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Teambuilding for Practitioners And Leaders Presented by: Jennifer Lape, OTD, OTR/L

Learning Outcomes 1.  Define leadership and the qualities of an effective

leader, as they relate to a team and teambuilding. 2.  Verbalize the effectiveness of teambuilding

strategies, and important considerations in structuring teambuilding activities.

3.  List appropriate teambuilding strategies to promote improved team morale and patient outcomes.

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What is Leadership? §  “The process of influencing the activities of an organized

group in its efforts toward goal-setting and goal achievement” (Huczynski & Buchanan, 2013).

§  “The art of influencing and directing people in such a way that will win their obedience, confidence, respect, and loyal cooperation in achieving common objectives” (U.S. Air Force).

§  “If your actions inspire others to dream more, learn more, do more, and become more, you are a leader” (John Quincy Adams).

"Qualities of an Effective Leader §  Self-awareness §  Self-regulation §  Motivation §  Empathy §  Social skills (Goleman,1998) §  Priority of serving & developing others (Greenleaf, Spears, &

Covey, 2002) §  Effective communicator §  Focus on strengths §  Effective time management; ability to set priorities (Drucker,

2004) §  Adaptability

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Leadership Model

Task Demands

Team Needs

Individual Team

Member Needs

Context

(Adair, 2011)

Leaders vs. Managers: Are they the same? § Managers can be leaders § Not all Leaders are managers § These terms are not interchangeable § Formal vs. Informal leaders

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What is a team? §  “A small number of people with complementary

skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable” (Katzenbach & Smith, 2005).

Does a team differ from a work group?

TEAM !§ Shared leadership §  Individual AND

collective accountability

§ Collaboration-2 or more members work together

WORK GROUP!§ Single, strong leader §  Individual

accountability § Members discuss,

make decisions, & delegate (work individually)

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Qualities of a Dysfunctional Team § Lack of trust § Avoidance of conflict § Lack of commitment § Lack of accountability § Lack of focus on team goals

(Lencioni, 2002)

What is Teambuilding? § A set of strategies designed to:

§  Improve interpersonal relations & social interactions of a group

§ Clarify roles of team members in relation to the whole team

§  Improve achievement of results, meeting common goals, & accomplishing tasks

§ Address problems occurring in teams (Klein et al., 2009)

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Teambuilding Literature: "A lack of teamwork leads to: §  Decreased morale/job satisfaction §  Decreased productivity/lost revenue §  Decreased client satisfaction/quality care §  Increased conflict among team members/decreased

collaboration (Chang, Ma, Chiu, Lin, & Lee, 2009; DiMeglio et al., 2005; Klein et al., 2009)

§  Decreased ability to recruit or retain staff, cost of turnover ~1/5 of an employee’s annual salary (Boushay & Glynn, 2012; Suadicani, Bonde, Olesen, & Gyntelberg, 2013)

Teambuilding Literature: "Importance of teamwork: § There is a positive correlation between

teambuilding & job satisfaction (Chang et al., 2009; Lu, Barriball, Zhang, & White, 2012).

§ Perceived quality care linked to increased teamwork and job satisfaction (Chang et al., 2009; Suddick & DeSouza, 2009).

§ Negative attitudes, behaviors & conflict decreases collaboration & impacts quality care (de Jong, Curseu, & Leenders, 2014; Shiri, 2006).

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Teambuilding Literature: "Importance of teamwork: § Mutual trust, a common goal, & emotional support

can boost teambuilding in palliative care (Shaw, Kearney, Glenns, & McKay, 2016).

§ Teambuilding can improve teamwork skills & team effectiveness (Klein et al., 2009; Yi, 2016).

Teambuilding Literature: "How to promote teamwork: §  Open communication & recognition for hard work is more

motivating than money (Gostick & Elton, 2007). §  Empowering leadership is a motivator; relationship conflict is a

demotivator (Chen et al., 2011). §  Educating & empowering team members (Leggat, Bartram,

Casimir, & Stanton, 2010; Rankinen, Suominen, Kuokkanen, Kukkuraninen, & Doran, 2009; Wang, Waldman, & Zhang, 2014)

§  Developing an individual team member’s strengths (Drucker, 2006).

