Professional Documents
Culture Documents
Team Development Interventions
Team Development Interventions
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 persons 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.
SIZE
MEMBER NEEDS
DECISION MAKING
HOMOGENEOUS MEMBERS
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
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.
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.
Results Of Outdoor labs: Outdoor labs have become very popular as a team development and leadership training technique. Ex:- Dominos 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
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 persons 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.
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 incumbents expectations of others. The role incumbent lists his or her expectation of other group members. this lists describes expectations that affect the incumbents 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.
3) Role expectations by others: The other members list their expectations of the role incumbent. This list includes what they expect him or her to do as it affects their role performance. The work team modifies this list until everyone agrees. 4)Role profile: Once there is agreement on the role defination,the role incumbent is responsible for making a written summary called a role profile. He or she distributes a copy of the completed role profile to all the other members. 5 )Repeat process: The team follows the same procedure until every member has a written role profile.
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.