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Team-building-Material-&-ice-breakers

Team-building-Material-&-ice-breakers

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09/08/2015

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Paras Kaushik

Team

CONTENTS

Team…2

what stage is our team in?…5

teamwork and geese…8

book summary: the 17 indisputable laws of teamwork…10

games for waking up, breaking the ice, building a team and having fun…14

team building – a fifth discipline exercise…16

Page 1 of 16

Intellectual models d. selfmanaged ones. Learning: Components of Team Learning Team learning comprises the following interrelated components and absence of even one of them might leave the process unaccomplished a. has now changed with traditional organizational systems evolving into new paradigms of culture called team culture. The scenario however. Such teams. "The mark of a leader is not the answers he gives but the questions he asks". Common vision Most managers wish to launch the Learning Organization Concept at a meteoric speed in their organizations and it is advisable to initiate reformation with team learning. Interacting d.managed team capable of extraordinary performance overnight is nevertheless a demanding task. Through questioning the team devises a strategy to efficiently utilize resources and find alternative solutions to problems. Team Learning: The concept of team learning was first proposed by Rag Evans in the United Kingdom and later developed by organizational interventionists in the United States of America. especially. the other four being: a. are highly productive.It is one of the five disciplines of a Learning Organization concept. Learning feedback Probing-Solutions can be found by following a certain methodology to identify the cause of a problem. Probing b. The Work Wheel delineates nine team tasks: Page 2 of 16 . Commitment to team learning along with due emphasis on personal advancements is the key to developing an effective team culture. Systematized thinking b. Individual mastery c. The methodology focuses on success factors. Essence of Team Culture: Team learning is undoubtedly a part of team culture . This is evident from Reg Revans’ remarks. This method is more operational than complying with expert opinion and merely relying on books and journals. which distinguish between high and low performance teams. These factors are organized as a team task model known as the "Types of Work Wheel". Valuing multiplicity c. Developing a self.Paras Kaushik Team TEAM Individual mettle was always given more importance than group effort. Teams are a group of employees working towards a common goal. They observed that team learning is a rework of accomplished learning and aims at offering solutions to organizational problems by encouraging questioning.

The focal point of the task should be to invite as many ideas as possible to prevent any bias. the red execute plans and strategies while the blue meetings reconsider progress.Often team goals are not achieved owing to unanticipated problems. Only a dedicated team can arrive at agreements. Apart from the work wheel model of team learning. He questions the relevance of the problem.Initializing sessions churn out practicable ideas.Brainstorming sessions generate an idea pool. the team leader preaches methods. RelateRelate.Variety in thinking is necessary to view a problem from different perspectives and arrive at best solutions. Outputs are compared to standards and approved quality levels. which is likely to gather it and by what means. UpholdUphold. Multiplicity issues can be addressed through the "Team Management Wheel” model.upholding the integrity of the team is critical for a strong team. The team must review mistakes to avoid reoccurrence. successful teams also practice another model that categorizes four sessions of colour meetings.Paras Kaushik Team PreachPreach. varied thinking might result in conflict. Yellow meetings throw open the opportunities.Presentation of ideas influences the team members as well as the stakeholders. However. Due attention and thought can avert such problems. PresentPresent. gathers data regarding the cause by asking for the required information. CategoriesCategories. Page 3 of 16 . These ideas are then tested for authentication. CreateCreate. This helps to identify team members assuming different roles and determine their approach to work situations.This activity determines the team performance. Craftsmen envision new ideas. simplify it and then disseminate it to other members. Valuing Multiplicity.To tackle a crisis. ScrutinizeScrutinize. green meetings filter ideas and gather information.these sessions implement the idea and dole out duties and responsibilities to the team members. InitializeInitialize. Flag-Bearers of the Team Management Wheel Correspondents gather information. GenerateGenerate.another characteristic of a team is its ability to promote healthy relations among its members to ensure information sharing.

