ht+a's Podcast
[Audiobook] Workplace Essentials | Teamwork and Team Building
Ever wondered why some teams click and others clash? Join us as we unlock the secrets of turning any group into a high-performing unit, using Bruce Wayne Tuckman's theory of group development. From forming and storming to norming and performing, we promise you'll gain actionable insights that will elevate your teamwork game to the next level. Plus, we’ll shed light on the often-neglected adjourning stage, ensuring you're equipped to guide your team through every phase of its lifecycle.
We'll also take you on a tour of different team types, including project teams, ad hoc teams, and virtual E-teams that rely heavily on trust and communication. Discover the pivotal roles that keep teams on track, like the team leader, facilitator, and timekeeper. Through compelling stories like Terry's task force and Gene's team-building initiatives, we'll illustrate how strong leadership and well-thought-out exercises can transform hesitant team members into confident contributors.
Finally, delve into the art of effective meetings and problem-solving techniques. Learn why 50-minute meetings can be a game-changer for maintaining focus and productivity. Hear about Brian's innovative approach to keeping his 10-person task force engaged through weekly brainstorming sessions. With thought-provoking strategies like Dr. Edward de Bono's Six Thinking Hats and inspiring quotes from leaders like Peter M. Senge and Peter Drucker, this episode is your ultimate guide to mastering the dynamics of successful teamwork.
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Ever wondered why some teams click and others clash? Join us as we unlock the secrets of turning any group into a high-performing unit, using Bruce Wayne Tuckman's theory of group development. From forming and storming to norming and performing, we promise you'll gain actionable insights that will elevate your teamwork game to the next level. Plus, we’ll shed light on the often-neglected adjourning stage, ensuring you're equipped to guide your team through every phase of its lifecycle.
We'll also take you on a tour of different team types, including project teams, ad hoc teams, and virtual E-teams that rely heavily on trust and communication. Discover the pivotal roles that keep teams on track, like the team leader, facilitator, and timekeeper. Through compelling stories like Terry's task force and Gene's team-building initiatives, we'll illustrate how strong leadership and well-thought-out exercises can transform hesitant team members into confident contributors.
Finally, delve into the art of effective meetings and problem-solving techniques. Learn why 50-minute meetings can be a game-changer for maintaining focus and productivity. Hear about Brian's innovative approach to keeping his 10-person task force engaged through weekly brainstorming sessions. With thought-provoking strategies like Dr. Edward de Bono's Six Thinking Hats and inspiring quotes from leaders like Peter M. Senge and Peter Drucker, this episode is your ultimate guide to mastering the dynamics of successful teamwork.
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Teamwork and Team Building. Module 1. Getting Started. For most of us, teamwork is a part of everyday life, whether it's at home, in the community or at work. We are often expected to be a functional part of a performing team. This workshop will encourage participants to explore the different aspects of a team, as well as ways that they can become a top-notch team performer.
Speaker 1:Module 2. Defining Success. Success is determined by a wide range of factors. When we are given a project or an assignment, we are also usually given a metric by which we can gauge the success of it. Having a strong team will benefit any organization and will lead to more successes than not.
Speaker 1:A team is a group of individuals working together to achieve a goal. Teams can be temporary or indefinite. When individuals share responsibility, the group as a whole can take advantage of the collective talent, knowledge and experience of each team member to maximize their potential. Team building is an organized effort to improve team effectiveness. Maximize their potential. Team building is an organized effort to improve team effectiveness. In 1965, educational psychologist Bruce Wayne Tuckman, phd, was charged by his boss at the Naval Medical Research Institute, bethesda, md, with a review of 50 articles about team behavior. From this body of work, dr Tuckman conceived his theory of group developmental processes.
