DOC PREVIEW
OSU BA 453 - TEAM BUILDING

This preview shows page 1 out of 4 pages.

Save
View full document
View full document
Premium Document
Do you want full access? Go Premium and unlock all 4 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 4 pages.
Access to all documents
Download any document
Ad free experience

Unformatted text preview:

TEAM BUILDINGThe purpose of engaging in "team building" is to strengthen the capacity of the team to perform tasks in an effective, functional manner. The ultimate goal is to create a high performance team which demonstrates highly functional group processes and strong, open interpersonal relationships.Team building can be conducted in a variety of ways. One such method is described in this document. Meet with your team in a comfortable, private setting without disruption, and follow each of the steps below.1. BUILDING EFFECTIVE INTERPERSONAL RELATIONSHIPS, AN OPEN COMMUNICATIONS CLIMATE, AND A HIGH LEVEL OF TRUST AND COMMITMENT WITHIN THE TEAM. * Members get to know each other in depth. Discuss what you would like to know about each other and share the information. Ask: what don't we know about you that could help the team? * Members need to feel comfortable in self-disclosure. Share with the team: this is how I see myself. Share information about yourself from any personality or leadership style assessment tools. Invite self-disclosure. * Members need to learn how to be comfortable and more skillful in giving and receiving feedback. During team debriefing, ask for feedback. If it is too general or evaluative, ask for specific examples of observed behavior. Also, during team debriefing, offer to give feedback, provided a person wants it. Review the Feedback Guidelines. * Practice the skills of active listening, including paraphrasing, perception checking, and acknowledging and sharing feelings. During team debriefing, mention some examples of when these skills were used.2. BUILDING TEAM NORMS BY IDENTIFYING AND COMMITTING TO ADHERE TO SPECIFIC TEAM AGREEMENTS. Propose to the team those agreements below which would strengthen the functionality of the team. * DIRECTNESS - saying what we believe and feel as precisely as possible and without reservation. Resist the tendency to “sit on data”. * CONFIDENTIALITY - what is discussed about how a task is accomplished can be discussed outside the team, but self-disclosure and feedback about team members remains confidential within the team. * SHARED LEADERSHIP - everyone is equally responsible for the success of the team and for providing leadership when appropriate, even when a team leader is designated.* GOAL CLARIFICATION - prior to task performance, the team will clarify the goal(s) of their "activity". In addition to clarification, there is also an effort to insure that it is a "shared goal", i.e., members are committed to it. Discuss what you want to accomplish for yourself vs. the team. * ROLE CLARIFICATION - prior to task performance, the team will clarify the role ofeach team member. Identify the talents, skills, and motivations to each team members, and seek to capitalize on them to enhance team performance. * RELEVANCE - when engaged in team performance, the team will "stay focused and on point" and seek to minimize distractions and irrelevant conversations. * BALANCED PARTICIPATION - the team will provide opportunities for all of its members to participate, albeit at different times and in different ways. The team is willing to commit to "draw in" more passive members and provide developmental opportunities for them. * PROCESS CHECKING - any team member at any time can "stop" the team process and ask for a "time out" to discuss how the team is presently functioning. Such "checks" are advisable if a member believes that the team process used to perform a task is becoming dysfunctional. Simply ask: is this process working well? What can we do differently? Note thatthis is not a full team debriefing, but only a quick check to be sure that the team is headed in the right direction with the best process. * TEAM DEBRIEFING - after the team has completed a task, a member of the team will facilitate a discussion of how well the team functioned by asking (1) what helped and hindered our team's effectiveness or (2) what should we start doing, stop doing, and keep doing to improve our team's effectiveness. Use a flip chart. After and sometimes during the review of process, it is necessary to give and receive specific feedback.3. BUILDING A TEAM DECISION PROCESS. Prior to the performance of a task, it should be clarified if the team leader or the entire team by consensus will make final decisions. Note that teams can be used for purposes of generating ideas, identifying resources, or actually makingdecisions. But it should be clear when the positional leader or the entire team is making a decision. If the team is responsible for the decision, the following method is suggested: * Any team member can make a "proposal". If there are multiple proposals, then each one should be discussed separately using the following steps. * Each member of the team is surveyed to determine if they agree or disagree with the proposal. No explanation is offered at this time. * After the survey is complete, each member who disagreed with the proposal is asked to share their reasons.* After considering the objections, a new proposal is offered in an effort to move toward consensus, and the survey process is repeated. Note that a “consensus decision” is one which you may not necessarily believe is the best decision, but one that you can support. However, your opinion regarding the best decision should be shared with the team. 4. SELECTING A POSITIONAL LEADER. The team is encouraged to select different leaders for different tasks. To select a leader for the team, the following process should be used. * Discuss the characteristics (skills and attitudes) that you believe are essential for an effective positional leader. * Each member of the team should indicate those things they do well which would make them an effective positional leader for the immediate task. * Each member selects 2-3 persons who best fit the criteria developed in step #1. * A couple of persons are nominated. After the nominations, the person making the nomination "proposal" can use the consensus (survey) decision making process. * Reach a consensus on the selection of the positional leader.5. BUILDING TEAM CONFIDENCE. "Practice makes perfect." Building an effective, high performing team is a gradual process of continuous skill


View Full Document

OSU BA 453 - TEAM BUILDING

Documents in this Course
Load more
Download TEAM BUILDING
Our administrator received your request to download this document. We will send you the file to your email shortly.
Loading Unlocking...
Login

Join to view TEAM BUILDING and access 3M+ class-specific study document.

or
We will never post anything without your permission.
Don't have an account?
Sign Up

Join to view TEAM BUILDING 2 2 and access 3M+ class-specific study document.

or

By creating an account you agree to our Privacy Policy and Terms Of Use

Already a member?