Leadership Intra and inter process

1. TEAM
PROCESS

2. TWELVE C’S FOR TEAM BUILDING
 Clear Expectations
 Context
 Commitment
 Competence
 Charter
 Control
 Collabration
 Communication
 Creative
 Coordination
 Cultural Change
 Consequences

3. Intra team process (Task Related)
 Intra team process represent interactions that take place among team members
 Mission & Goals
 Training & Action Plan

4. Teamwork Process
 The tasks involved in teamwork may vary from team to team, there are three processes
that are common to how teamwork gets done: the transition process, action processes,
and interpersonal processes. During each of these processes, specific sets of activities
occur.
 1.The transition process
 2. Action processes
 3. Interpersonal processes

5. 1. The transition process is the phase during which a
team is formed.
Activities include:
 Mission analysis: establishing an understanding of the overall objective
 Goal specification: identifying and prioritizing the tasks and activities needed to
achieve the mission
 Strategy formulation: developing a course of action to reach the goals and achieve the
mission

6. 2. Action processes comprise the phase
during which a team performs its work.
 Activities include:
 Monitoring milestones and goals: tracking progress toward completion of tasks and
activities
 Monitoring systems: tracking the use of resources such as people, technology, and
information
 Coordination: organizing and managing the flow of team activities and tasks
 Team monitoring and support: assisting individuals with their tasks by, for example,
providing feedback and coaching

7. 3. Interpersonal processes include activities
that occur during both the transition and
action processes.
 These include:
 Conflict management: establishing conditions to avoid disagreement and resolving
conflict when it occurs
 Motivation and confidence building: generating the willingness and ability of
individuals to work together to achieve the mission
 Affect management: helping team members to regulate their emotions as they work
together

8. Creating a Team Mission Statement
 Creating a team mission statement can help you focus your team effort and do
a lot of good in bringing your team together behind a common theme.
 The key to success is not just creating a team mission statement but it is living
the mission statement.
 A mission statement identifies the major purpose that your team fulfills when
providing products and services to customers.
 The mission statement should:
Include the reason for your team
Identify your team’s unique ‘value added’
Reflect your teams’s core business activity
Provide a focus for your team
Identify the team purpose

9. Step One : Develop the Team Mission
Statement
 By Identifying
• Stakeholders - Those people who are directly affected by the team’s successes
and failures. Stakeholders could be employees, internal customers,
organizational customers, external customers.
• Products and Services - Items that your team produces for its customers.
Products and services might include consulting, training, products or services for
individual use, products or services for business use.
• Value Added - The key advantage your team provides over the competition

10. Step Two: Construct a First Draft
 The name of the team must meet the needs of stakeholders

11. Step Three. Refine the Team Mission
Statement
 Whether the mission statement is too wordy, too brief, and to the point.
Whether the team members will remember it.
 Would the mission statement make sense to the stakeholders? Is it a true
mission statement and not a goal?
 Does it inspire the organisation’s team and whether it describes the focus
and effort of the team? It is important to know if the mission statement Is
unique.

12.  Step Four: Make It Visible
 Post the mission statement for easy review by all team
members and customers.
 Step Five. Live it!
 To make a mission statement one must be involved in the
entire team process. The mission statement must be used
as a guide for everything the team does. Bounce team
goals and activities against it to ensure the organization is
doing the right thing..

13. Establishing Team Goals
 Enhance personal Commitment to achieve goals
 Drives Performance
 Strenghts Job Commitment & satisfaction
 Promotes shared responsibility
 The process for establishing goal is
 Write goals
 Categorize it
 Discuss the categories and clarify it
 Create a single goal for each category

14. SMART – CRITERIA
 S - Specific
 M –Measurable
 A - Attainable
 R – Results focused
 T – Time based Goals

15. STEPS FOR EFFECTIVE TRAINING APPROACH
FOR TEAM
 There are mainly ten steps for effective training approach for team. These are:
 1) Establish credibility.
 2) Ventilation of emotionality.
 3) Orientation about team building.
 4) Problem identification.
 5) Setting up group goals.
 6) Facilities the group process.
 7) Establish intra-group procedures.
 8) Establish inter-group procedure.
 9) Change the active role of the trainer (active to passive).
 10) Put an end on the trainers’ involvement (self-managing team).

16. Intra team Process
(Relationship related)

17. Conflict
Communication
Trust
Decision Making

18. Conflict
 Intragroup Conflict
 Intragroup conflicts, are the conflicts that happens within the members of a single group. Intragroup conflicts may affect
the whole project as each group of the project
 Causes of Intra group Conflict
 Following may become the reason of intra group conflicts in an organization:
1. As a team contains the members from various parts of the countries or even may be from different countries having
different culture and thoughts, thus, the members will have different perspectives about the same problems.
2. When the solutions by two members of a team are totally different.
3. The intra group conflict may occur when the team leader is not following the principle of equality means a team leader
should treat each member of the team equally.
4. Team members have different talent level.

