Team Development interventions.ppt

Team Development Interventions

Prepared by:-Chirag Bambhania

Shital Hirani

• Team is a group of individuals with complementary skills who depend upon one another to accomplish a common purpose or set of performance goals for which they hold themselves mutually accountable.

• Teamwork is done when the members subordinate their personal prominence for the goodness of the team.

• Interdependence refers to the situation where one person’s performance is contingent upon how someone else performs

• Team building is an intervention where the members of a work group examine things as their goals,structure,procedures, culture, norms & interpersonal relationships to improve their ability to work together effectively and efficiently.

Work team

• Primary unit• Increasing reliability on project teams, task

force groups and committees.• Types:-

1)natural work team

2)temporary task team

Ex. In CISCO, ceo John Chambers implemented a policy where 30% of annual bonus would depend on how well executive collaborates with others.

Categories of team interaction

• Simple situations

-technical issues

-personal & social skills

• Complex situations

-cooperation & negotiation

-political give-and-take persuasion and sharing

skills

• Problem situations

-teamwork

-highest interpersonal skills

Sources of team problems

Cohesiveness & groupthink

• Group = Team

cohesiveness = refers to the unity that the members of group have for one another.

• Irving Janis said that “group thinking is a mode of thinking that people engage in when they are deeply involved in cohesive in group, when the members striving for unanimity overrides their motivation to alternative course of action”

8 characteristics of group think by Irving Janis :

• Illusion of invulnerability• Rationalization• Illusion of morality• Shared stereotypes• Direct pressure• Illusion of unanimity• Mind guards• Self-censorship

Team development process

• Team development is an educational process of continually reviewing & evaluating team function in order to establish effective ways of operating.

• Objectives :

1)task or work agenda group

2)process by which members work on the task

• It recognizes two different activities:

1)family group diagnostic meetings

2)family group team building meetings

• Steps :

1)initiating the team development meeting

2)setting objectives

3)collecting data

4)planning the meeting

5)conducting the meeting

6)evaluating the team development process

• Team development includes

outdoor experiential training

role negotiation

role analysis technique

Outdoor experimental laboratory training

• Training employees is a fundamental element of a corporations success. A company succeeds only as well as the people running it can perform.

• This training process can cover many skills and go into many areas of expertise. One key element that has only recently come into action is an outdoor- basedexperiential training program.

• Commonly called "ropes courses," wilderness courses or adventure learning programs have been in use in the USA since the early 1980's, and by organizations in the UK since the early 1970's.

• OELT is the idea to take a group of people who normally work with one another and put there in an outdoor setting where they participate in experimental learning exercises.

• All the labs, despite the settings or the nature of the exercise, have participates involved in activities that require teamwork and allow opportunities to work on leadership and team development.

• After an exercise, and normally in the evening ,the team spends time with a practitioner discussing the exercise what they have learned.

• Outdoor programs have been most beneficial when used to promote effective work teams and used to enhance leadership and management skills in the participants.

The Outdoor Lab Process• Some organization that makes extensive use of labs, such

as federal express, operate them through OD or Human resource development division.

• Many participants in outdoor labs says that success is directly proportional to the amount of pre-planning and follow-up.

• Whether the company itself or an outside provider offers the lab, a preliminary assement of a team and individual needs should be made before the lab occurs.

• The OD practitioner select a series of outdoor lab experiences that fit the desired goal and physical abilities of the team.

• The other company which is specialized in this type of training , a training program is arranged, and some providers send their trainers to a company ahead of time to research the needs of the team.

• After the exercises the trainers ask the team to reflect on the process, possible feedback is encouraged.

• They discuss all the point.• what behavioral were helpful and dysfunctional• how they operate as a team• What it was like to take a risk and succeed or fail• Who acted as a leadership role?• And, how this observation might applied to the next

exercise.

• At the last , the participants summarize what they have learned and how it applies to their work.

Cautions When Using Outdoor labs• The legal aspects says that the employer is liable for the health and safety of its employees.

Safety should be a major concern, and the safety records of the provider and or the trainers should be investigated beforehand.

• Participants should feel free to decline to participant in specific exercises.

• Trainner should have much the same training, skill, and experiences as an OD practitioner, and should be selected with the similar care.

• The main point is the lab should not become to serious.

• The participants should have fun and do not need to be constantly drawing parallels between the lab and the worksites.

Results Of Outdoor labs:-• Outdoor labs have become very popular as a team

development and leadership training technique.

Ex:- Domino’s Pizza, General Motors, IBM.

• they are using outdoor labs and hundreds of smaller profits and non- profit organizations have sent employees to labs.

• one study found that the labs produced significant improvement, lasting longer than 15 months, in the general functioning of work teams.

• There was however no significant change in individual behavior.

• The study also said that the labs were more beneficial to intact work teams than to impromptu team whose members did not normally work with one another.

Role negotiation• Role negotiation is directed at the work relationship among

team members that involves a series of controlled negotiations between participants.

• Steps in a Role Negotiation are :

1)contract setting:

Each member prepares a list for each of the other members with three headings :

a) Things to do more

b) Things to do less

c) Things to do the same

2)issue diagnosis:

Each member writes out a master list combining the listing written about him/her and posts it on the wall. members are asked to clarify any items that need explanation.

• 3) Role negotiation :

After the clarification , Members decide Which items they want most and From into pairs to negotiate , usually with a third party to help in the process

4) Written role negotiation agreement :

The outcome of the role negotiation is written down and spells out the agreements and concessions that each party finds satisfactory.

Role analysis

• RAT(role analysis technique) is designed to clarify role expectations as team norms influence member behavior.

• The set of behaviors or attitudes associated with various positions in a team are called roles.

• Role expectations are the behaviors expected or prescribed for one member of the team by the other team members

• Role conception refers to the focal person’s own ideas about appropriate role behavior.

• Role ambiguity refers to the situation where a role incumbent is unaware of or lacks sufficient knowledge about the expectations for the role held by other team members.

• Role conflict occurs when there is a discrepancy between role expectations and the role conception.

Steps in RAT :-1)Role analysis:

The role incumbent sets forth the role as he or she perceives it, listing perceived duties,behaviours, and responsibilities the role conceptions. The other team members add to or modify this list until everyone is satisfied with the role description.2)The role incumbent’s expectations of others.

The role incumbent lists his or her expectation of other group members. this lists describes expectations that affect the incumbent’s roles and impinge upon his or her performance.Again,the whole team adds to or modifies this lists until everyone agrees upon a complete listing.

6) Review:The team periodically reviews role

expectations and role profiles. because these may change over time;the group mission or members may also change.