Speaker 1:The forming stage. Groups initially concern themselves with orientation, accomplished primarily through testing. Such testing serves to identify the boundaries of both interpersonal and task behaviors. At this stage, individuals will be uncertain how they fit into the team. They may feel anxious. They will be looking for direction. Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders, other group members or pre-existing standards. It may be said that orientation, testing and dependence constitute the group process of forming. The storming stage. The second point in the sequence is characterized by conflict and polarization around interpersonal issues. As an individual begins to define their preferred way of working, they may challenge others' work habits. These behaviors serve as resistance to group influence and task requirements and may be labeled as storming the norming stage. Resistance is overcome in the third stage, in which in-group feeling and cohesiveness develop, new standards evolve and new roles are adopted. Differences are resolved, appreciation and respect replace uncertainty. In the task realm, intimate personal opinions are expressed. The performing stage. Finally, the group attains the fourth and final stage, in which interpersonal structure becomes the tool of task activities. Roles become flexible and functional and group energy is channeled into the task. Structural issues have been resolved. The work flows in a structured process, the team is likely to achieve its goals.
Speaker 1:In 1977, dr Tuckman, collaborating with Marian Jensen, proposed an update to the model termed adjourning. It describes the process for terminating group roles, task completion and the reduction of dependencies. This stage has also been called morning, especially if the team's dissolution is unplanned. The first four stages are the most commonly used parts of the process. Bruce was in charge of a newly formed team who were meeting for the first time. Before entering the meeting he reviewed some training materials online. There he learned about Tuckman and Jensen's four-phase model of team development. He discovered the model's four stages were called forming, storming, norming and performing, and each corresponded with a point in the development of a group's mentality. When the group gathered for the first time, he encouraged everyone to take the time to get to know each other. He wanted everyone to be familiar with everyone on the team in order to know their strengths and to feel personally connected to the project and to the team. This wouldn't happen immediately, but it was a good first step in creating a new team, module 3.
Speaker 1:Types of Teams. The Merriam-Webster Dictionary defines a team as a number of persons associated together in work or activity. Teams are formed for many purposes project teams, ad hoc teams, quality improvement teams and task forces. Sometimes the team is formed to work on a goal as an adjunct to a traditional hierarchy in an organization. At other times, the team is designed to replace the hierarchy. Several roles help to keep a team operating smoothly. Team leader Directs the team to accomplish its task. Provides a conducive environment for getting the work done location resources. Communicates with the team. Team facilitator Makes things happen with ease. Helps the group with the process. Enables the group to produce the how decisions Note. Facilitators may be members or non-members of the team. Team recorder Writes down the team's key points, ideas and decisions. Documents the team's process, discussions and decisions. Timekeeper Monitors how long the team is taking to accomplish its tasks. Provides regular updates to the team on how well or how poorly they are using their time. Collaborates with the team leader, facilitator and others to determine new time schedules if the agenda has to be adjusted.
Speaker 1:Team members Display enthusiasm and commitment to the team's purpose. Behave honestly. Maintain confidential information behind closed doors. Share responsibility, rotate through other team roles, share knowledge and expertise and do not withhold information. Ask questions, respect the opinions and positions of others on the team, even if the person has an opposing view or different opinion.
Speaker 1:There are several characteristics common to traditional teams. A team gains a shared understanding and purpose among team members. As distinguished from a group, teams require mutually agreed upon operating principles, such as agendas, procedures and decision-making processes. A team is interdependent. Everyone works for the good of the team, not for oneself. Effective teams distinguish task from process how they do things. The process is just as important, if not more important, than what they do. The task is just as important, if not more important, than what they do the task. A self-directed team is a team that is responsible for a whole product or process. The team plans the work and performs it, managing many of the tasks that may have once been completed by supervision or management. A facilitator, selected by the team or an outside individual, helps the group get started and stay on track. The facilitator's role decreases as the team increases its ability to work together effectively.