§  Effective conflict resolution, open communication, commitment to the team, empathetic listening, & nurturing one’s self (Covey, 2004; Molyneux, 2001)

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5 Types of Teambuilding 1.  Personality-based Teambuilding 2.  Activity-based Teambuilding 3.  Social Teambuilding 4.  Virtual-Digital Teambuilding 5.  Recognition as Teambuilding

Personality-based Teambuilding § Goal is understanding each other’s personalities,

perspectives, or roles § Best type of team building to start with, especially

for a disparate team § After a team is more established, personality-based

teambuilding can allow members to gain better insight into each other personally & deepen connections. (This might also be considered Social teambuilding).

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Personality-based Teambuilding §  Strength Finders (Rath, T. (2007). Strength finder 2.0. New York, NY:

Gallup Press.) https://www.gallupstrengthscenter.com/home/en-us §  Lion, Beaver, Otter, Golden Retriever :

http://thaoski.com/2013/04/02/5-minute-personality-test-lion-beaver-otter-golden-retriever/

§  Myers-Briggs https://www.mbtionline.com/ §  What Color Is Your Brain? (Glazov., S. (2008). What color is your

brain? A fun and fascinating approach to understanding yourself and others. Thorofare, NJ: SLACK). https://www.sheilaglazov.com/brain-quizzes/

§  Get it Done, Get it Right, Get Along, Get Appreciated: http://www.cnmdpg.org/docs/Symposium/2013/Handouts/Welch%2C%20Janel%20Handout%20CommunicationStylesCNMSymposium.pdf

Personality-based Teambuilding § What do you do with this information AFTER you

have it? §  Team discussions/sharing §  Use this to lead based upon each person’s strengths §  Creating smaller teams for increased efficiency,

satisfaction, and morale §  Should like personalities always be placed together?

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Personality-based Teambuilding § Activities for deepening connections:

§  Show & Tell-most prized possession, Favorite T-shirt §  Two Truths & A Lie or Two Truths & A Dream:

http://www.group-games.com/ice-breakers/two-truths-and-a-lie.html

§  The M & M Game-can tailor questions by color §  Team Playlists

Activity-based Teambuilding § Goal is to develop problem-solving and

collaboration skills, navigating challenges together §  Involves active “doing” by all members § Some require no supplies while others require very

few inexpensive readily available items

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Activity-based Teambuilding §  Marshmallow Challenge:

http://www.leadershipchallenge.com/resource/challenging-the-process-with-the-marshmallow-challenge.aspx

§  Egg drop: http://www.group-games.com/team-building/great-egg-drop.html

§  Barnyard of Animals with foil (can add challenges—no talking, complete only using one hand)

§  Scavenger hunts, nature walks, ropes courses, mazes §  Human Knot: http://www.ventureteambuilding.co.uk/human-knot/ §  Minute to Win It activities:

https://www.signupgenius.com/groups/minute-to-win-it-games.cfm §  Establishing a team goal, mission/Vision statement §  SWOT analysis

Activity-based Teambuilding §  Follow up AFTER the activities may be necessary

depending on your goals: §  Group discussion/reflection questions:

§  What worked & what didn’t? §  Did all members have the same role? Why or why not? How

were roles determined if they were different? §  What did you learn from the activity? §  What would you change if you repeated the activity?

