Team Work

TEAM WORK
Dr. R. Raju
Professor,
Dept. of Industrial Engg
College of Engg, Guindy.
Anna University
TEAM BUILDING AND TEAM WORK QUOTES
 "Talent wins games, but teamwork and

intelligence wins championships."
-- Michael Jordan
 "Strength lies in differences, not in similarities."

-- Stephen Covey
 "It is amazing what can be accomplished when

nobody cares about who gets the credit."
-- Robert Yates
 "Individual commitment to a group effort - that is what
makes a team work."
-- Vincent Lombardi
 "Teamwork is the ability to work together toward a

common vision. It is the fuel that allows common people to
attain uncommon results."
-- Andrew Carnegie
 "There's nothing greater in the world than when somebody

on the team does something good, and everybody gathers
around to pat him on the back."
-- Billy Martin
 "One man can be a crucial ingredient on a team, but one

man cannot make a team."
-- Kareem Abdul-Jabbar
 Teams (when they work well) have...
 An agreed purpose
 Shared values
 Clarity about and fit of individual roles
 Mutual respect for each other and loyalty to the team

TEAM WORK
 an acknowledged way or processes for working

together
 a mix of different qualities and skills
 shared entity for success and responsibility for

problems
 a willingness to address differences and resolve

conflicts rather than burying them
 trust and confidence to overcome obstacles

SKILLS NEEDED FOR TEAMWORK
 Listening - it is important to listen to other people's

ideas
 Questioning - it is important to ask questions,

interact, and discuss the objectives of the team.
 Persuading - individuals are encouraged to exchange,

defend, and then to ultimately rethink their ideas.
Contd….
 Respecting - it is important to treat others with

respect and to support their ideas.
 Helping - it is crucial to help one's co-workers, which

is the general theme of teamwork.
 Sharing - it is important to share with the team to

create an environment of teamwork.
Contd….
 Participating - all members of the team are encouraged to

participate in the team.
 Communication - For a team to work effectively it is

essential for team members to acquire communication
skills and use effective communication channels between
one another.
e.g. using email, viral communication, group meetings
and so on. This will enable team members of the group to
work together and achieve the teams purpose and goals.
TIPS FOR TEAM BUILDING - 9 C’S
 Competence
 Character
 Control
 Collaboration
 Communication
 Creative Innovation
 Consequences
 Coordination
 Cultural Change
TEAM BUILDING SKILLS
Purpose
Empowerment
Relationships
Flexibility.
Optimal Performance
Recognition
Morale
Attitude
N
Communication &
E
KINDS OF TEAM
 Organisational teams – usually a ‘top

management team’, bound together because it
contributes to overall objectives
 Work team - self-contained and permanent,

delivering outputs
 Projectteam - brought together to complete a

task. Once the task is complete, they disband
 Adhoc teams - set up to deal with a problem.

They are short-lived and operate as a task force.
CHARACTERISTICS OF A TEAM
FUNDAMENTAL ELEMENTS OF A TEAM
 Mission
Effective teams have a clear mission and
purpose . Missions give teams direction and purpose .
 Commitment
Commitment develops as members begin to
personalize their involvement and take ownership for
the team's success.
 Norms/Ground Rules
Ground rules provide teams with guidelines and a
common set of procedures by which to operate.
RESPONSIBILITIES OF A TEAM LEADER
The responsibilities of a team leader are varied

and include:
• Focusing team members on the purpose and task of

the project;
• Reminding the team of the result the organization is

looking for and how it fits with the organization's
vision, mission and goals.
• Organizing the group, securing meeting space,

resources and clearing organizational boundaries.
• Working closely with the facilitator to create
agendas, planning outcomes and ensuring next steps
are assigned.
• Assisting the facilitator with meetings; encouraging

quiet members to speak up, and when necessary,
shutting down those members who tend to
dominate.
• Recognizing and celebrating accomplishments.
• Communicating with others in the organization

regarding the team's progress.
TEAM FACILITATOR-KEEPS EVERYBODY ON TRACK
 Make things happen with ease.

Help the group with the process.
Help the group with the "how" decisions.
Above are the three primary
responsibilities of a team facilitator.
 Facilitators are often NOT a member of the team

so they can remain neutral in team decision
making.
 When a facilitator is part of the team, the role of
facilitator may rotate from member to member.
Facilitators Contd…
 Helps the group with the "how" decisions...