Speaker 1:An E-team is a group of individuals who work across space and organizational boundaries, with links strengthened by webs of communication technology. Members have complementary skills and are committed to a common purpose, have interdependent performance goals and share an approach to work for which they hold themselves mutually accountable. Geographically dispersed teams allow organizations to hire and retain the best people, regardless of location. An e-team does not always imply telecommuters or remote workers individuals who work from home. Many virtual teams in today's organizations consist of employees working from home and in small groups in the office, but in different geographic locations. The benefits of an E-team approach are Workers can be located anywhere in the world. Virtual environments can give shy participants a new voice. Members have less commuting and travel time, so they tend to be more productive. Companies gain an increasingly horizontal organization structure characterized by structurally and geographically distributed human resources.
Speaker 1:There are a few concerns when using E-teams. They frequently operate from multiple time zones, so it is important to make sure there is some overlapping work time. Intra-team communications must be more formal than those of a team that meets in person. Care also needs to be taken to make sure no one is left out of the communication loop just because they are not visible or available. E-teams demand a high trust culture. James was a member of an E-team, a group of individuals working together from geographically diverse areas over the internet. James found that working in a virtual environment was particularly easy for him, as his shyness often left him hesitant to share his ideas out loud. He and his team members were highly skilled in their fields but lived hundreds of miles apart. Rather than having them relocate, their company decided to have them work from home and collaborate electronically. At first it was difficult getting the team familiar with one another, but a high level of trust and strong communication skills helped everyone feel comfortable with each other and find the rhythm in the team Module 4.
Speaker 1:The first stage of team development forming. What makes up a good team? Well, that question is open to interpretation. But we will start with the first step in the team building process forming. We will discuss what makes up that stage and how each person in the team fits into the process. When a new team forms, it concerns itself with becoming oriented. It does this through testing. It tests to discover the boundaries of interpersonal and task behavior. At the same time, the members are establishing dependency relationships with leaders, fellow team members and any standards that existed when the group was formed. The behaviors of orientation, testing and dependence become the process called forming. Members behave independently when the team forms. While there may be goodwill towards fellow members, unconditional trust is not yet possible.
Speaker 1:Work during the forming stage is categorized as follows Task introductions Process that occurs uncertainty. Task coming together Process that occurs apprehension. Task first agenda Process that occurs excitement. Strong leadership skills are essential in the forming stage. The leader must provide an environment for introductions, create a climate where participants can begin to build rapport, present a solid first agenda so that the goals for the team are clear. Because the members of a new team may experience uncertainty and apprehension, it's important to help members feel comfortable and that they are a part of the group. In addition, helping team members enhance their listening skills will allow them to focus more clearly on the objectives, thereby helping to maintain interest and enthusiasm for the work of the team.
Speaker 1:Terry was leading a newly created task force consisting of himself, paul, tanya, dennis and Sarah. He called them all to meet in the conference room in order to form the foundation of the group and planned a few team-building exercises to help everyone find their place on the team and get to know their teammates. After everyone was introduced, terry had them pair up. They then took turns closing their eyes and falling backwards and being caught by their partner. After a few more trust-building games, Terry explained the details of the purpose of their task force. Afterwards, everyone left the meeting feeling that they could trust their teammates.
Speaker 1:Module 5. The second stage of team development storming. We will look at the storming phase, where the team focuses on their objective. This is the reason the team was created and we will break down where the leaders and followers fit into this stage. Team members will now begin to fill certain roles and the team is starting to come together.
Speaker 1:In the storming phase, the team starts to address the objectives, suggesting ideas. Members feel empowered and are encouraged to share leadership. Different ideas may compete for consideration and, if badly managed, this phase can be very destructive for the team. Egos emerge and turf wars occur. In extreme cases, the team can become stuck in this phase. If a team is too focused on consensus, they may decide on a plan which is less effective to complete the task for the sake of the team. This carries its own set of challenges. It is essential that a team has strong facilitative leadership during this phase. Team conflict is normal in this phase and is a catalyst for creativity, but the leader must address any conflict immediately and directly so issues don't worsen. Once you understand two sides to an issue, you can help the team generate a win-win solution. Assertive communication is an important skill during this phase of the group's evolution, it is also important to help team members continue to build trust.
