SLIDE 1
Characteristics of an E ffective Team Jim Hughes, Lovelace Health - - PDF document
Characteristics of an E ffective Team Jim Hughes, Lovelace Health - - PDF document
Characteristics of an E ffective Team Jim Hughes, Lovelace Health System Agenda Team Simulation What is a Team? Characteristics of an E ffective Team What is Team Building? Team Assessment Stages of Team Development 1
SLIDE 2
SLIDE 3
3
Here are some terms often used to describe a ‘team’.
A group of people Whole > Sum Working Together Synergy Co-operation Serving one customer Having one aim Flexibility
Activity: What is a Team?
Characteristics of E ffective Teams
1.
Clear purpose
2.
Informality
3.
Participation
4.
Listening
5.
Civilized disagreement
6.
Consensus decisions
7.
Open communication
8.
Clear roles and work
9.
Shared leadership
- 10. External relations
- 11. Style diversity
- 12. Self-assessment
Parker, G. M., Team Players and Teamwork: The New Competitive Business Strategy (San Francisco: Jossey-Bass, 1990), table 2, p. 33.
SLIDE 4
4
Clear Purpose
The vision, mission, goal, or task of the team has been defined and is now accepted by everyone. There is a plan in place.
Informality
The climate tends to be informal, comfortable, and
- relaxed. There are
no obvious tensions or signs
- f boredom.
SLIDE 5
5
Participation
There is much discussion, and everyone is encouraged to
- participate. E
veryone has a say in how things are done.
Listening
The members use effective listening techniques such as questioning, paraphrasing, and summarizing to get
- ut ideas.
SLIDE 6
6
Civilized disagreement
There is disagreement, but the team is comfortable with this and shows no signs
- f avoiding, smoothing over, or
suppressing conflict.
Consensus decisions
For important decisions, the goal is substantial - but not necessarily unanimous - agreement through open discussion of everyone’s ideas.
SLIDE 7
7
Open communication
Team members feel free to express their feelings on the tasks as well as on the group’s operation. There are few hidden agendas. Communication takes place
- utside of meetings.
Clear roles and work
There are clear expectations about the roles played by each team member. When action assignments are taken, clear assignments are made, accepted, and carried out. Work is fairly distributed among team members.
SLIDE 8
8
Shared leadership
While the team has a formal leader, leadership functions shift from time to time depending on the circumstances, the needs of the group, and the skills of the members. The formal leader models the appropriate behavior and helps establish positive norms.
E xternal relations
The team spends time developing key
- utside relationships, mobilizing
resources, and building credibility with important players in other parts of the
- rganization.
SLIDE 9
9
Style diversity
The team has a broad spectrum of team- player types including members who emphasize attention to task, goal setting, focus on process, and questions about how the team is functioning.
Self-assessment
Periodically, the team stops to examine how well it is functioning and what may be interfering with its effectiveness.
SLIDE 10
10
What is team building?
If a team is a group of people working towards a common goal.
Team Building is the process of enabling that group of people to reach their goal.
What is team building?
The major tasks involved in team building are:
- 1. To clarify the team goals
- 2. To identify those issues which inhibit
the team from reaching their goals
- 3. To address those issues, remove the
inhibitors and enable the goals to be achieved
SLIDE 11
11
Team Assessment
Take a minute and think about the teams you lead or are involved with… Please complete the Team-Assessment
Stages of Team Development
Norming Tuckman’s Stages of development
SLIDE 12
12
Stage 1. Forming
When teams first get together, members are generally cautious and uncertain about many things. People explore, dabble, try something. During the forming period everyone tries their best to look ahead and think about all the things that need to be done. Leader must set the focus.
Stage 2. Storming
Inevitably the process begins to heat up under the pressures of work and conflicting perspectives. People jockey for influence. Patient and impatient people clash. Trust is tested, and confusions around goals and roles begin to surface. If there are heavy deadlines, this stage can be quite tense.
SLIDE 13
13
Stage 3. Norming
As people get to know each other, they reconcile and agree on things like decision-making processes, resources, timing, quality standards. A "norm" is something everyone
- understands. Norms are the formal
and informal rules that make up the
- perating system of productive work.
Stage 4. Performing
The group is starting to utilize its newly found "norms of trust," and can begin focusing on the tasks to be accomplished; there should be enough drive, creativity, and cohesiveness to take on most tasks. The Team is now really a Team.
SLIDE 14
14
Stage 5. Adjourning
The final stages of team development; it has been an experience of sharing and growing with each other and now members may separate. For many, the group has been a safety net and truly has become their
- community. Evaluation is key at this
- stage. Document and Learn from the
experience.
Review and E valuation
What was your main “take-away”
from today’s workshop?
Take a few minutes to complete the
workshop evaluation
SLIDE 15
15
Conclusion
“Teamwork is the ability “Teamwork is the ability to work together to work together toward a toward a comm common vision. The ability to
- n vision. The ability to
direct individu direct individual accomplishments al accomplishments toward organiza toward organizati tional objecti
- nal objectives
- es. It