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Team Building
1. Team Building
Dr. Nicola Mezzetti
Software Architect, Team Leader
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2. The Idea
“A team is a small number of people with complementary skills
who are committed to a common purpose, performance
goals, and a common approach for which they hold
themselves mutually accountable ”
A team is the best organization for involving all employees in creating business success and
profitability
How can the disciplines, the frameworks, and techniques required for team building and good team
performance be developed and implemented?
How can what is already in place and in play be improved?
There is a great need for groups of all sorts to learn about team building and how to go about it
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3. The need for team building
The symptoms that signal a need for team building are
Decreased productivity
Negative reactions to the manager or conflicts and hostility between staff members
Confusion about assignments, missed signals and unclear relationships
Decisions misunderstood or not carried out through properly
Apathy and lack of involvement, initiation, imagination, and innovation
Complaints of discrimination or favoritism
Ineffective staff meetings, low participation, minimally effective decisions
Complaints about quality service
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4. Reasons for Team Building
Improving communication
Making the workplace more enjoyable
Motivating a team or improve team productivity
Getting everyone "onto the same page", including goal setting
Teaching the team self-regulation strategies
Helping participants to learn (more about) themselves
Identifying and utilizing the strengths of team members
Practicing effective collaboration with team members
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5. The ingredients of team building
Selection of participants
Establishing visions, goals, missions and/or objectives
Distribution of workload
Timetabling
Balancing skill-set
Metrics
Harmonizing personality types
Training on how to work together
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6. Skills needed for teamwork
A wide variety of social skills are desirable for successful teamworking, including
Listening – it is important to listen to other people's ideas.When people are allowed to freely express
their ideas, these initial ideas will produce other ideas
Questioning – it is important to ask questions, interact and discuss the objectives of the team
Persuading – individuals are encouraged to exchange, defend, and ultimately to rethink their ideas
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7. Skills needed for teamwork
More skills needed:
Respecting – it is important to treat others with respect and to support their ideas
Helping – it is crucial to help one's co-workers
Sharing – it is important to share with the team to create a team environment
Participating – all members of the team must participate in it
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8. Steps to build an effective team
Consider each employee's ideas valuable
Be aware of employees' unspoken feelings
Act as a harmonizing influence
Be clear when communicating
Encourage trust and cooperation among employees
Encourage team members to share information
Delegate problem-solving tasks to the team
Facilitate communication
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9. Steps to build an effective team
Establish team values and goals; evaluate team performance
Have a clear idea of what you need to accomplish
Establish consensus
Set ground rules for the team
Establish a method for arriving at a consensus
Encourage listening and brainstorming
Establish the parameters of consensus-building sessions
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10. The CARB model
The CARB model defines four dimensions over which a good team builder has to work in order to
create a solid and effective team
Commitment to the team and each other
Alignment and goal agreement
Relationships among team members
Behaviors and skills
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11. Commitment to the team and each other
Belief: Individual motivations are clear and generally understood. People are able to believe
in the team, its individual members and the work of the team
Agreements: People have a mutually agreed on a set of norms that define performance,
behavior and “how things are done,” productivity is greatly improved
Trust: Trust in team members and trust in leadership are necessary for the levels of
commitment required for high-performing teams
Support: If people are supporting team decisions, commitment is likely present. If people are
supporting each other through tough parts of a team’s life, they are likely committed
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12. Alignment and goal agreement
Start at the beginning:
Make sure the organization’s goals and strategies are set. At a minimum the team needs to
understand, from the start, why their work product matters in the bigger picture and how they can
make a positive impact
Generate conversation:
Make the time to have conversation. The alignment we are searching for needs to be deep. Help
individuals and the team develop meaning and purpose. Help them understand how they can create
work that matters.
Get the team's help:
When people have the chance to shape the goals of the team, and when given the opportunity to
have input into those decisions, they will have greater agreement with the goals.
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13. Alignment and goal agreement
Provide a connection:
Teams need someone in leadership “above” them that can provide support and resources ―
someone who can answer questions and keep them on track.
Make them accountable:
If the alignment is clear and the goals set, then the team needs to be held accountable for results.
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14. Relationships among team members
Learn each other’s strengths:
Strong teams not only like each other, they know each other’s strengths.
Find ways to capitalize on those strengths:
The best team building activities give people a chance to be themselves, without all the structure and
trappings of the workplace, helping others see how those strengths can be tapped by the team.
Get comfortable with asking for help:
Highly effective team members are willing to ask for help, regardless of their role on the team.
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15. Relationships among team members
Initiation processes:
The application of processes that require teams to agree on norms will have greater success with
teams that change membership frequently.
Role definition:
Team members need to understand where they fit in and what their roles are. When new teams are
chartered or started there needs to be a format and plan for discussion of team member roles and
expectations.
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16. Behaviors and skills
Strong technical skills and competence:
Having the subject matter knowledge, industry perspective or specific skills the team needs
is critical.