Enforcers are the organizers and decision-makers who propel a process and believe in getting the job done.Learning is an ongoing process. A host of interactive skills required for team members have been put together in the "Influencing Skills Model". organizations must adopt a team culture for futuristic achievements. Team feedback is as imperative as individual performance reviews. Components of Influencing Skills Model The influencing skills model has three categories: a. Solution-centered skills. Page 4 of 16 . Summarizing skills The team enlivening these interacting skills can best invigorate team processes? Learning advice. which can be bettered through feedback. Organizers are highly reflective people who inspect the reasons for failure of a well thought-out plan. Problem-centered skills. survey and analysis b. Appraisers analytically look for lucrative opportunities.It ensures review of the teamwork which in turn makes team learning more effective. Interacting. Supporters help the team maintain the values playing a pivotal role in decision-making. Minutes of meetings must be encouraged at the end of every team meeting .Paras Kaushik Team Surveyors are the dynamic presenters who influence the in-house and out-house members to accept an idea.like leading. proposing and directing c. Team learning helps traditional organizations evolve into learning organizations. Apart from strategic plans and training. All the members in the team must relate to the problems at hand and dodge the multiplicity of issues. Reputed writers like Peter Senge have identified its importance. Concluders are highly energized team members who carry the process towards a positive outcome.like pacing.Interaction is the key element that binds the members of a team.

16. 4.e.3 Frequently . _____ The team leader is democratic and collaborative. 12. 15. _____ We take our team's goals and objectives literally. we make them up as the task or project progresses. but we do not use many because we fail to listen to them and reject them without fully understanding them. 3. _____ We are quick to get on with the task on hand and do not spend too much time in the planning stage. _____ We have accepted each other as members of the team. everyone gets the opportunity to have their say). _____ Team members do not fully trust the others members and closely monitor others who are working on a specific task. _____ We try to have set procedures or protocols to ensure that things are orderly and run smoothly (i. and keep to the point.4 Almost always . 6.5 1. 13. 7. _____ Many of the team members have their own ideas about the process and personal agendas are rampant. do not interrupt. and assume a shared understanding. 8. _____ Our team feels that we are all in it together and shares responsibilities for the team's success or failure. Next to each question indicate how rarely or often your team displays each behavior by using the following scoring system: Almost never .2 Occasionally .1 Seldom . 10. _____ We do not have fixed procedures. 5. 9.Paras Kaushik Team What Stage Is Our Team In? Directions . _____ The team leader ensures that we follow the procedures. _____ We enjoy working together. 11. Page 5 of 16 . _____ We have through procedures for agreeing on our objectives and planning the way we will perform our tasks. we have a fun and productive time. _____ Team members are afraid to ask others for help. _____ We are trying to define the goal and what tasks need to be accomplished. minimize interruptions. 14.This questionnaire contains statements about teamwork. 2. do not argue. _____ The team leader tries to keep order and contributes to the task at hand. _____ We generate lots of ideals.

_______ 32. total each of the four columns. some members are impatience with these discussions. time keeper. 29. _______ 30. _______ 10. _______ 13. _______ 16. 28. 20. _____ The tasks are very different from what we imagined and seem very difficult to accomplish. _____ It seems as if little is being accomplished with the project's goals. _______ 7. 25. _______ 15. _______ 22. _____ We are able to work through group problems. etc. 23.Paras Kaushik Team 17. _______ TOTAL _____ Norming Stage Item Score 3. _______ 12. _______ 20. 21. _______ 17. mark the score of each item on the questionnaire. facilitator. _______ TOTAL _____ Performing Stage Page 6 of 16 . _____ The goals we have established seem unrealistic. _______ 11. 18. _______ 25. _____ We often share personal problems with each other. _______ 23. _______ 19. 22. _______ 27. _______ 5. _____ We assign specific roles to team members (team leader. _______ 24. _______ 9. In the fill-in lines below. _____ There are many abstract discussions of the concepts and issues. 27. _____ There is a close attachment to the team. _______ 14. _____ We try to achieve harmony by avoiding conflict. _______ 21.). 19. _______ 28. For example. Item Score 1. note taker. _______ TOTAL _____ Forming Stage Item Score 2. then enter a 3 next to Item One. _______ 18. _____ The team is often tempted to go above the original scope of the project. _____ We get a lot of work done. if you scored item one with a 3 (Occasionally). _____ We fully accept each other's strengths and weakness. we are excited and proud to be on the team. 30. _______ 29. 24. _____ There is a lot of resisting of the tasks on hand and quality improvement approaches. 31. _______ 26. _____ We argue a lot even though we agree on the real issues. _______ TOTAL _____ Storming Stage Item Score 4. _______ 31. _____ Although we are not fully sure of the project's goals and issues. 32. _______ 6. When you have entered all the scores for each question. _______ 8. _____ We express criticism of others constructively 26.

