Rony Jose Thekkel

Teamwork

Implies co-operative and co-ordinated efforts by

individuals working together in the interests of their

common cause. It requires the sharing of talent and

leadership, the playing of multiple roles.

(Harris, 1986)

A Model For A High Performance Diverse Team

Four Key Factors needed for diverse teams to succeedFour Key Factors needed for diverse teams to succeed

Understand

Diversity Issues

Within The Team

Develop

Skills That Make

A Difference

Reinforce

The Team Norms

High Performance

DiverseTeam

Learning and growth for team members

Development and growth for the team itself

Build Diversity

Awareness

Build Diversity Awareness

Understand the role of assumptions

Recongnise that patterns of human behaviour differ

Consider different strengths people bring to work

Take into account differences in communication styles

Build Diversity Awareness

Awarenessof Self

Awarenessof Other

Acknowledgement of differences

Exploration of similarities

Move on to the job

In pursuing diversity awareness, consider the following :

Patterns of behaviour by diverse members

Patterns of others behaviour toward diverse members

Distinct strengths various members contribute

Differences in Communication styles

Build Diversity Awareness

1. Examine your first responses to someone who is different

2. Review your specific assumptions about the other person

3. Check the reality behind your assumptions

4. Find commonalties / build trust

Understand Diversity Issues Within The Team

The type and mission of the team

Roles and responsibilities of each individual

Individual strengths of other team members

Open lines of communication

Develop Interpersonal Skills That Make A Different Develop strategic communication - listening and

responding

Treat each person as an individual

Test accuracy of assumptions

Resolve conflicts

Listening and Responding

Listening and Responding

Reinforce The Team Norms

Shared goals

Team practices understood / accepted

Group support roles / responsibilities acknowledged

Ground rules

Reinforce The Team Norms

Positive ones should be constantly reinforcedPositive ones should be constantly reinforced

Examples of positive norms are : Examples of positive norms are :

All team members are involved in setting goals

Constructive team practices are understood and accepted

Everyone’s roles and responsibilities are acknowledged

Members believe in working co-operatively and supporting each other

Reinforce The Team Norms

There can also be negative normsThere can also be negative norms

Some examples are :Some examples are :

Off-colour and demeaning jokes are acceptable

Older people are ignored

Accents are mocked

Gays are shunned

Establish Team Ground Rules

Consider some of the following for your team’s ground rules :Consider some of the following for your team’s ground rules : Realize that our team’s diversity is one of our strengths and we

need to nurture it Make communication open and honest; minimize interruption Respect team members as individuals Recognize that people may approach problems differently; listen

and consider other points of view. Make provisions for a forum to discuss and resolve diversity

issues, when needed Remember that off-colour and demeaning jokes are totally

unacceptable and that diverse team members are not to be insulted

Encourage new ideas

Team Development Model

Drive

Strive

Thrive

Arrive

Revive

Team Development Model

Drive

"Driving" - Focusing on mission, goals, priorities and guidelines

Team Development Model

Strive

”Striving" - Moving ahead with full understanding and agreement on roles and responsibilities

Team Development Model

Thrive

”Thriving" - Rapid growth involving peer feedback, conflict management and decision making

Team Development Model

Arrive

”Arriving" - Peak performance, where all the factors are in sync

Team Development Model

Revive

”Reviving" - Regaining peak performance when slippage in team performance when slippage in team performance occurs or when team membership changes

Team Development Model"Driving" - Focusing on mission, goals, priorities and

guidelines

"Striving" - Moving ahead with full understanding and agreement on roles and responsibilities

"Thriving" - Rapid growth involving peer feedback, conflict management and decision making

"Arriving" - Peak performance, where all the factors are in sync

"Reviving" - Regaining peak performance when slippage in team performance occurs or when team membership changes

Drive

Strive

Thrive

Arrive

Revive

Characteristics Of Effective And Ineffective Teams

EffectiveEffective

Information • Flows freely up, down,• Full sharing• Open and honest

People Relationships• Trusting• Respectful• Collaborative• Supportive

Conflict• Regarded as natural, even helpful• On issues, not people

IneffectiveIneffective

• Flows mainly down weak horizontal• Hoarded, withheld• Used to build power• Incomplete, mixed messages

• Suspicious and partisan• Pragmatic, based on need or liking• Competitive• Withholding

• Frowned on and avoided• Destructive• Involved personal traits and motives

Characteristics Of Effective And Ineffective Teams

EffectiveEffective

Atmosphere• Open• Non-threatening• Non-competitive• Participative

Decisions• By consensus• Efficient use of resources• Full Commitment

Creativity• More options• Solution-oriented

IneffectiveIneffective

• Compartmentalised• Intimidating• Guarded• Fragmented, closed groups

• By majority vote or forcing• Emphasis on power• Confusion and dissonance

• Controlled by power subgroups• Emphasis on activity and inputs

Characteristics Of Effective And Ineffective Teams

EffectiveEffective

Power Base• Shared by all• On competence• Contribution to team

Motivation• Commitment to goals set by team• Belonging needs satisfied• More chance for achievement

through group

Rewards• Based on contribution to group• Peer recognition

IneffectiveIneffective

• Hoarded• On politicking, alliances• Pragmatic sharing• Contribution to power source

• Going along with imposed goals• Coercion and pressure• Personal goals ignored• Individual achievement valued without

concern for the group

• Basis for rewards unclear• Based on subjective, often arbitrary

appraisals

How does a group developThe four stages of group developmentThe four stages of group development

FormingFormingInitial awareness

StormingStormingSorting out process

PerformingPerformingMaturity

NormingNormingSelf-organisaton

Problems With Teams

Problems with goalsProblems with goals• Do people understand and accept the team’s primary task• What are the team’s priority objectives? Do all agree?• How are conflicts in priorities handled

Problems with rolesProblems with roles• What do team members expect of each other?• Have these expectations been shared? Do they match?• Do individual objectives fit with the team’s overall objectives• Are there areas of overlap or duplication between team roles

that could produce conflict?

Problems With TeamsProblems with processesProblems with processes• How are decisions taken? Are authority levels clear?• Are communication processes across the team working?• Are structure, content and processes across in meetings effective?• How are problems and conflicts resolved?• How is activity co-ordinated? Are reporting procedures

understood and adhered to?

Problems with relationshipsProblems with relationships• How do team members treat and feel about each other?• Are people’s individual needs recognised and respected?• Does the team climate allow for open debate and sharing of

concerns?• Both the team and leader encourage feedback on team and

individual performance?