2. Good Team Building

8/9/2019 2. Good Team Building

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TEAMBUILDING


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A. Principles of Effective Communication

1. What is communication? The transfer of intended meaning.

2. What is communicated? Ideas

Opinions Concepts Orders instructions

!eelings


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". #ethods of communication. $er%al Written

&od' (anguage

E)ample *action or lac+ of action,

-. Causes of Communication Pro%lems

(ac+ of e'e contact

One/a' communication onl'

(ac+ of mutual understanding of goals or desired results

0ifferent frames of reference

!eelings


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. 0efensive vs. upportive Climates.

Evaluation *3udging, implied *e)pression speech toneetc.,

Control evo+es resistance *perception of implied inade4uac', uperiorit' indicates un/illingness to cooperate

#anipulation causes feelings of resentment

0efensive Climate !actors

0escription vie/ speech as genuine re4uest for information.

Pro%lem orientation sho/ sincere desire to colla%orate Empath' sender identifies /ith receiver5s pro%lems

E4ualit' defensiveness reduced

Provisionalism sender communicates /illingness to %e fle)i%le

upportive Climate !actors


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6. The Wa' to Effective #essages

Thin+ through /hat 'ou /ant to sa' %efore 'ou sa' it.

implif' 'our message.

&e specific7 don5t %eat around the %ush.

Tr' to %e as %rief as possi%le.

0on5t assume.

8evie/ important points.


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9. Effective !eed%ac+ Techni4ues

!eed%ac+ is simpl' letting the spea+er +no/ 'ou are listening.

8espond /ith statements or 4uestions li+e:

- - You believe that. . . - - Are you saying that . . . (triggering phrases, not judgemental)

- - Youre concerned about . . .

- - ell me more. . .

-- !an you give me an e"ample# . . .

- - ell me in your o$n $ords . . .

As+ 4uestions - - %o$# &hat# &here# &ho# &hen# &hy#

%eed("$ is -ro("(+y the most under/used yet most%eed("$ is -ro("(+y the most under/used yet mostin ommuni"tion.in ommuni"tion.

;se


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>. Avoiding $er%al Turnoffs

Certain responses come across as re3ection of another person5s thoughts or feelings. pea+er ma' %ecome defensive.

'reaching'reaching. . . . . . . . You should tae my advice. . .

*udging*udging. . . . . . . . . +ut youre $rong

utdoingutdoing. . . . . . . . . You thin you had it bad# +lah, blah, blah. . .

&ithdra$ing&ithdra$ing. . . . . . orget it

'atroni/ing'atroni/ing. . . . . . . . You dont really 0eel that $ay.


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>. Avoiding $er%al Turnoffs

iller Phrases thro/ up road %loc+s to potential solutions.

When someone uses a +iller phrase the spea+er can onl':

!ight %ac+ and ho/ often is that productive?

Ignore it %ut the damage is done. it do/n and shut up and the idea dies.


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@. e's to Effective (istening

The Bad Listener The Key The Good Listener

Continuall' interrupts. Stop Talkingives spea+ers time to sa' /hat

the' have to sa'.

Tunes out if deliver' is poor. Judge Content not

Delivery

Budges content s+ips over

deliver' errors.

Tends to enter into arguments. Hold Your Fire olds temper doesn5t 3ump toconclusions.

(istens onl' for facts. Listen for deas (istens for important themes.

Influenced %' /ho spea+er is. !ea"t to ideas# not

speaker$

ho/s little attention or fa+es it. Sho% nterest

Pa's attention to /hat spea+er

sa's not /ho the' are.

Activel' listens to understand

rather than onl' to repl'.

Is easil' distracted. !esist Distra"tions Avoids distraction +no/s ho/ toconcentrate.

ives no feed%ac+. &sks 'uestionsEncourages spea+er to develop

points further.

8eacts to emotional /ords. Keep an open (ind no/s loaded /ords and phrases%ut does not get hung up on them.

Remember: You cant listen if youre ta


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1D. &asic Principles for uman 8elations

Create a supportive climate for all 'our interpersonal relationships.

) ) Take "onstru"tive approa"h

Avoid personal attac+s %' ta+ing a pro%lemoriented approach.

) ) *+,e"tively fo"us on the situation

8espect and enhance the selfesteem of others.

) ) -e"essary for "reating a supportive "li(ate

et the e)ample %' ta+ing constructive action at ever' opportunit'.

) ) Look for i(prove(ent opportunities and take a"tion$


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11. Communication

Essential to team/or+ have a clear understanding of common targets.

