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Team Building
By
Jean-Maurice Lafond
La Cité collégiale
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Who are you?
What’s your name?Where are-you from?What are-you doing here?
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Session’s content
10h45Presentation, Introduction, the model:From the Five W’S: Why, What, Who, When and Where
11h Why and What
11h15 Who, When and Where
11h30 And How: 8 common approaches
11h45 And How: Communication and activities
12h Break
12h15 Your story: examples of team work that supported faculty or students success
12h30 Learning's and Conclusion
12h45 Evaluation
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WhyW
hat
When
Who
WhereTeam
Building
Five W’s
When
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WhereWhen
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hat
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Team Building
Five W’s
Who
Where
WhyW
hat
WhenTeam
Building
Five W’s
Who
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And How
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Why
Team Building
Five W’s
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Why Team Building?
We want to move from individual to collective accomplishment.
We want to provide a unique social dimension that enhanced work.
We want to have fun together (work, performance, parties, celebrations).
We want to motivate, challenge, reward and support individuals who want to be part of something larger.
Why team work
Because we are facing a situation requiring the real-time combination of multiple :SkillsExperiences andJudgments
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What
Team Building
Five W’s
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What is a team? Vs Group of colleagues
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What is Building?
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What is Team Building?
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We build a team by …
Focusing on performance and team basics as opposed to trying “to become a team”. Performance = any recognized accomplishment Performance: The results of activities of an
organization or investment over a given period of time.
« An ounce of performance is worth pounds of promises. » Mae West
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Again, what is a team?
A small number of people With complementary skills Who are committed to
a common purpose Common performance goals and common approach
For which they hold themselves mutually accountable.
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A common purpose
“A joint creation that will exists only because of the team’s collaborative effort.”That they own and can translate into specific
actionable goals.That give identity, pride and responsibility.
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Common performance goals
Specific and measurable goals That will allow the team to achieve small
and big wins as it pursues its purpose.
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Complementary skills
Technical or functional expertise Problem solving and decision making skills Interpersonal skills
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Common approach
How they will work together to accomplish their purpose:
Common approachEconomic aspectsAdministrative aspectsSocial aspects
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Mutual accountability
Commitment Trust
For performance and joint results
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Team work
Moving beyond individual roles and accountability.
Taking responsibility for the performance of others.
Letting others assuming responsibility for us.
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Team Basics
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Becoming a team
From a working group
To a high-performing team
Pseudo-team
Potential team
Real team
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Four stepsTeam members Performance goals
Step 1Formation
Step 2Storm
Step 3Acceptation
Step 4Performance
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Team Building
Five W’s
Who
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Who should be part of the team?
Selection of team members based on skills and skills potential.
People motivated by the common purpose. People ready for hard work and good fun. People who want to be part of something larger
than themselves. People who want to change the way they do
things. People who really do want to make a difference.
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WhenTeam
Building
Five W’s
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When team building is the thing?
When we are facing significant performance challenges.
We need multiple skills, judgments and experiences.
We have a clear mission:Recommend thingsTo make or to do thingsTo run or manage things
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WhereTeam
Building
Five W’s
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Where?
In the office Out of the office In the field
First meeting Following meetings Conflict management Last meeting Celebration
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Feedback …
On the five W’s Situation in our organization and job
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And How?
Team Building: 8 common approaches
Team Building through Communication and Activities
Common approaches
1. Establish urgency and direction
2. Focus on skills and skills potential
3. Pay attention to first meetings and action
4. Set clear rules of behavior
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Common approaches
5. Set and seize upon a few immediate results
6. Challenge the team with fresh facts and info
7. Spend time together
8. Exploit the power of positive feedback, recognition and collective rewards
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Team Building through Communication Communication in the center of Team
building and Team workActive listeningArt of asking questionsArt of giving feedbackHaving effective meetingsEmpowering others
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Active listening
The capacity to Focus your attention on the subject Listen closely without judging Acknowledge any emotional state Repeat Paraphrase Summarize In order to check for accuracy of understanding.
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Active listening
In order to understand the speaker’s IdeasProblems andEmotionsExpressed either verbally or non verbally
Seeing things from the speaker’s point of view (empathy).
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Art of asking questions
State The Point Of Your Question "I am trying to find ways to cut some operating costs, so that's why I need to
know about what we spent on that last project." Open-ended Questions For Information
"Where can we cut costs in this process?" Closed-Ended Questions For Agreement
"So, do you feel comfortable moving ahead on the project?" Ask "Why" Questions With Care Ask Positive Questions Make Sure That Your Body Language Encourages An
Answer
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Art of giving feedback
Owned (‘I’ not ‘we’) NOT Implied Planned NOT Impulsive Honest NOT Collusive Valid NOT Irrelevant (c.f. shared agenda) Concerned NOT Destructive Specific NOT Vague Behaviour NOT Person
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Art of giving feedback
Observation NOT Inference Sooner NOT Later Descriptive NOT Judgemental Sharing ideas NOT Giving advice Exploring alternatives NOT Providing
answers Good things NOT Only bad things
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Art of giving feedback
Feedback should be used: At the right time At the right dose With clarity and accuracy When indicated
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Having effective meetings
Regular Planning, Organizing, Holding, Leading, Evaluating
the meeting, Producing notes and managing follow-ups. Choosing different techniques: Gap analysis, brain
storming, problem solving
Scrum meetings short, daily meetings designed to keep teams on track and help
members get their work done
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A Gap Analysis = Empowering others
Questions: Where are-you and where do you want to be? What would it take to get from here to there? What action steps would you need to put in place? How will you monitor your progress? How will you evaluate what you have accomplished? How can I help?
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Team Building through Activities
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Quick Team Building activities for busy Coordinators Step 1, Before: Start with a clear objective in
mind. Some examples: Communication: Getting to know each other. Cooperation: Working together as a team. Coping: Dealing with change and conflict. Creativity: Solving problems together. Team work: Appreciating and supporting each other.
Step 2, Before: Select an activity that’s good for your team.
Step 3, Before: Prepare the activity.
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Quick Team Building activities for busy Coordinators Step 4, During: Explain the activity, rules
and expectations and check for understanding before beginning.
Step 5, During: Run the activity. Step 6, During: Debrief the activity. Step 7, After: Reinforce the learning back
on the job.
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Feedback …
On How …
Tell your story: examples of team building or team work Background The Performance Challenge How everything started How did it go What was the results (economics,
administrative, social)
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In Conclusion
Your conclusion on team work, team building and our job.
My conclusion … My references …
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In Conclusion
In a world of individualism and strong personalities, Team work and team building can revitalize departments
and encourage faculty to take risks and make experiments.
Team work can produce performance results, collective accomplishments and personal growth if we have skills, commitment and accountability.
Team building can be fun, simple, rewarding and productive.
Thank you.
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References
Jon R. Katzenbach, Douglas K. Smith, The Wisdom of Teams, Harvard Business School Press, 1993
Ann F. Lucas, Strengthening Departmental Leadership, Jossey-Bass Publishers, 1994
Solange Cormier, La communication et la gestion, Presses de l’Université du Québec, 1995
Brian Cole Miller, Quick Team-Building Activities for Busy Managers, American Management Association (AMACOM), 2004