Speaker 1:A mind map is a diagram used to represent words, ideas, tasks or other items linked to and arranged around a central, key word or idea. Mind maps are used to generate, visualize, structure and classify ideas and as an aid in study, organization, problem solving, decision making and writing. The elements of a mind map are arranged intuitively according to the importance of the concepts and are classified into groupings, branches or areas, with the goal of representing semantic or other connections between portions of information. By presenting ideas in a radial, graphical, non-linear manner, mind maps encourage a brainstorming approach to planning and organizational tasks. At their next meeting, terry's team got down to business. They had all been tasked with bringing a plan to meet their goal and everyone was sharing their solutions with the group. Terry encouraged everyone to speak up if they find flaws in another's plan, but to only if they had constructive criticism to offer. When Sarah pointed out a snag in Paul's plan, paul took it personally. At first he started to interrupt Sarah, but Terry asked him to just hear her out. When Sarah was finished explaining how he could quickly fix his problem, he realized she was right and apologized for interrupting. Thanks to Terry's leadership, the group was able to share ideas freely and constructively.
Speaker 1:Module 6. The Third Stage of Team Development Norming. By now the team should be in place and everyone has their role, with progress beginning on the objectives. Goals have been set and people are now beginning to work on their tasks. As the team moves out of the storming phase, it enters the norming phase, this tends to be a move towards harmonious working practices. Teams begin agreeing on the rules and values by which they operate. In the ideal situation, teams begin to trust themselves during this phase as they accept the vital contributions of each member toward achieving the team's goals. As individual members take greater responsibility, team leaders can take a step back from the leadership role.
Speaker 1:At this stage, it is an opportune time to provide team members with task and process tools or even an energizer to keep enthusiasm levels high. Because team members have gained some mutual trust, they are freer to focus on process and task. Being a link in a chain is a great way to visualize followers in this stage. If a link in a chain is a great way to visualize followers in this stage, if one link is not pulling its weight or is not as strong as the other links, the chance of success is lessened. Everyone needs to work together. Terry's team had been working together for a week and had a very good flow to their work process. Everyone knew what they were doing and what everyone else was doing and knew who to go to for certain information. Terry had stepped back, trusting his team to work alone. He learned that Dennis hadn't been pulling his weight today and asked him why that was. Dennis told him that he was particularly tired that day and assumed the team would pick up the slack. Terry explained that the team was like a chain it was only as strong as its weakest link. Dennis apologized and began working extra hard to make up for his sluggish start.
Speaker 1:Module 7. The fourth stage of team development performing. The team should now be well into their work and progress is being made on their objectives. Communication is going well and team members are sharing knowledge and working well together. Once teams move from norming to performing, they are noted for attaining higher levels of independence, motivation, knowledge and competence. Decision-making is collaborative and opposition is expected and encouraged, as there will be a high level of respect in the communication between team members, since the team is functioning in a highly independent way. In the performing phase, the leader shifts partially into a support and mentoring role to provide task or process resources to help the team complete its objectives. Because the performing stage implies high interpersonal trust, knowledge and competence, participants can perform higher-level analysis to support decisions toward team objectives. A SWOT analysis strengths, weaknesses, opportunities and threats is a simple tool that allows specific ideas to be easily categorized to help support the adoption of a solution to an objective. Terry's team was now working almost entirely independently. They were steadily working toward their goals with minimal input from Terry, who had shifted to a support and mentoring role within the group's structure Once he overheard an impromptu meeting between Paul and Sarah and almost intervened when he heard them start to debate, recalling their previous argument, but heard them come to an agreement. When he later asked Sarah about it, she explained that everyone had a high level of respect for each other and, while they may debate, they all know that the others are competent and have good input. Soon Terry's team met their goals thanks to their strong team that they had built Module 8.