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Social Teambuilding § Goal is sustaining social connectedness, team

spirit § Best used once initial more structured teambuilding

efforts have been successful

Social Teambuilding §  Benefit Walks §  Cultural Celebrations §  Themed Potlucks, Cook offs §  Volunteering together §  White Elephant §  Minute to Win Its – if just for fun §  Board Game Marathons §  Mystery Dinner/Progressive dinner §  “Suddenly” Story

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Virtual-Digital Teambuilding:"The Need § Working remotely/virtually is on the rise (Bloom-

Feshbach & Poyet, 2018). §  Increased number of teams established for short-

term projects/goals and then disband § Team members may be part of multiple teams

simultaneously § Workers are demanding positive work experiences

& flexibility which can include working from home or other remote locations

Virtual-Digital Teambuilding §  Face-to-face teambuilding is preferred, but virtual

teams may not have this opportunity § Can be structured to meet a variety of goals

represented by the other types of teambuilding § Typically makes use of smartphones, tablets, or

computers. § Technology examples: Google docs, Microsoft

teams, video conferencing software, various apps § Can involve synchronous or asynchronous activities

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Virtual-Digital Teambuilding §  Chen, J. (2012). 50 digital teambuilding games. Hoboken, NJ: John Wiley &

Sons, Inc. §  Scannell, M., Abrams, M., & Mulvihill, M. (2011). Big book of virtual teambuilding

games: Quick, effective activities to build communication, trust and collaboration from anywhere! McGraw-Hill.

§  Activities Using Twitter with team hashtag #apexrehabrocks §  Use the whiteboard within video conferencing for drawing activities (Ex: Draw a

picture described) §  Create a Team Pinterest board-could be about the team, a specific topic, or

task §  Coffee & learn 15-minute sharing §  30-minute chat pairs (some apps can randomly pair/send pairs to breakout

rooms) §  Virtual team fitness challenge using a fitness tracking app §  10 things we all have in common §  Collective maps

Recognition as Teambuilding § Goal is focusing on strengths and empowering

team members § Recognition can be from an authority figure or

peers (ideally both)

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Recognition as Teambuilding § Personalized notes or card, email, recognition at a

meeting § Peer-to-peer recognition §  Food items § Printed awards

§  http://www.funawards.com/free-printable-certificates.asp

§  http://sillycertificates.com/ § Other low-cost solutions

§  https://www.michigan.gov/documents/firstgentleman/50_242400_7.pdf

§ Office Trophy/Award

Teambuilding Considerations § Team Size § Team composition/concerns related to the type of

teambuilding used § Ensure alignment of team caseloads (Miller, Kim,

Silverman, & Bauer, 2018) § How much time you have

§  If time is limited, teambuilding could have a negative impact (Miller et al., 2018)

§ Sustainability of outcomes § Competition-Is it good for everyone?

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Summary §  Work “culture” can

support or hinder success for teams & our clients.

§  Consistent teambuilding can lead to staff retention, job satisfaction, decreased job stress & burnout, & improved client outcomes.

§  Less me, more we.

If you want to go fast, go alone. If you want to go far, go together.

~African Proverb

The strength of the team is each individual member. The strength of each member is the team.

~Phil Jackson

References §  Adair, J.E. (2011). The John Adair lexicon of leadership: The definitive guide to

leadership skills and knowledge. London: Kogan Page Limited. §  Bloom-Feshbach, A., & Poyet, M. (2018). The rise of digital team building. People &

Strategy, 41(2), 52-55. §  Boushay, H. & Glynn, S.J. (2012). There are significant business costs to replacing

employees. Washington, DC: Center for American Progress. §  Chang, W.Y., Ma, J.C., Chiu, H.T., Lin, K.C., & Lee, P.H. (2009). Job satisfaction and

perceptions of quality of patient care, collaboration and teamwork in acute care hospitals. Journal of Advanced Nursing, 65(9), 1946-1955.

§  Chen, G., Sharma, P. N., Edinger, S.K., Shapiro, D.L., & Farh, J.L. (2011). Motivating and demotivating forces in teams: Cross-level influences of empowering leadership and relationship conflict. Journal of Applied Psychology, 96(3), 541-557.

§  Covey, S.R. (2004). The 7 habits of highly effective people. New York, NY: Free Press.