Descriptions of several tools and techniques
teams can use to help make decisions.
 Some of these tools are brainstorming,

prioritizing, and parking lots.
 Facilitators are skilled at using these tools
and helping teams realize their potential.
STAGES OF TEAM DEVELOPMENT
FORMING - GETTING TO KNOW YOU...
 In the Forming stage, team
members are getting to
know one another and
getting comfortable with one
another.
 Members will naturally try
to understand their own
roles, the roles of the other
team members and their
purpose in the group.
Characteristics of Forming
1. Members trying to define the task.
2. Lofty, conceptual discussions as people try to express

who they are.
3. Discussions about what information needs to be

gathered.
STORMING - HIGH WINDS PREDICTED
 Storming is the most difficult
stage for a team to weather,
but it is necessary for healthy
team development.
 When team members begin

to trust one another enough
to air differences, this signals
readiness to work things out.
CHARACTERISTICS OF STORMING
 Members begin to show their true styles.
 A growing impatience will surface over lack of

progress.
 Members will get into one another's territory, causing

irritation.
 General disagreement over process, task and overall

purpose of the team.
NORMING - CHARTING A COURSE
 When teams recognize their

differences and have dealt with them,
they move to Norming, the stage
when they ask, "How are we going to
accomplish our work?"
 As team members learn to work out

their differences and emotional
conflicts are reduced, they will have
more time and energy to focus on
their purpose.
CHARACTERISTICS OF NORMING
 Ground rules are now taken more seriously.
 The team will discuss items more; less time will

be spent on idea generation, and more on
decision making.
 Members will limit agenda items to focus on

specific topics.
 Subgroups may be formed to move along faster.
 Conflicts are addressed and resolved.

PERFORMING - THE ACTION STAGE
 Forming, Storming, Norming,

then Performing, the final stage
of team development.
 Performing teams are just that, a
highly effective, problem-solving
unit that can reach solutions
quickly and can even head off
issues before they become
problems.
CHARACTERISTICS OF PERFORMING
 Be productive! Tasks will be accomplished, and the

team will look for more to do.
 Be pro-active, and not necessarily wait for direction

from management.
 Demonstrate loyalty to the group, and respect

individual dissension and disagreement

Team Work

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What are the characteristics of the forming stage of team development?

What are the characteristics of the forming stage of team development?

What are the characteristics of the storming stage of team development?

What are the characteristics of the storming stage of team development?

TEAM WORK

 "Talent wins games, but teamwork and

 "Strength lies in differences, not in similarities."

 "It is amazing what can be accomplished when

 "Teamwork is the ability to work together toward a

 "There's nothing greater in the world than when somebody

 "One man can be a crucial ingredient on a team, but one

 Clarity about and fit of individual roles

 Mutual respect for each other and loyalty to the team

 an acknowledged way or processes for working

 a mix of different qualities and skills

 shared entity for success and responsibility for

 a willingness to address differences and resolve

 trust and confidence to overcome obstacles

 Listening - it is important to listen to other people's

 Questioning - it is important to ask questions,

 Persuading - individuals are encouraged to exchange,

 Respecting - it is important to treat others with

 Helping - it is crucial to help one's co-workers, which

 Sharing - it is important to share with the team to

 Participating - all members of the team are encouraged to

 Communication - For a team to work effectively it is

 Organisational teams – usually a ‘top

 Work team - self-contained and permanent,

 Projectteam - brought together to complete a

 Adhoc teams - set up to deal with a problem.

The responsibilities of a team leader are varied

• Focusing team members on the purpose and task of

• Reminding the team of the result the organization is

• Organizing the group, securing meeting space,

• Assisting the facilitator with meetings; encouraging

• Recognizing and celebrating accomplishments.

• Communicating with others in the organization

 Make things happen with ease.

 Facilitators are often NOT a member of the team

 Helps the group with the "how" decisions...

 Some of these tools are brainstorming,

1. Members trying to define the task.

2. Lofty, conceptual discussions as people try to express

3. Discussions about what information needs to be

 When team members begin

 Members begin to show their true styles.

 A growing impatience will surface over lack of

 Members will get into one another's territory, causing

 General disagreement over process, task and overall

 When teams recognize their

 As team members learn to work out

 The team will discuss items more; less time will

 Members will limit agenda items to focus on

 Subgroups may be formed to move along faster.

 Conflicts are addressed and resolved.

 Forming, Storming, Norming,

 Be productive! Tasks will be accomplished, and the

 Be pro-active, and not necessarily wait for direction