Speaker 1:Team Building Activities. Team building is an organized effort to improve team effectiveness. All members of the team must be committed to the idea in order for the effort to be effective. Team building can be implemented for any team that is considered to be struggling. Team building implies hard work that continues after the initial training session. The benefits of team building activities Team building improves productivity and motivation. Teams will gain an increased ability to solve problems. Team building helps break down personal and political barriers and allows for rapport building. The process can help level the playing field between outgoing and shy team members. Participating in team building can help teams overcome performance problems.
Speaker 1:The disadvantages of team building activities Team building requires expert facilitation in order to be successful. Not every team leader has innate facilitation skills. Activities can be time-consuming for teams with a short-term charter, and if team members are part-time, they may have conflicting feelings about the time the team building takes. If several levels of management are on the team, those members may be reluctant to open up. Conducting team building activities electronically or by conference cannot be as effective as face-to-face sessions. Some team building exercises involve touching or physical movement, which can make some people uncomfortable. There are many choices of activities and techniques to foster team building. The type you choose depends on your assessment of the team, the skill sets of the members, the amount of available time, geographical considerations or constraints, and the team's objectives. A team building session can be intense and often involves games or other physical exercises. It's important, therefore, to select the location carefully to promote the best possible learning outcome. Regardless of whether you hold your team-building session on or off-site, there are some important considerations to explore.
Speaker 1:Gene had noticed that his team wasn't as cohesive as he would have liked and scheduled a meeting with them to participate in team-building activities when they were all together. He explained why he thought this session was necessary and how it would help. He told them that a cohesive team will improve productivity and motivation and having a better knowledge of each other would break down interpersonal barriers and develop a rapport. Carol, one of the Shire members, was hesitant at first to participate, but after participating in a few games and activities she began to feel more confident in her contributions and in her team. Afterwards everyone felt more like a team and less like a group of individuals.
Speaker 1:Module 9. Making the most of team meetings. They are extremely important in team building and facilitation. It is very important that they are well-structured and have a set purpose and time. When a meeting is run well, it is a fantastic tool as it provides a forum where a lot of information can be given to a lot of people in a short amount of time. Issues can be addressed and action plans set into play.
Speaker 1:Giving thought to time and place considerations for a team meeting can go a long way toward producing a more effective meeting outcome. Here are some elements to think about. Is the location convenient for participants Quiet? Is the meeting going to be held in an open environment, near the plant? Is this an e-team meeting or a meeting with members in remote locations or different time zones? What time of day is best? Are there time zone considerations for e-teams or remote participants? For what other interruptions and distractions can you anticipate and plan? In some companies, meetings are stacked up on the hour like planes in the landing pattern at O'Hare Airport.
Speaker 1:The 50-minute meeting concept is simple. Instead of a full 60-minute meeting, why not give people time for a bio break, a fresh cup of coffee and commuting time to the next meeting? 50-minute meetings also help manage overload of information that the mind can absorb at one time. Wandering attention spans, potential health problems from sitting too long. You can't always have a 50-minute meeting, but if your meeting will run several hours you could have a connected series of 50-minute meetings. The extra 10 minutes in each hour, set at a consistent clock time such as 50 minutes after the hour, could allow for stretches, breaks or a quick email session. The team just finished a 10-month project to implement SAP in a small manufacturing company. The project delivered on time and under budget. It's time to celebrate. Celebrations can take many forms. A checklist of elements to consider can help you decide how best to say thanks.
Speaker 1:Lewis was having trouble keeping everyone active and attentive in his meetings. They generally took place in the middle of the day and he ran them exactly one hour long to fit into everyone's schedules. He also took care to book a meeting room several minutes away from the office's workspace to ensure a quiet meeting space. He asked his colleague George for advice. George advised him to start trying a 50-minute meeting. He explained that giving everyone an extra 10 minutes can improve morale and gives them time to grab fresh coffee, a bathroom break and to commute to their next meeting. When Lewis tried this, he found his meetings to be much more productive.