The lowest of the three scores is an indicator of the stage your team is least like. If your lowest score is 16 or less. or the team's performance is highly variable. Page 7 of 16 . The highest of the four scores indicates which stage you perceive your team to normally operates in. it is a strong indicator that your team does not operate this way. It is based on the the "Tuckman" model of Forming. If your highest score is 32 or more. The lowest score possible for a stage is 8 (Almost never) while the highest score possible for a stage is 40 (Almost always). then this indicates that you have no clear perception of the way your team operates.Paras Kaushik Team This questionnaire is to help you assess what stage your team normally operates. If there is only a small difference between three or four scores. Norming. Storming. you are probably going through a transition phase. or that you are in the storming phase (this phase can be extremely volatile with high and low points). it is a strong indicator of the stage your team is in. and Performing. except: If you score high in both the Forming and Storming Phases then you are in the Storming Phase If you score high in both the Norming and Performing Phases then you are in the Performing Stage. If two of the scores are close to the same.

or resources. As with geese. Lesson Page 8 of 16 . the whole flock adds 71% greater flying range than if each bird flew alone. it creates an "uplift" for the birds that follow. We are willing to accept their help and give our help to others. Lesson People who share a common direction and sense of community can get where they are going quicker and easier because they are traveling on the thrust of each other. and unique arrangements of gifts. Fact 3 When the lead bird tires. It quickly moves back into formation to take advantage of the lifting power of the bird immediately in front of it. Lesson If we have as much sense as a goose. Read and discuss the following short story: Fact 1 As each goose flaps its wings. Fact 4 The geese flying in formation honk to encourage those up front to keep up their speed. talents. it suddenly feels the drag and resistance of flying alone. people are interdependent on each others' skills.How relying on others promotes the goals of the team. By flying in a "V" V formation. capabilities. we stay in formation with those headed where we want to go.Paras Kaushik Team Teamwork and Geese Objective . Fact 2 When a goose falls out of formation. Lesson It pays to take turns doing the hard tasks and sharing leadership. it rotates back into the formation to take advantage of the lifting power of the bird immediately in front of it.

the production is much greater. we will stand by each other in difficult times as well as when we're strong. Page 9 of 16 . Fact 5 When a goose gets sick. Lesson If we have as much sense of geese. They stay with it until it dies or is able to fly again. or shot down. two geese drop out of formation and follow it down to help and protect it. Then. wounded.Paras Kaushik Team We need to make sure our honking is encouraging. The power of encouragement (to stand by one's heart or core values and to encourage the heart and core values of others) is the quality of honking we seek. In groups where there is encouragement. they launch out with another formation or catch up with the flock.

The Law of the Chain Page 10 of 16 . Evaluate each person’s skills. you need a team. you need to know your players and the team situation. author of ‘The 21 Irrefutable Laws of Leadership’ Published in Nashville.. everyone benefits. Essentially. Members must be willing to subordinate their roles and personal agendas to support the team vision. providing the needed resources. An ever-changing challenge requires a fast. leaders can create a more unified team. resources.The Law of the Big Picture The goal is more important than the role. Focus on the team and the dream should take care of itself. By seeing the big picture. Tennessee by Thomas Nelson.Paras Kaushik Team Book Summary: The 17 Indisputable Laws Of Teamwork Summary: This article is based on the following book: The 17 Indisputable Laws of Teamwork "Embrace Them and Empower Your Team" John C. the need for teamwork elevates. Inc. or more responsibility. flexible team. you need to add value and invest in your team so the end product benefits from more ideas. effectively communicating the vision to the team. 5. when the right team member is in the right place. One is too small a number to achieve greatness. strengths. emotions. support. 2. Add members. and potential. and hiring the right players. and perspectives. change leaders to suit the challenge of the moment. discipline. 1. Building a winning team requires understanding of these principles. or simple naiveté and temperament. 3. The Law of the Niche All players have a place where they add the most value. To be able to put people in their proper places and fully utilize their talents and maximize potential. coaching. 2001 265 pages To achieve great things. their level of insecurity. 4. The Law of Significance People try to achieve great things by themselves mainly because of the size of their ego. See who needs direction. energy. and remove ineffective members. The type of challenge determines the type of team you require: A new challenge requires a creative team. An Everest-sized challenge requires an experienced team. Whatever your goal or project. The Law of Mount Everest As the challenge escalates. Maxwell.