&est tools for %uilding cooperative relationships %et/een emplo'ees.

$ital to the success of the compan'.

E)amples of effective communication:

Assisting the team leader in developing standardied /or+ instructions.

Communicating necessar' information %et/een team mem%ers.

Attending and participating in team meetings to continuousl' improve performance.


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Team &uilding Part A Practice E)ercises

1. What is communication?

a. The transfer of meaning.

2. What is communicated? *circle, Fes or Go

a. Ideas Yes No b. Opinions Yes No

c. Concepts Yes No

d. Order, Instructions Yes No

e. Feelings Yes No

". Fou can communicate /ith %od' language. (circle) True !alse

-. Fou can cause communication pro%lems /ith lac+ of e'e contact. (circle) True !alse

. !ill in the %lan+s:a. is implied by epression, manner of speech, tone of !oice, or !erbal contact.

b. e!o"es resistance.

c. arouses feelings of inade#uacy.

d. ma"es people become resentful.

intended

.Co(plete all /0 1uestions ) then %e2ll "he"k ans%ers$3

Evaluation or 3udging

Control

uperiorit'

#anipulation


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Team &uilding Part A Practice E)ercises

6. The listener should not vie/ speech as a genuine re4uest for information. *circle, True !alse

9. !eed%ac+ is responding /ith statements or 4uestions? *circle, True !alse

>. Fou are a %ad listener if 'ou tend to enter into arguments sho/ little attention and give no feed%ac+.

(circle) True !alse

1D. !ill in the %lan+s:

encourage the spea"er to say more about a problem.


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&. roup 0'namics and Interaction

1. Advantages of the Team Concept

Increased a/areness of the contri%ution and role of each mem%er.

reater commitment to the team tas+ %ecause of increased participation

and pride in team accomplishments.

Increase in cooperative attitude among mem%ers.

&etter 4ualit' decisions %ecause of increased mem%er input.

reater commitment to decision implementation.

#ore creative pro%lem solving.

Improved interpersonal relationships among mem%ers.

Improved communication in all directions

Increased efficienc' in 4uantit' and 4ualit' of /or+ accomplished.


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2. Personal +ills for Wor+ing Together

eep an open mind so you "n go (eyond the o('ious.

Pursue ne/ ideas.Dont gi'e u- if # "t first# it "--e"rs the ide"

*ont *or$.

Treat ideas e4uall'.Do not try to "ssign " '"+ue to "+tern"ti'es *henthey "re suggested.

(oo+ for the most interesting aspectof e"h ide".

As+


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Conflict 8esolution

0epending on ho/ it is managed conflict can have a positive or negative

effect on a team.

0isruptive conflict can slo/ or completel' stall productive team /or+.

;nderstanding /h' conflict occurs can help in %oth avoiding it and in dealing

/ith it /hen it happens. ;suall' the result of:

A lac+ of understanding of the other person5s vie/point.

Interpersonal resentment %et/een individuals.

A competitive /inHlose climate %et/een individual mem%ers.

Go constructive means of channeling it into deli%erations.


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uidelines for 8esolving Conflict

Avoid personal attac+s %' ta+ing a pro%lemoriented approach.

0escri%e ho/ the conflict is affecting team performance.

chedule a 3oint meeting %et/een the involved parties.

Allo/ each person to o%3ectivel' state his or her vie/point.

Encourage each person to recognie that the pro%lem needs resolution.

Allo/ each person to provide input into possi%le solutions.

et agreement on /hat each person /ill do to resolve the conflict.


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". Tuc+man #odel of Team (ife C'cle

Team gets ac4uainted

Introductions

hared e)periences

Personal Interests

Personal histories

!orming

Team defines the tas+H goal

Outcomes

E)planation of goals

Tas+s needed to %e done 8esources and support

Times lines

!re4uenc' of meetings

#em%ers are fle)i%le agreea%le %ut untrusting and

careful a%out /hat the' sa'. Go procedures for

/or+ing together.


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Team e)periences conflict a%out:

Team purpose

Team leadership

Tas+ assignments

Team operations

torming

torming characteristics

Communication %ecomes more honest.

0isagreements %ecome more fre4uent.

People differentiate their personal needs from those of the team. #orale dips as people %egin to thin+ the team /ill never


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Gegativit' Continual criticism of team activities.

!orms of torming

0issatisfaction /ith an'thing and ever'thing. Can lead to negativit' and other pro%lems.

ostilit' Can ta+e form of a person %eing aggressive

argumentative even threatening.

