. TEAMWORK IS ALL ABOUT COLLABORATION
• ASSERTIVENESS = HAVING YOUR NEEDS MET
• COOPERATION = HAVING THE NEEDS OF OTHERS MET
• ASSERTIVENESS + COOPERATION=COLLABORATION
• ASSERTIVENESS – COOPERATION=COMPETITION
• COOPERATION – ASSERTIVENESS=ACCOMODATION