and confident. The Law of the Scoreboard Page 11 of 16 . Do you think the team wouldn’t be able to get along without you? Do you secretly believe that recent team successes are attributable to your personal efforts. end up having to help him. not the work of the whole team? Do you keep score when it comes to the praise and perks handed out to other team members? Do you have a hard time admitting you made a mistake? If you answered yes to any of these questions. creative people who take the initiative. energized. It knows where it’s headed and why it’s going there. Sacrifice. and unselfishness are part of the price we pay for team success. communicative. talented. The Law of the Catalyst Winning teams have players who make things happen. you need to keep your attitude in check. Strategic. or the get-it-doneand-then-some people who are naturally intuitive. Does the business practice with integrity? Do members stay? Does the team make positive use of anything contributed by previous teams in the organization? Does the strategy serve the vision? Is there a long-range vision to keep the team from being frustrated by short-range failures? 8. come to resent him. personal development. and influential. directional. and Visionary Compasses. 6. and ultimately question their leader’s ability. 11. become less effective. The Law of the Compass A team that embraces a vision becomes focused. passionate. When a weak link remains on the team the stronger members identify the weak one. These are the catalysts. Historical. 9. The Law of the Price Tag The team fails to reach its potential when it fails to pay the price. A team should examine its Moral. are responsible. Is your integrity unquestionable? Do you perform your work with excellence? Are you dedicated to the team’s success? Can people depend on you? Do your actions bring the team together or rip it apart? 10. The first place to start is with your self. time commitment. The Law of Countability Teammates must be able to count on each other when it counts. Intuitive. generous. 7.Paras Kaushik Team The strength of the team is impacted by its weakest link. The Law of The Bad Apple Rotten attitudes ruin a team.

The Law of High Morale When you’re winning. Effective teams have teammates who are constantly talking. clients. and listening to each other. Between the team and the public. potential recruits.Paras Kaushik Team The team can make adjustments when it knows where it stands. Values must be constantly stated and restated. From leader to teammates. 17. Make the decision to build a team. 16. The Law of Identity Shared values define the team. maybe another person would be best suited for leading the team. People should be able to disagree openly but with respect. 12. Understand that in particular situations. The Myth of the Round Table is the belief that everyone is equal. The scoreboard is essential to evaluating performance at any given time. and is vital to decision-making. work ethic and vision are in place. A good leader can bring a team to success. and institutionalized. one person is always in charge in every situation. The key to making the most of the law of the bench is to continually improve the team. it can deal with whatever circumstances are thrown at it. practiced. nothing hurts. there should be consistency. and the public. which is not true. Any team that wants to excel must have good substitutes as well as starters. clarity and courtesy. Compensate where it is due. The person with greater skill. Values give the team a unique identity to its members. The Myth of the Head Table is the belief that on a team. and decide who Page 12 of 16 . provided values. 13. The Law of Dividends Investing in the team compounds over time. teammates to leader. 15. The Law of the Bench Great teams have great depth. experience. and productivity in a given area is more important to the team in that area. When a team has high morale. The Law of the Edge The difference between two equally talented teams is leadership. The Law of Communication Interaction fuels action. responsiveness and openness is key. 14. and among teammates. The type of values you choose for the team will attract the type of members you need.

Gather the best team possible.Paras Kaushik Team among the team are worth developing. do things together. pay the price to develop the team. Azurin and Yvette Pantilla Page 13 of 16 . By: Regine P. delegate responsibility and authority. and give credit for success.