Crisis #ode Team operating st'le /here an'thing and ever'thing is a crisis. Team must come

together and honestl' confront the issues.

hooting 0o/n Ideas Common activit'. Can %e a sign of all the other forms.

Th"n$fu++y# storming mode is tem-or"ry


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roup has overcome differences and agreed

on ho/ it /ill operate.

Gorming

Team rules and norms esta%lished: o/ can the team e)ceed the


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Wor+ing to/ard the goal the team has

esta%lished. *effective efficient health',

Performing

Team has esta%lished its goals and rules.

Team has developed a /a' to approach and resolve conflict.

Team can identif' and solve pro%lems outside the group.

Ever'%od' +no/s their role /hat is e)pected of them and the 4ualit' of /or+ that must %e done.

Communication is free and effective.

Not "++ te"ms re"h this st"ge# (ut suess is s


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Team &uilding Part & Practice E)ercises

1. Wor+ing in teams provides the organiation and its emplo'ees %oth tangi%le and intangi%le %enefits.

*circle, True !alse

2. Personal s+ills needed for /or+ing together are: *circle, Fes or Go

a. $eep a closed mind. Yes No

b. %ursue ne& ideas. Yes No c. Treat ideas e#ually. Yes No

d. 'oo" for the most interesting aspect. Yes No

e. s" silly #uestions. Yes No

f. $eep interrupting the other team members. Yes No

". When /or+ing /ith others 'ou should fre4uentl' as+: ?

-. Conflict %et/een individuals is usall' the result of a lac+ of understanding of the other person5s

vie/point. *circle, True !alse

2. What are Tuc+man5s four stages of the Team (ife C'cle?

a.

b.

c.

d.

Ho% do you kno%

For(ingStor(ing-or(ing4erfor(ing


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C. 'nergistics Concensus 0ecision #a+ing

1. 8ationale for Wor+er Involvement in Pro%lem olving

The


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2. 'nergism


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2. 'nergism

&uilding and #aintaining an Effective Team:

Create an environment /here people feel safe to spea+.

et mem%ers to agree to cooperate..

O%tain a commitment from each mem%er.

Allo/ the tas+ rather than people to dictate procedures.

When differences arise forge a compromise.

&e alert for opportunities to help the group succeed.


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2. 'nergism

Constructive Conflict:Constructive Conflict:

Conflict properl' managed can have a constructive effect on team function.

Conditions (eading To Constructive Conflict:

roup ac4uires methods of managing conflict effectivel'.

#em%ers are committed to team goals.

#em%ers are open to differing opinions.

0isagreements are confined to issues not personalities.

Positive Effects:

Increased group cohesion

#em%ers can trust each other.

Pride shared %' all.


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Team &uilding Part C Practice E)ercises

1. True or !alse:

The /or+er team is in the most advantageous position for fact finding

%ecause its sheer num%ers help in fact finding.

2.True or !alse:

'nergism is the ultimate goal of group decision ma+ing.

".True or !alse:

One of the pro%lems a team ma' encounter is


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0. Characteristics of a Team

* Teams set clear and important goals.

* Team structure is result driven.

* #em%ers are competent and committed.

* #em%ers colla%orate freel'.

* Teams have principled leadership.

* (eadership responsi%ilit' is shared.

* Team is collectivel' stronger than the individual.

* Teams /or+ /ith other groups and s'stems.


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0. Characteristics of a Team

* #em%ers tal+ a%out and agree upon ho/ the team /ill operate.

* oals esta%lished %' Arvin #eritor are discussed and the team plans.

on ho/ to meet them.

* #em%ers can e)press their feelings and ideas.

* &oundaries are identified and discussed.

* 0isagreements are constructivel' addressed.

* Ever'%od' contri%utes to the /or+ of the team.

* People are responsi%le for leading /hen needed7 people follo/ in

support of the leader.

1. Effective Teams


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Team &uilding Part 0 Practice E)ercisesTeam &uilding Part 0 Practice E)ercises

1. Teams do not set goals. True or !alse

2. #em%ers are competent and committed. True or !alse

". Teams do not /or+ /ith other teams in the manufacturing process. True or

!alse-. A good team mem%er is one /ho ta+es the lead. True or !alse

. Effective teams tal+ a%out and agree upon ho/ the team /ill operate. True

or !alse

6. Effective team mem%ers can e)press their feelings as /ell as their ideas.

True or !alse

9. Effective team mem%ers do not contri%ute to the /or+ of the team. True or

!alse

>. People are responsi%le for leading /hen needed7 people follo/ in support

of the leader. True or !alse

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2. Good Team Building