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What is TEAM?? T= Together
E= Everyone A= Achieves
M= More
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Can Team Work?? Teams are inefficient decision makers.
They waste time!
They err on the side of caution.
The results are ineffective compromise.
Teams benefit from combinedexperience.
They are not swayed by individualprejudice.
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How Team can work? Teams should have clear responsibilities and
authority to make decisions alone.
Teams should be given time to develop
together into a productive unit.
Well managed teams are more likely to produce
the correct answer.
Teams that are well supported and trusted willproduce the best results
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What is Team work?? Teamwork is the concept of
people working together as a
team for one specific purposeunder the same values andlanguages.
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What did Tuckman say?All teams go through 4 identifiable stages ofdevelopment
Forming - team members are polite to each other
but little is achieved Storming - members start to argue
Norming - members accept each others
differences
Performing - members trust each other
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What Makes a Good
Team? Knowledgeable people from all relevant
departments
Between 6 and 10 members
A clear, documented purpose
An open, pleasant environment
Well planned and structured meetings
The support of superiors
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Stages of Team
Development Forming - polite but untrusting
Storming - testing others
Norming - valuing other types
Performing - flexibility from trust
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P
E
O
P
L
E
TASK
F
S
N
P
Dependency
Orientation
Conflict
Organization
Cohesion
Data-
flowing
Inter-
dependency
Problem-
solving
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FORMING:Getting started as a group Looking to a designated leader for guidance
Members are getting to know each otherLittle work gets accomplished Introductory level regarding direction, values goalsetc.Questions, which must be answered to kick-start
the Forming stageWhy am I here?Who are the other members and what are theirstrengths?How am I going to find out what they are good atand also let them know about my capabilities andcharacteristics?
What are we supposed to do?When will we start on our task? (Forming to
Performing)
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Storming A time of stressful negotiation of the terms under which the
team will work together; a trial by fire
Competition and conflict at the interpersonal level and overgoals, decisions and procedures
It is estimated that three fifths of the length of any teamproject from start to finish is taken up in the first two
stages. It is necessary, as it gets things out of the way
What a team fails to settle during the Storming stage willalmost always return to haunt them at a later date, sometimesto a greater Storm
Leadership is critical at this stage - setting limits, offeringsuggestions.
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Questions that must be answered inthis stage are:
What are we supposed to accomplish as ateam?
What are the roles and responsibilities as theyrelate to achieving the goal?
What information do we need?
Who is in charge?
How will we make decisions?
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NORMING
Acceptance of other members,
cooperation and building cohesion A time in which roles are accepted,
team feelings develop and information
is freely shared The very opposite of the Storming stage
Formal leadership begins to fade andothers find opportunities to lead in
situations
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PERFORMING
High morale based upon pride of taskaccomplishment and richness ofinterpersonal relationships.
It is an admission by every member ofthe team that he or she cannot do the
job by themselves. There is a genuine commitment to team
goals and objectives by individualmembers.
Performing is a time of great personalgrowth among team members.
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How can I begin?
STEP 1: Receive the project STEP 2: Set members
STEP 3: Make project brief
STEP 4: Set languages STEP 5: Set Values
STEP 6: Finish Master Plan
STEP 7: Action
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Eight Characteristics of
High Performing Teams A clear, elevating goal; A results-driven structure;
Competent team members;
Unified commitment;
Collaborative climate;
Standards of excellence;
External support & recognition;
Principled leadership
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