19. Types of Intra group Conflict
 There are actually two types of intra group conflict, Relationship conflict and Task
Conflict.
 Relationship Conflict:
 When two persons do not have good relations with each other, then they may not work
together within the same group. Thus, that may lead to generate a conflict within a group.
This type of conflict is called relationship conflict. In relationship conflict, two persons
may have a bad relationship or a negative relationship may arise by working together
within the same team

20. Task Conflicts
 Task conflicts are related to the task performed by the group. These types of conflicts
occur when two people want to perform the same task or two members have different
solutions for performing thosetasks.
 In the second reason, if there is mutual understanding between the members of the
team then that may lead to benefit the team. There are various other situations where the
task conflict may occur. Task conflicts may be beneficial as well as harmful that depends
on the situation of the team and the mutual understanding of the group members

21. Intra team communication
 Intra-team communication is a process through which team
members communicate with one another.
 It is made up of the communication strategies and styles of each
member of the team.
 Like interpersonal communication skills, a team can improve its
intrateam communication skills through knowledge, practice,
feedback, and reflection.

22. Communication Problems in Teams
 Interrupters
 Overtalkers
 Groupthinking
 Dominant Members
 Withdrawn members

23. TRUST
In The Workplace

24. Trust
ThewordTrustcamefromthewordTruecamefromthewordTree
What is trust?
Trustistheconfidenceorbeliefapersonfeelstowardaparticularpersonor group.
Trustis,therefore,oneoftheprimarybindingforcesinanyinterpersonal relationship.
It permitspeopletoovercomedoubtsandunknownsandenjoypeaceof mind.
“Why we trust ?
Intheworkplace,trustisaprerequisiteforeffectiveinterpersonal communications.
Withouttrust,employeesmayfeeluncertainty,worry,andasenseof insecurity.
 Trustisanessentialleadershiptrainingingredientthatbindsanyhumanrelationship intoan
effective,workingpartnership.

25. Trust = Business Competence + People
Orientation
Business Competence
LeadershipCompetence-Abilityinmanagingorganization,marketingstrategiesandawareness
ActionOrientation -Acompetentleaderwhoisunwillingtotakeactionis likea“hose without
water”- useless.
People
Orientation
FundamentalBelief
OpenCommunication
ConsistentBehaviour
-Type-1andType-2leaders(“TheHumanSideofEnterprise”– McGregor)
- BePositive,SeekothersIdeas,Listen, Disclose.
- Manyleadersknowwhattheyshoulddo,butdoingit everydayis difficult.

26. Creating Trust Among the TeamMembers
Step-1
Step-2
Step-3
Step-4
Step-5
Step-6
Maintainoneanother'sself-esteem.
Supportandpraiseoneanother.
Keepsensitiveinformationconfidential.
Standupforoneanother.
Avoidgossiporunfaircriticismof others.
Appreciateoneanother'sskillanddifferences
Fromthebook“TheLeadershipSecretsofColinPowel”byHarari.O. (2002)

27. Architect of
Trust
Emotional Intelligence
Tuningintoyourownemotionsandthoseof others
Walking the Talk
Actionsspeaklouderthanwords
Authenticity - Findingyour
voice
Integrity - Matchingouractionswithourbelievesinany
situation.

28. How to handle the distrust
Distrust- When it will occur
Excessivepressureisplacedon people.
Emergenciesarise.
Laborpressureexist.
Culturalunrestexist.
SalesareLow.
Fromthebook“TRUST”byJackR.Gibbs
How to avoid distrust
Seniorleadersneedtoplaceahighvalueon
integrityandtrustandthencommunicatethat
value toall associates.
Organization’sVision,Organization’svalue,
Compensationsystemandwork environment.