§  de Jong, J.P., Curseu, P.L., & Leenders, R.T. (2014). When do bad apples not spoil the barrel? Negative relationships in teams, team performance, and buffering mechanisms. Journal of Applied Psychology, 99(3), 514-522.

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§  DiMeglio, K., Padula, C., Piatek, C., Korber, S., Barrett, A., Ducharme, M., . . . Corry, K. (2005). Group cohesion and nurse satisfaction: Examination of a team-building approach. Journal of Nursing Administration, 35(3), 110-120.

§  Drucker, P.F. (2006). The effective executive: The definitive guide to getting the right things done. New York, NY: HarperCollins.

§  Goleman, D. (1998). What makes a leader?. Harvard Business Review, 76(6), 93-102.

§  Gostick, A. & Elton, C. (2009). The carrot principle: How the best managers use recognition to engage their people, retain talent, and accelerate performance. New York, NY: Free Press.

§  Greenleaf, R., Spears, L.C., & Covey, S. R. (2002). Servant leadership: A journey into the nature of legitimate power & greatness (25th anniversary ed.). Mahwah, N.J.: Paulist Press.

§  Huczynski, A.A., & Buchanan, D.A. (2013). Organizational behaviour (8th ed.). UK: Pearson Education Limited.

§  Katzenbach, J. R., & Smith, D. K. (2005). The discipline of teams. Harvard Business Review, 83(7/8), 162-171.

§  Klein, C., DaizGranados, D., Salas, E., Le, H., Burke, C.S., Lyons, R., & Goodwin, G.F. (2009). Does team building work? Small Group Research, 40(2), 181-222.

§  Leggat, S.G., Bartram, T., Casimir, G., & Stanton, P. (2010). Nurse perceptions of the quality of patient care: Confirming the importance of empowerment and job satisfaction. Health Care Management Review, 35(4), 355-364.

§  Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable. San Francisco, CA: Jossey-Bass.

§  Lu, H., Barriball, K.L., Zhang, X., & White, A.E. (2012). Job satisfaction among hospital nurses revisited: A systematic review. International Journal of Nursing Studies, 49(8), 1017-1038.

§  Miller, C. J., Kim, B., Silverman, A., & Bauer, M. S. (2018). A systematic review of team-building interventions in non-acute healthcare settings. BMC Health Services Research, 18, 1-21. https://doi.org/10.1186/s12913-018-2961-9

§  Molyneux, J. (2001). Interprofessional teamworking: What makes teams work well. Journal of Interprofessional Care, 15(1), 29-35.

§  Rankinen, S., Suominen, T., Kuokkanen, L., Kukkuraninen, M.L., & Doran, D. (2009). Work empowerment in multidisciplinary teams during organizational change. International Journal of Nursing Practice, 15(5), 403-416.

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§  Shaw, J., Kearney, C., Glenns, B., & McKay, S. (2016). Interprofessional team building in the palliative home care setting: Use of a conceptual framework to inform a pilot evaluation. Journal of Interprofessional Care, 30, 262-264. https://doi.org/10.3109/13561820.2015.1115395

§  Shiri, S. (2006). Job satisfaction, physical acute care and occupational therapists. New Zealand Journal of Occupational Therapy, 53(2), 5-11.

§  Suadicani, P., Bonde, J.P., Olesen, K., & Gyntelberg, F. (2013). Job satisfaction and the intention to quit the job. Occupational Medicine, 63(2), 96-102.

§  Suddick, K.M., & De Souza, L.H. (2007). Therapists' experiences and perceptions of teamwork in neurological rehabilitation: Critical happenings in effective and ineffective teamwork. Journal of Interprofessional Care, 21(6), 669-686.

§  Wang, D., Waldman, D.A., & Zhang, Z. (2014). A meta-analysis of shared leadership and team effectiveness. Journal of Applied Psychology, 99(2), 181-198.

§  Yi, Y. J. (2016). Effects of team-building on communication and teamwork among nursing students. International Nursing Review, 63, 33-40. https://doi.org/10.1111/inr.12224

Questions? §  jennylape@gmail.com