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Creating Teams and Forming Workgroups

Creating Teams and Forming Workgroups. Creating Teams and Forming Workgroups Robert Ford World Academy Facilitator. Next 4 Weeks: The BIG Picture. One PERSON can only do so much. A GROUP can do so much more.

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Creating Teams and Forming Workgroups

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  1. Creating Teams andForming Workgroups Creating Teams and Forming Workgroups Robert Ford World Academy Facilitator

  2. Next 4 Weeks: The BIG Picture One PERSON can only do so much A GROUP can do so much more A well-defined TEAM with shared goals, objectives and a plan can do the most

  3. Pros & Cons of Working Alone Cons Pros +++ +++ +++ ++++++ - - - - - - - - - - - -- - -

  4. Pros & Cons of Working Together Cons Pros +++ +++ +++ ++++++ - - - - - - - - - - - -- - -

  5. Groups versus Teams Roles and Responsibilities Teams Teams have a shared understanding of how to perform their role, e.g. Time keeper Score keeper Leader Facilitator Groups • Individuals establish a set of behaviors called roles. • These roles set the expectations governing the relationships between the group members. • The search for role definition serves as a source of confusion and conflict.

  6. Groups versus Teams Identity Teams Teams have an identity. A team has a clear understanding about what constitutes the team’s “work” and why it is important. They can describe a picture of what the team needs to achieve, and the norms and values that will guide them. Groups • Groups do not have a cohesive identity. • It is difficult to establish a sense of cohesion that characterizes a team.

  7. Groups versus Teams Cohesion Teams Teams have an esprit that shows a sense of bonding and camaraderie. Esprit is the spirit, soul, and state of mind of the team. It is the overall consciousness of the team that a person identifies with and feels a part of. Individuals begin using “we” more than “me” or “I.” Groups • Groups lack a source of cohesion. • Being a member of a group still leaves the person “alone” and an individual.

  8. Groups versus Teams Facilitating Teams Teams use facilitators to keep the team on the right path. Groups • Groups tend to get bogged down with trivial issues.

  9. Groups versus Teams Communication Teams The team is committed to open communication. Team members feel they can state their opinions, thoughts, and feelings without fear. Differences of opinion are valued and methods of managing conflict are understood. Through honest and caring feedback, members are aware of their strengths and weaknesses as team members. Groups • The communications with a group tend to be centered on individuals. • Individual positions are more important than a “team” opinion. • Defending ones opinion becomes an end unto itself.

  10. Groups versus Teams Flexibility Teams Teams, provide flexibility and perform different task and maintenance functions as needed. The responsibility for team development and leadership is shared. The strengths of each member are identified and used. Groups • Most groups are extremely rigid. • This rigidity is due to many causes: • Defense of individual positions • Individual reward systems • The strengths of each individual is difficult to capitalize on since someone has to give up a role to allow another to assume that role.

  11. The Promise Of Teamwork Creates participation & involvement Distributes the workload Reinforces individual capabilities Improves decision making Inclusive of others Promotes diversity of ideas

  12. Reality doesn’t always match expectations Personalityclashes Confusion over direction Who’s the boss? Ineffective communications Everything is a priority Stuck in reactive mode

  13. Helping New Teams Perform Effectively Do we leave it to chance or do we work to improve the odds in our favor?

  14. Helping New Teams Perform Effectively

  15. Forming • Getting to know each other • Formation of team happens & the team comes together • Members feel anxious and spend their time finding out about each other • Individual roles and responsibilities are unclear • Highly depending on the manager /leader By developing a team charter, the team can establish clear goals and objectives

  16. Team Charter • A team charter clarifies team direction while establishing boundaries. • It should include the following sections: • Team Purpose • Duration and Time Commitment • Scope • Members • Desired End Result(s) • Supporting Resources • Reporting Plan • Deliverables See examples of Team Charters at: http://bitly.com/bundles/fordrm/1

  17. Storming • The team transitions from “as is” to “to be” • Team members come up with ideas through debates on how to proceed with the task • about task priorities; • clarity on purpose of the task; • roles & responsibilities; • processes to follow • Influence of ideas and power struggles may arise • Compromises may be required to enable progress • Team members may challenge the leader & leader coaches

  18. Tips on surviving ‘storming’ • Establish process and structure. • Smooth conflicts and build good relationships between team members. • Provide support, especially to those team members who are less secure. • Remain positive and firm in the face of challenges to your leadership and/or the team's goal. • Help your team understand why conflicts happen, and that things will get better in the future

  19. Norming • The team reaches consensus on the “to be” process • Work as a team starts • Roles and responsibilities are clear and accepted • Team begin to exhibit participative behavior & decision making happens by group agreement • Commitment, trust and unity increases Step back and help the team take responsibility for progress towards the goal(s). This is a good time to arrange a social, or a team-building event.

  20. Performing • The team has settled its relationships and expectations • This stage is characterized by high levels of: • goal orientation • interpersonal relations • independence, motivation • knowledge and competence in team members • Team know / understand the What, Why & How of tasks they’re executing • High level of respect in the communication between team members • Team expects delegation of task instead of instruction / assistance Delegate as far as you sensibly can. You should aim to have as "light a touch" as possible

  21. Adjourning / Mourning • The team reflects and shares the lessons learned with others • This happens when the project is completed • The team disbands with members moving onto new things • Members can feel a sense of loss as they have developed close working relationships with other team members • Now is the time to celebrate the accomplishments of the team, so that members can feel closure.

  22. Summary This looks easy in theory, but in practice, it can be very difficult. Being aware of where you are as a team, helps you choose the right tools to help you get to the next level. Robert Ford mail@robertford.us www/linkedin.com/in/fordrm www.facebook.com/RobertMFord Fordrm 2653462978

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