Able to trust others:
The best team members though are willing to start from a position of basic trust in their
teammates. This trust can deepen and grow, but the most effective team members are
willing to assume the best and work together more effectively from the beginning.
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17. Behaviors and skills
Able to participate and lead effective meetings:
Meetings develop the ability to contribute ideas and insights, to help the team move towards the
desired results, to provide feedback when needed, and the ability to and willingness to stay focused.
Comfortable and competent at group problem solving:
Effective team members know how to work together to solve problems, how to listen to the ideas of
others, to ask questions without being condescending and to make sure that the strengths of each
team member are taken into account in the problem solving process.
Willing to continuously learn:
For teams to succeed each individual on the team needs to continuously improve their individual
skills.
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18. Types of teams
Interdependent team
No significant task can be accomplished without the help of essentially all the team members
Independent team
Every person performs basically the same actions
− Whether one team member performs well or not, that has no direct effect on the performance
of the next person
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19. Types of teams
Virtual team
Consists of members joined electronically, using technology tools such as the Internet
− This allows teams to be formed of members otherwise unavailable
Project team
A team used only for a defined period of time and for a separate, concretely definable, purpose
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20. What team building should be
Team building must be:
A natural behavior
The responsibility of any team member
A continuous process about developing a clear and unique identity
Focused on a clear and consistent set of goals
Concerned with the needs and ambitions of each member and recognizing his unique contributions
An awareness of the potential of the team as a unit
Result oriented
Enjoyable
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21. What team building should not be
Team building must not be
Imposed without regard to people's feelings
Reserved for only some members of the team
An excuse for not meeting personal responsibilities
A process where actions contradict intentions
Without a goal shared by all members
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22. Stages of team development
Stage 1: Forming
− The team is created with clear structure, goals, direction and roles
Stage 2: Storming
− The team refocuses on its goals, breaking larger goals down into smaller, achievable steps
Stage 3: Norming
− Members shift their energy to the team's goals and increase in productivity
Stage 4: Performing
− The team makes significant progress
Stage 5: Termination/Ending
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23. Forming
Supervisors need to be directive during this phase
Team initially concern themselves with orientation accomplished primarily through testing
Team members get to know one another, and their respective strengths
Team members are focused on themselves and tend to behave independently and to show their best
behavior
Testing allows to understand how each member of the team works as an individual and how they
respond to pressure
Testing also allow to establish the dependency relationships with leaders, other group members,
or pre-existing norms
The team learns about the opportunity and challenges, and then agrees on goals and begins to
tackle the tasks
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24. Storming
Team members open up to each other and confront each other's ideas and perspectives
− what problems they are really supposed to solve,
− how they will function independently and together, and
− what leadership model they will accept
The maturity of some team members usually determines whether the team will ever move out of
this stage
This stage can become destructive to the team and will lower motivation if allowed to get out of
control
Supervisors may still need to be directive in their guidance of decision-making and
professional behavior
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25. Norming
Team members adjust their behavior to each other as they develop work habits that make
teamwork seem more natural and fluid
Team members begin to trust each other
Motivation increases as the team gets more acquainted with the project
Team supervisors tend to be participative more than in the earlier stages
Team members can be expected to take more responsibility for making decisions and for their
professional behavior
Team members work through this stage by agreeing on rules, values, professional behavior,
shared methods, and working tools
Some members can begin to feel threatened by the amount of responsibility they have been given
If the norming behavior becomes too strong, teams may loose creativity
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26. Performing
Teams are now able to function as a unit as they find ways to get the job done smoothly and
effectively without inappropriate conflict or the need for external supervision
Team members have become interdependent, competent, autonomous and able to handle the
decision-making process without supervision
− Dissent is expected and allowed as long as it is channeled through means acceptable to the
team
− Supervisors of the team during this phase are almost always participative
Many teams will go through these cycles many times as they react to changing circumstances
− A change in leadership may cause the team to revert to storming as the new people challenge
the existing norms of the team
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27. Belbin team inventory
Plant
Creative, bright and free-thinking
− Can ignore incidentals and refrain from getting bogged down in detail
− Often poor in communicating ideas to others
Resource Investigator
Focused outside the team, he is a maker of possibilities and an excellent networker
− Can give a team a rush of enthusiasm at the start of the project
− Can have a tendency to lose momentum towards the end of a project and to forget small details
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28. Belbin team inventory
Coordinator
Confident, stable and mature; chairperson of a team, stepping back to see the big picture
− Because they recognize abilities in others, they can delegating tasks to the right person for the job
− Clarify decisions, helping everyone else focus on their tasks
− Can tend to delegate any activity
Shaper
Task-focused leader who has a high motivation to achieve and for whom winning is the name of the game
− Will ‘shape’ others into achieving the aims of the team
− Will possibly challenge, argue or disagree; will display aggression in the pursuit of goal achievement
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29. Belbin team inventory
Monitor Evaluator
Fair and logical observers and judges of what is going on; they are often the ones to see all available
options with the greatest clarity
− Can be very critical, damping enthusiasm for anything without logical grounds
− Can have a hard time inspiring themselves or others to be passionate
Team worker
Good listeners and diplomats, talented at smoothing over conflicts and helping parties understand
each other without becoming confrontational
Because of an unwillingness to take sides, a Team worker may not be able to take decisive action
when it is needed
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30. Belbin team inventory
Implementer
Motivated, efficient and self-disciplined; can always be relied on to deliver on time
− Can take what the other roles have suggested or asked
− They will often take on jobs everyone else avoids or dislikes
− Will often have difficulty deviating from their own plans
Completer Finisher
Perfectionist with a strong inward sense of the need for accuracy
− The delivered artifacts can be trusted to have been double-checked
− Tend to worry excessively about minor details and to refuse to delegate tasks that they do not
trust anyone else to perform
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31. Belbin team inventory
Specialist
Passionate about learning and constantly improving their knowledge in their own particular field;
they will have the greatest depth of knowledge, and will enjoy imparting it to others
− Bring a high level of concentration, ability, and skill in their discipline to the team
− Can only contribute on that narrow front and will tend to be uninterested in anything which lies
outside its narrow confines
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32. What to do about team failures?
