This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.

1. Team Building: Creating Effective Teams
Dr. John Persico
612-310-3803

2. Agenda:
• Welcome
• Learning Objectives
• Introduction of the participants
• Team Definitions
• Team Selection Processes
• Characteristics of High Functioning Teams
• Overview of Consensus
• Behaviors in Effective Teams
• Team Development Wheel
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3. Agenda:
• Team Building Activity – The Robbery
• Five Dysfunctions of Teams
• Team Assessment/Discussion
• Making Team Decisions
• Team Leadership
• Roles & Responsibilities
• Activity: The Sinking Ship
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4. Welcome
Describe the best team you ever worked on
•What made it a good team
•What did your team accomplish
•What did you learn from your experience
•How could you replicate that team

5. Introduction of Participants
• Who are you?
• Why are you here?
• What are you most proud of in your
educational career to date?
• Tell about a time you lost a job.
• What would you like to take away
from this two day session?

6. Learning Objectives
• Participants will learn the definitions of teams
• Participants will understand the purpose and types of
teams
• Participants will familiarize themselves with ideal skills
associated with successful teams
• Participants will learn the characteristics and behaviors
of high functioning teams
• Participants will identify the different roles within
teams
• Participants will be able to identify several types of
teams
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7. Learning Objectives
• Participants will learn team groundrules and team
values
• Participants will be able to describe the Five
Dysfunctions of a Team
• Participants will overview the four stages of team
development
• Participants will understand the team charter process
• Participants will participate in several teambuilding
activities
• Participants will learn the value of team longevity
and team closure
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8. Promote Lifelong Learning
You can develop lifelong learning traits:
• By showing curiosity about human nature and how
the world works.
• By seeking and valuing diversity.
• By persisting in seeking out new solutions.
• By using your unique talents and intelligence to
promote positive change.
• By learning and applying technology tools to solve
problems.

9. Show Respect
• Value yourself. Be honest and ethical, and
practice strong moral values.
• Treat all members of the school community
with politeness and respect.
• Honor the ideas and opinions of others.
• Offer to help.
• Be responsible for keeping an open mind.

10. Policies
• Ask questions at any time.
• Listen to all ideas and opinions.
• Leave for restroom when needed.
• Please be back from lunch and breaks on
time.
• Let us know if the day is not working for you.

11. “Teambuilding is a set of activities whereby
members of a work team 1) begin to
understand more thoroughly the nature of
group dynamics and effective teamwork,
particularly the interrelationship of process
and content (task) and, 2) learn to apply
certain principles and skills of group process
toward greater team effectiveness.”
-William Burke
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12. Team Definitions
• Team
 Two or more members
 Specific performance objective
 Coordination of activity amongst members is a
must
 Mutually Accountable
• Pseudo-Team
 Same as a Team
 Lacks collective focus
 Does not perform together, rather individually
 Individual Accountability
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13. Definitions, Cont.
• Working Group
 No joint performance required
 Mutual Accountability not expected
 Organization driven work group
EXAMPLES:
Team: Minnesota Vikings
St. Paul Chamber Orchestra
Pseudo-Team: Real Estate Office
Working Group: School Department
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14. Team Selection
“Teamwork: simply stated, it is less
me and more we.”
Team Skills List:
•Project Management
•Collaboration
•Communication
•Creativity
•Detail
•Team Leadership
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15. It doesn’t take a team to change a light-
bulb
-Unknown
• The Purpose of Teams
Creativity
Innovation
Synergy
Strategic Thinking
Problem Solving
Decision Making
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16. Team Selection Matrix
Skill Name Name Name Name Name Name
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17. Characteristics of High
Functioning Teams
1) A Clear, Elevating Goal
2) Results-Driven Structure
3) Competent Team Members
4) Unified Commitment
5) Collaborative Climate
6) Shared Standards of Excellence
7) External Support and Recognition
8) Principled Leadership
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18. Behaviors of Effective Teams
Members listen intently
(to ensure understanding)
 Work at understanding what others are
saying
 Ask others to repeat and clarify
 Paraphrase what is heard and ask if it is
heard correctly
Members say things
clearly (respectful dialogue
to ensure understanding)
• Elaborate/give illustrations
• Ask listener to paraphrase what s/he has
heard
• Repeat/restate statements to ensure
increased correct input reception
• Ask for confirmation as to whether the other
heard correctly
Members are open to
share feelings and ideas
(deeper understanding)
• Discuss own strengths and weaknesses
• Let non-verbal expressions reveal joy,
boredom, anger, sorrow, etc.
Members listen to and are
open to other’s ideas
• Seek/accept help from others
• Ask others to be sincere and honest and
show evidence that s/he means it
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19. Behaviors, Cont.
Members’ feedback to
others
• Share views of others with them
• Check/seek awareness of whether others are
ready to receive their views
• Feedback to others when they have been
helpful
Members contribute to
team’s awareness of itself
• Call attention to what is happening in group
• Invite others to give feelings and perceptions
of what is happening in group
Members contribute to
problem definition and
root cause identification
• Suggest ways of diagnosing/identifying what
helps/hinders in team problem identification
• Aid team productivity by offering alternative
ways of reaching group goals
Members keep alert to
ways in which they can
support others in the team
• From time to time take on various roles
and functions to increase team
maintenance
Members act in the team by
using a diagnostic approach
• Use ability to understand why things
happen
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20. “The strength of the team is each
individual member...the
strength of each member is the
team.”
-Phil Jackson
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21. Team Development Wheel
Joiner 21