29. Trust and Behaviour
Trust Building Behaviour
 Faithinlifeandhopeinthegoodnessofmankind.
 Communicateswithmeopenlyandhonestly,withoutdestroyingany information.
 Showsconfidenceinmyabilitiesbytreatingmeasaskilled,competentassociate.
 Keeppromisesandcommitments.
 ListenstoandvalueswhatI say,eventhoughheorshemightnot agree.
 Cooperateswithmeandlooksforwaysinwhichwecanhelpeach other.
Trust Reducing Behaviour
 Actsmoreconcernedabouthisorherownwelfarethananything else.
 SendsmixedmessagessothatIneverknow whereheorshestands.
 Avoidstakingresponsibilityforaction.(“passesthebuck”or“dropsthe ball”)
 Jumpstoconclusionswithoutcheckingthefacts first.
 Makesexcusesorblamesotherswhenthingsdon’tworkout.(“finger pointing”)
T
eachingtheElephanttoDance:EmpoweringchangeinyourOrganization”byBelasco,J.A.(1990)

30. Inter Team process
 Intergroup relationships between two or more groups and their particular members
are required to complete the work in operating a business. Most of the times groups
link up to achieve the organization's goals

31. CONFLICTS
•Some conflict, called functional conflict, is considered
positive, because it enhances performance and identifies
weaknesses.
•Dysfunctional conflict, however, is confrontation or
interaction between groups that harms the organization or
hinders attainment of goals or objectives.

32. INTERGROUP
CONFLICT
Intergroup conflict refers to the collective incompatibility or
disagreement between two or more divisions, departments, or
subsystems in connection with tasks, resources, information,
and soon.

33. MANAGING INTERGROUP
CONFLICT
The management of intergroup conflict involves channeling
the energies, expertise, and resources of the members of
conflicting groups for synergistic solutions to their common
problems or attainment of overall organizational goals.

34. DIAGNOSIS
The diagnosis of intergroup conflict can be performed by means of
interviews, observation, company records, and the perceptions of
the organizational members.

35. MEASUREMENT
 A comprehensive diagnosis of intergroup conflict should include the
measurement of the following:
1. The amount of conflict that exists between two specific groups.
2. The styles of handling conflict of the ingroup members with the outgroup
members.
3. The sources of intergroup conflict and the style of handling such
 conflict.
4. Organizational learning and effectiveness

36. Team Coordination
• Team Formation and Organization
• Group Management
• Meeting Techniques
• Large software systems require a coordinated team
of software engineers for effective development
• Team organization involves devising roles for
individuals and assigning responsibilities
• Organizational structure attempts to facilitate
cooperation

37. Team Organizations
• Organizing is building a team
• Appropriate organization depends on project length
and complexity
• For long-term projects, job satisfaction is extremely
important for reduced turnover
• Need mix of senior and junior engineers to facilitate
both accomplishing the task and training
• Adding people to a project introduces further
delays

38. Team Organizations
• Hierarchical organizations minimize and
discourage communication, while
democratic organizations encourage it
• Appropriate size depends on complexity
– small teams lead to cohesive design, less overhead,
more unity, higher morale
– but some tasks too complex
– optimal size between 3 and 8
• Appropriate design leads to appropriate
assignment of tasks and appropriate team
organization

39. Centralized-Control
• Hierarchical organizational structure and matching
pattern of communication
– chief programmer team
– chief programmer reports to peer project manager
– programmers report to chief programmer
– librarian responsible for central repository
– specialists added as needed
• Works well with simple tasks that can be grasped
by one good engineer, but “single point of failure”
chief programmer
librarian programmers specialists
project manager

40. Decentralized Control
• Ring organization and connected communication
– democratic team
– decisions made by consensus
– all work is group work: “ego-less programming”
– leads to higher morale and job satisfaction
– not appropriate for large teams
• More appropriate for less understood and more
complex programs with longer term project

41. Mixed Control
• Hierarchy with extra communication
– senior engineers report to project manager
– junior engineers report to senior engineers
– control is vested in project manager and senior engineers
– communication is decentralized among each set of peers and their
supervisor
• Limits communication to a small group and realizes
benefits of group decisions by vesting authority
project manager
senior engineers
junior engineers

42. Effective Teams
• Team members
– desire to be part of group task
– have an interest in task with social interaction
– are interested in improvement and can accept constructive
criticism
– are genuinely interested in sharing knowledge
– do their own share
• Team approach
– generates conflict
– requires good strategies
– forming: initial meeting to get acquainted and assess skills
– storming: characterized by conflict and open brainstorming
– norming: establishing normal patterns of behavior and approach
– performing: documenting the results

43. Conflict Resolution
• Conflict is a positive attribute indicative of multiple
ideas
• Conflict management is selecting between
alternative actions
• Conflict resolution can be done by
– compromise: great appeal, but may indicate avoiding
– forcing: one person insists on action
– avoidance: ignore conflict, hoping it will go away
– confrontation: examine areas of disagreement, discuss
differences and bring solution out in open
• Group cohesion leads toward cooperation and good
conflict resolution

44. The 5 best ways of measuring team
effectiveness
 Team effectiveness can be defined as 'team’s capacity to accomplish goals or
objectives administered by themselves or authority'.
 Employee attendance
 Client satisfaction
 Measure employee turnover
 Measure employee satisfaction
 Measure productivity