swayam course requirement

1. TEAM INTERVENTION
NAME- SHIVANJALI SINGH
COURSE-ACADEMIC
WRITING(SWAYAM)
APPLICATION NO -
0eafd547f01d11e9a21db55
49a39a241

2. ACKNOWLEDGEMENT
This power point presentation is a part of the SWAYAM course. As a
part of our curriculum we were required to prepare a presentation for
our evaluation.
I would like to express my deepest appreciation to all those who
helped me to complete this presentation. A special thanks to Dr.Ajay
Semalty for proving us with such a platform wherein we can learn
better.

3. INTERVENTION
To intervene is to enter into an ongoing system of relationships, to come
between or among persons, group or objects for the purpose of helping
them.

4. DISTINCTION BETWEEN GROUPS
AND TEAMSA work group is
 A number of persons
 Usually reporting to a common superior
 Having some face to face interaction
 People have some degree of interdependence in carrying out tasks for the purpose of
achieving organizational goals.
A team is
 A form of group
 Has some characteristics in greater degree than ordinary groups, including higher
commitment to common goals and higher degree of interdependency and interaction.

5. DIFFERENT TYPES OF
TEAMS
Cross –Functional Teams
Cross-Functional teams compromised individuals who have a
functional home base-e.g,manufacturing ,design ,engineering or
marketing etc,but they meet regularly to solve ongoing challenges
requiring input from a number of functional areas.
Effective Teams
Effective teams are relaxed, comfortable and informal.
High performance Teams
High performance teams have strong personal commitment to each
other-commitment to others success and growth.

6. EFFECTIVE TEAMAn effective team has certain characteristics that allow the team members
to function more efficiently and productively and they are:
 Clear Purpose
 Informality
 Participation
 Listening
 Civilized disagreement
 Consensus decision making
 Open communication
 Clear roles and work assignments
 Shared leadership
 External relations
 Self diversity
 Self assessment

7. TEAM BUILDING
INTERVENTIONS
Team Building interventions are typically directed towards four main areas:
diagnosis, task accomplishments, team relationships, and team and
organizational processes.
Some interventions focus on the intact work team composed of a boss and
subordinates which is called the formal group. Other interventions focus on
special teams such as startup teams, newly constituted teams due to
mergers, organization structure changes, or plant startups, task forces;
cross functional project teams and committees.

8. TEAM BUILDING
ACTIVITIES
FORMAL GROUP
Diagnostic meetings focused on
 Task accomplishment
Interpersonal relationships
Group processes and culture
Role analysis and negotiation
techniques
SPECIAL GROUPS
Diagnostic meetings focused on
Task accomplishment
Relationships
Process
Role analysis and negotiation

9. THE FORMAL GROUP DIAGNOSTIC
MEETINGTo take stock of “where we are going” and “how we are doing”
To uncover and identify problem.
Diagnostic meeting conducted to discuss ideas and get groups reaction.
Formation of sub groups and reporting to total group
Sharing data, discussing issues, team building meeting, action taking.
Permits group to critique itself and to identify its strength and problem
areas.

10. THE FORMAL GROUP TEAM
BUILDING MEETING
Improving team effectiveness through better management of task
demands, relationships and process.
Initiated by managers in consultation with the third party
Sessions held away from workplace.
Groups examine, discuss the issues, rank them on the basis of
importance, examines base of problem.
Begin to work on solutions, action steps,follow up meetings.
Interview by consultant

11. PURPOSE OF TEAM BUILDINGRichard Beckhard lists, in order of importance, the four major reasons or
purpose involved in having teams meet other for the sharing of information:
1. To set goals/priorities
2. To analyze or allocate the way work is performed.
3. To examine the way a group is working,its processes(such as norms,
decision making, communication)
4. To examine relationships among the session, but it is imperative that
the primary goal to be clear and accepted by all.