Speaker 1:Module 10. Solving problems as a team. One of the most common objectives of a team is to solve a certain problem. It is usually why a team is created. Team members bring a diverse set of skills to the team, and this provides a great scenario and the best chance in finding a solution. Individuals bring a unique skill set to a team, creating the whole is greater than its parts aspect.
Speaker 1:In 1999, dr Edward de Bono published a book entitled Six Thinking Hats. He theorized that the human brain thinks in a number of distinct ways or states, which can be identified, deliberately accessed and therefore planned for use in a structured way, allowing team members to develop strategies for thinking about particular issues. Six Thinking Hats is a powerful technique that helps teams look at important decisions from different perspectives. It helps them make better decisions by pushing members to move outside their habitual ways of thinking. It helps them understand the full complexity of a decision and identify issues and opportunities which they might not otherwise notice. In order to make it easier to clearly identify and work with these states, colored hats are used as metaphors for them. Easier to clearly identify and work with these states, colored hats are used as metaphors for them. The act of putting a colored hat on allows individuals to symbolically think in terms of the state, either actually or imaginatively.
Speaker 1:White hat neutrality Participants make statements of fact, including identifying information that is absent and presenting the views of people who are not present in a factual manner. Examples of these are based on the what, where, when and how set of questions. Red hat feeling. Participants state their feelings exercising their gut instincts. In many cases, this is a method for harvesting ideas. It is not a question of recording statements, but rather getting everyone to identify their top two or three choices from a list of ideas or items identified under another hat. It is applied more quickly than the other hats to ensure it is a gut reaction feeling that is recorded. Post-it notes can be used to allow a quick system of voting. They create a clear visual cue that creates rapid, if yet incomplete, agreement around an issue. Alternatively, it may be used to state one's gut reaction or feeling on an issue under discussion. This is more common when using the hats to review personal progress or deal with issues where there is a high degree of emotional content that is relevant to discussion. Finally, this hat can be used to request an aesthetic response to a particular design or object.
Speaker 1:Black hat negative judgment. Participants identify barriers, hazards, risks and other negative connotations. This is critical thinking, looking for problems and mismatches. This hat is usually natural for people to use. The issues with it are that people will tend to use it when it is not requested and when it is not appropriate. Preventing inappropriate use of the black hat is a common obstacle and vital step to effective group thinking. Another difficulty faced is that some people will naturally start to look for the solutions to raised problems. They start practicing green on black before it is requested.
Speaker 1:Yellow hat positive judgment. Participants identify benefits associated with an idea or issue. This is the opposite of black hat thinking. This is still a matter of judgment. It is an analytical process, not just blind optimism. One is looking to create justified statements in favor it is encapsulated in the idea of undecided positive, whereas the black hat would be skeptical, undecided, negative. The outputs may be statements of the benefits that could be created with a given idea, or positive statements about the likelihood of achieving it, or identifying the key supports available that will benefit this course of action.
Speaker 1:Green hat creative thinking. This is the hat of thinking new thoughts. It is based around the idea of provocation and thinking for the sake of identifying new possibilities. Things are said for the sake of seeing what they might mean rather than to form a judgment. This is often carried out on black hat statements in order to identify how to get past the barriers or failings identified there. Green on black thinking Because green hat thinking covers the full spectrum of creativity. It can take on many forms. Blue hat the big picture this is the hat under which all participants discuss the thinking process. The facilitator will generally wear it throughout and each member of the team will put it on from time to time to think about directing their work together. This hat should be used at the start and end of each thinking session to set objectives, to define the route to take to get to them, to evaluate where the group has got to and where the thinking process is going. Having a facilitator maintain this role throughout helps ensure that the group remains focused on task and improves their chances of achieving their objectives.