22. • Team Groundrules-overview list
Have teams you have worked on started
with groundrules?
• Team Values-overview list
How are values useful when putting
together/chartering a new team?
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23. Activity: The Robbery
OBJECTIVE:
To provide a participatory learning exercise
demonstrating the value of consensus decision
making
SYNOPSIS:
A businessman had just turned off the lights in the
store when a man appeared and demanded
money. The owner opened a cash register. The
contents of the cash register were scooped up
and the man sped away. A member of the police
force was notified promptly.
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24. The Robbery: Answers
1. ?
2. ?
3. False
4. ?
5. ?
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25. Answers, Cont.
6. True
7. ?
8. ?
9. ?
10. ?
11. ?
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26. Five Dysfunctions of a Team
Dysfunction #1: Absence of Trust
Dysfunction #2: Fear of Conflict
Dysfunction #3: Lack of commitment
Dysfunction #4: Avoidance of accountability
Dysfunction #5: Inattention to results
Lencioni, 2002
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27. Team Assessment
Trust
Complete Lack of Trust-------------------------------------------------------High Level of Trust
Conflict
Avoidance of Conflict----------------------------------------------------Conflicts Managed Well
Commitment
No Commitment to Team-----------------------------------------------------Total Commitment
Accountability
No Accountability---------------------------------------------------------------High Accountability
Focus on Results
Inattention To Results-------------------------------------------------------------Results-focused
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28. Discussion Questions
• What is working well in your team?
• What needs improvement?
• How can you make the changes
needed?
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29. Making Team Decisions
• Types of Decisions
 Minority
 Majority
 Unanimous
 Consensus
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30. Consensus
• Consensus is
 Finding a proposal acceptable enough that all
members can support it, and no one opposes it
• Consensus is NOT
 A unanimous vote
 A majority vote
 Everyone totally satisfied
• Consensus requires
 TIME
 ACTIVE PARTICIPATION
• The involvement, either by an individual or a group of
individuals, in their own governance or other activities,
with the purpose of exerting influence
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31. Team Leadership
Exhibit 10-1. Factors in Team Leadership
Team Leader
External Factors Internal Factors
Purpose
Balance of
Authority
Individual
Performance
Problem Solving
and Conflict
Resolution
Team Spirit
Team Focus on
External
Relationships
(critical others)
Team
Performance
Team Image
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32. Team Leadership Definitions
• External Factors
 Team Performance
 Team image
• Internal Factors
 Balance of authority
• Directive
• Consultative
• Collaborative
• Delegative
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33. TL Definitions, Cont.
• Individual Performance
• Problem solving and conflict resolution
• Team spirit
• Trust
 Contractual Trust
 Communications Trust
 Competence Trust
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34. Defined Roles and
Responsibilities
• Sponsor
• Team Leader
• Team Member
• Facilitator
• Recorder
• External Facilitator (when needed)
• Subject Matter Expert (when needed)
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35. Activity: The Sinking Ship
OBJECTIVE:
The objectives for this lesson are to discuss the value of building
commitment and synergy and to review some activities that build
teams
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36. Sinking Ship: Discussion
1. Who emerged as the leader(s)? How did the leaders
feel about their role? How satisfied were the other
group members with their leadership?
2. What role did you play in this survival activity?
3. What helped and what hindered success or failure of
this task?
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37. Team Longevity
The two major team distinctions are:
•Natural Work Team
•Project Team
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38. Team Longevity, Cont.
• Teams may work together indefinitely as a unit
within the larger organization or come together
to collaborate on a specific project.
• Team “Endings”
 Closure
 Celebration
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39. New Team Charter:
• Groundrules
• Vision
• Mission
• Goals
• Implementation Plan
• Resources Needed
• People/Skills Needed
• Status Updates
• Recognition and Celebration
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40. Wrap-Up and Evaluation
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