12. PROCESS CONSULTATION
INTERVENTIONSProcess consultation (PC) represents an approach or a method for
interviewing in an ongoing system. The crux of this approach is that a
skilled third party (consultant) works with individuals and groups to help
learn about human and social processes and learn to solve problems that
stem from process events.
The important processes are:
Communications, roles and functions of group members, group norms and
growth.
Diagnosing and understanding process events.
Group problem solving and decision making.
Leadership and Authority
Intergroup cooperation and competition.

13. Schein describes the kinds of intervention he believes the process consultant should make:
Agenda setting interventions consisting of
1. Questions which direct attention to interpersonal issues.
2. Process analysis periods
3. Agenda review and testing procedures
4. Meetings devoted to interpersonal process
5. Conceptual inputs on interpersonal-process topics.
Feedback of observations or other data, consisting of:
1. Feedback to groups during process analysis or regular work time.
2. Feedback to individuals after meetings or after data gathering.

14. Coaching or counseling individuals
Structural suggestions
1.Pertaining to group membership
2.Pertaining to communication or interaction pattern
3.Pertaining to allocation of work,assignment of responsibility and
lines of authority.

15. A GESTALT APPROACH TO TEAM
BUILDING
This approach was advocated by Stenley M. Hermann(1974).He was a
management consultant.
The major assumption of this approach is that people should be
accepted as a whole along with their positive and negative
characteristics.
The primary thrust in this approach is to make the individual
stronger,authentic,more self aware which would help lead a better
team.

16. TECHNIQUES AND EXERCISES IN
TEAM BUILDING
ROLE ANALYSIS TECHNIQUE-
To clarify role expectations and obligations of team members.
Focal goal, incumbent's expectations of others, explication of others
expectations, role profile
INTER-DEPENDENCY EXERCISE
To improve cooperation and interpersonal behavior.
Examining latent problems, providing useful information.
It is performed in pairs and around 10 people can participate.

17. ROLE NEGOTIATION TECHNIQUES
It is a technique/exercise used for situations where the problem is due
to peoples unwillingness to change.It is a technique which is required
wherein two parties are in conflict or any kind of disagreement where
behavior change is required.
Harrison gives certain steps:
1. Contract Setting
2. Issue diagnosis
3. Behaviour change
Exercise ends when both parties are in agreement and satisfied.A
written agreement is prepared and then a follow up analysis is done
after some duration.

18. APPRECIATION AND CONCERN
EXERCISE
It is useful when the data suggests lack of expression of appreciation and
concerns are not taken care of.
Certain steps are involved in this exercise
1. Asking group members to write down 1 to 3 appreciation for each
member.
2. Write 1 or 2 minor concerns
3. Consultant makes suggestions that what are the prime concerns, whether
it should be discussed in private or public.
4. A volunteer is chosen to listen to the members of the group .The
volunteer is from the group.
5. Same exercise is done for each and every person and it is discussed there
and there.

19. RESPONSIBILITY CHARTING
Responsibility Charting is one in which a chart is prepared in a grid
form in which tasks to be done and decisions to be taken are
mentioned along with the issues.
There are 4 types of actions:
1. Responsibility
2. Approval or Right to Veto
3. Support
4. Inform

20. VISIONING
Group members describe their vision of the organization to be like in the
future.
FORCED FIELD ANALYSIS
Field analysis is inspired by the scheme of Kurt Lewin.
Certain steps followed in this analysis are:
Description of current problematic issue
Description of desired conditions
Identification of driving and restraining forces
Examination of influence of these forces.
Strategies for moving from current to desired position.
Implementation of action for desired state.
Stabilizing the equilibrium through description of action.

21. Constructive interventions
Participants ,particularly the formal leader ,need to be informed of
the nature of the intervention
The teams need some training in effective group skills.
Team members need coaching and practice in giving constructive
feedback.
The facilitator needs counselling and listening skills of a high order.
The formal leader needs some coaching to assure no punitive or
retaliatory behaviour will be a consequence of the exercise.

22. CONCLUSIONTeam building produces such powerful positive results because it is an
intervention in harmony with the nature of organizations as social systems.
Further under a system of division of labor, parts of the total organization
tasks are assigned to teams, and then the time assignment is sub divided
and assigned to individuals thus ensuring more efficiency and
effectiveness.