Speaker 1:Brainstorms are a simple and effective method for generating ideas and suggestions. They allow group members to use each other as creative resources and are effective when a subject is being introduced. The goal is to rapidly generate a large quantity of ideas. Subsequent sorting and prioritizing of the ideas is usually needed to refine the results. Consensus is a point of maximum agreement, so action can follow. It is a win-win situation in which everyone feels that he or she has one solution that does not compromise any strong convictions or needs To reach consensus. Group members share, discuss, evaluate, organize and prioritize ideas and struggle to reach the best conclusions together. A good test for consensus is to ask the question can you support this decision? If everyone can support it, the group has achieved 100% consensus.
Speaker 1:Consensus is not always the best strategy. In some cases, reaching consensus does not result in a better decision or outcome. For example, group members are capable of unanimously agreeing on a completely incorrect solution to a problem. Generally, reaching consensus remains a highly desirable goal. To make consensus work, the leader must become skilled at separating the content of the team's work, the task from the process, how the team goes about doing the task, but the process should get the most attention. A facilitative leader helps a team to solve its own problem.
Speaker 1:The problem-solving process is as follows Identify the problem or goal. Generate alternative solutions. Establish objective criteria. Decide on a solution that best fits the criteria. Proceed with the solution. Evaluate the solution. Everyone involved in the process should understand exactly which step is being worked on at any given point. When team members sense a problem, they are usually reacting to symptoms of a larger, underlying problem. Many methods exist for helping the team reach consensus. Underlying problem Many methods exist for helping the team reach consensus.
Speaker 1:Stephen's group was having trouble deciding on one solution to the issue they were facing. They had gone through everyone's plans, discussed ideas, but no one could agree on any one solution. Stephen suggested that they try combining several different ideas together or taking pieces of different plans and merging them to create an agreeable solution. The group figured that they might as well try, and they put their heads together to plan out a solution. They soon had a plan, though it wasn't perfect. Stephen asked everyone if they could all support this plan, even though it wasn't the best they had. They all agreed and Stephen was able to implement their plan to work past their issue.
Speaker 1:Module 11. Encouraging Teamwork. For every team member that believes and works for the team, the chances of success go up exponentially. That is the reason why it is so important in teamwork and team building, as it provides the greatest chance of success. Some things to do include promote an active learning climate for the team. Try to relate the team building strategies to the team's work. Don't be afraid to experiment with new strategies. Constantly evaluate both your output and your process. In short, ask regularly how are we doing? Some things to avoid, include being aggressive instead of assertive, failing to let others express their opinions, inadequate planning. Encouraging teamwork means making a commitment and requires practice. The process is not instant and takes some time, so be patient. Do not be discouraged by mistakes. Learn from them.
Speaker 1:Brian was the leader of a medium-sized task force consisting of 10 people. He had trouble keeping up with every member personally and getting all of his work done, but knew he needed to stay updated on the team's progress. He also wanted to keep their level of camaraderie high and encourage teamwork. He began calling weekly meetings where everyone had the chance to share how they felt the team was doing, how their work was going, and discussing new strategies or processes. The meetings were a huge success, helping everyone by introducing new ideas that wouldn't have come up if the team members had been left on their own.
Speaker 1:Module 12. Wrapping Up Although this workshop is coming to a close, we hope that your journey to improve your teamwork and team building skills is just beginning. We wish you the best of luck on the rest of your travels. Words from the wise Peter M Senge Teams, not individuals, are the fundamental learning unit in modern organizations. This is where the rubber stamp meets the road. Unless teams can learn, the organization cannot learn. Norman Scheidel A group becomes a team when each member is sure enough of himself and his contribution to praise the skill of the others. Peter Drucker the leaders who work most effectively, it seems to me, never say I, and that's not because they have trained themselves not to say I. They don't think I, they think we, they think team. They understand their job to be to make the team function. They accept responsibility and don't sidestep it. But we gets the credit. This is what creates trust, what enables you to get the task done.