Learn about teams. Don't invest in anything without first finding out what it will (or won't) do for
you
Learn before you leap. Visit other companies, read, send people to conferences, etc.
Develop your vision and strategy. Create a specific picture of what you want to have in place
Explore readiness. Take a careful look at where to start
Choose the right team structure to fit your needs
Craft a plan. You can't implement workplace teams in an ad-hoc fashion
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33. What to do about team failures?
Focus on real work. Effective work teams get high quality results with high levels of engagement
and satisfaction
Expect transition time. Success won't happen overnight
Form friendships. A “best friend at work” is one of the most important factors that contribute to
high performance teams
Fire people who refuse to join in
Give permission to start over.
Appreciate how powerful teams really are. The momentum they bring can be unstoppable and
highly influential
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34. Contributions of a team leader
Put forward, in cooperation with team members, a vision of what the team is to do
Participate in defining the composition of the team
Help developing a set of principles that will contribute to success
Should be the liaison between the team and upper management
Obtaining full commitment managers in support of the team
Allow capable members to help provide some leadership
Be fair, supportive, and can make final judgments as needed
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35. The good team leader
In order to implement the desired team behavior, you have to watch what you say to others
Be kind
Be aware of your effects on others
Emphasize the positive
Don't assume you have been understood
Know when to shut up
Don't interrupt
Don't gossip
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36. Be kind
No matter what you say or how you say it, at bottom your communication will always reveal
your true thoughts and attitudes
You can communicate from a standpoint of kindness or from one of uncertainty
Kindness means respect, appreciation, acceptance, joy, delight, wonder
Uncertainty means sarcasm, blame, threat, anger, anxiety, worry, and control
Kindness enables setting up a working environment governed by mutual respect and motivation
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37. Be aware of your effect on others
We often use language to criticize and attack others
Some people are masters of doing this in disguise; others do it openly
For many, communication is a battle that they have to win and words are their chief weapons of war
Harsh words can cut people deep and leave their scars for days if not years
Knowing what effect your words have on others, and knowing how to adjust it, is the key for
positively affecting the teams morale
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38. Emphasize the positive
Governing a team is not just about getting your message across or even clarifying what someone
else is trying to say to you
Great team leaders leave people feeling better than they did
They say something of value to the other person
Or they appreciated what the other person was saying to them
Governing a team means working with people, not with words
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39. Don’t assume you’ve been understood
The history of relationships is littered with the history of misunderstood communications
A word gone awry here, a meaning missed there: they all add up to distorting your message
and being mis-received
First, seek to be understood; then understand
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40. Know when to shut up
If there was a problem and you had responsibilities in finding a solution, you’ll know how hard it
is to say nothing
When facing problems, many leaders just talk to take time or to show themselves dominating the
problem
Talking is a way to impress, even if it isn’t relevant, even if the point has already been made
As a result, team members could be disoriented and worried
− Possibly, they did not understood or they don't know what to do
The best team leaders are those who are secure enough to admit when they have little to say or
little to add
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41. Don’t interrupt
If you’ve ever eavesdropped on a conversation between two people, you’ll probably have noticed
that, instead of there being a progression of ideas building one on top of the other, most people
talk over one another
It resembles a contest more than a dialogue
It is rare to see people listening with openness and non-judgment until the other person has
stopped speaking
And even rarer to hear people asking for clarification and help with understanding
The good leader can hold back while listening to others, and further ask for reasons or
clarifications
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42. Don’t gossip
Gossip is a particularly pernicious form of communication
It is idle, often indulged in merely to pass the time, and serves no real purpose other than to make
ourselves feel better at the expense of others
If you work with others who like to gossip, simply learn the trick of disengagement: don’t reply,
don’t be drawn in, and never do it yourself
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