After 20 seconds say "stop" and "shift". Each inner-outer circle couple shakes hands and says their names. and then draws Drawings" his/her favourite: animal. plant/flower. Repeat the "stop" and "shift" procedure till everyone in the outer circle has drawn on the portrait of each inner circle participant and completed the round. Result: Result a portrait of each group participant. saying their names with an adjective starting with the same letter as the first one in their name. Fun and chaotic! Pull a name badge out of a hat and identify its owner. "Act" the adjective (Catherine does something crazy. Explain to the rest of the group why you drew the things you did. If you are slapped you will change places with the person in Page 14 of 16 . "Three Drawings": Each person writes his/her name on a large sheet of paper. To avoid being slapped one must say the name of someone else sitting in the circle (etc.Slap": "The Newspaper-roll Slap" Sit down in a circle with one person holding a rolled newspaper in his hand. each person facing a person in the outer circle. drawn by half of the group's participants! Hang the portraits on the walls of the room.Paras Kaushik Team GAMES for waking up. food. Newspaper. sport. car etc. Repeat each other’s names and adjective. book. Form two circles. The inner circle people each have a sheet of paper and one pen in front of them. Signs": "Body Signs" Each participant introduces his name and makes a body sign that becomes his. Everybody puts the pen down and moves to the next person in the inner circle. breaking the ice. The next person repeats the names and signs of previous participants.). the outer person then starts drawing the portrait of the inner person. building a team and having fun Breaking the ice / name games "Handshakes": "Handshakes" Shake hands with and introduce yourself to every body in the room (30 sec to 1 min). the newspaper person identifies that one person and tries to slap him on the knees. Portraits": "Drawing Portraits" Split the group in two halves. movie etc. One person says the name of someone in the circle. Have the circles change places and repeat the drawing procedure. Adam tries to look adorable). person. means of transportation (bicycle. shakes hands and continues on the drawing in front of them. foot. Write the name of the person on the portrait. "Adorable Adam to Crazy Catherine": Throw a ball (made of paper) between people standing in a Catherine" circle.). the inner circle sitting on the floor. (a maximum of three or four items).

the others walk around in the room. Pretend to be kissing the doll. everybody kissing his or her neighbors in the previously named place. Everybody takes one paper and answers the question written on it. Questions": “Written Questions" Everybody writes a question on a piece of paper (any question!) and puts the folded paper in a basket/bag or similar. Now. Grab”: “Mingle and Grab” One person leads the game. Pretend that you are holding a doll between your hands (one Doll" hand under its feet and one on its head). "Kiss the Doll": Stand in a circle. and name the place where you kiss it (e. After a full circle (everybody has kissed the doll in different places).e. Pass the doll to the next person. The leader calls a number (e.g. The group joins in a “group hug”. "I kiss the doll on the forehead"). “three”) and people find others to form groups with that number of participants. kiss the person next to you on the place where you kissed the doll (in this example the forehead). one at a time. who kisses the doll on another place. put the doll aside. everybody is hugging in a big group! Page 15 of 16 . Mix the pieces of paper. Finish the game by calling out the total number of people in the room i. who will then tell you the name of another person that you should try to slap with the newspaper. Complete the round in the circle. Next round: a new number is called and new “hugging groups” are formed.g.Paras Kaushik Team the middle.

6. Divide up into diads or triads. latter session: borrowing from Chaordic process. Have the new groups work from the first groups' list of 5 values to agree upon their 3 most important values.2 values.Take these to a next step. Compile the results of your final round & these should be a pretty good start at a set of organizational core values. For the first round. If you have time. 4. Have them bring their lists to the exercise. 6. have each diad compare their lists. 5.. how do we know we're living up to our values . then 1 value.e. probably at another. take the lists from the previous iteration & agree on 2 values. go through 2 more rounds . begin to identify/define BEHAVIORS that reflect these values (i. Have everyone identify his or her own personal top 10 values ahead of time. 3. 2. Change groups again. Share results between each round. then develop consensus on a list of 6 values (the 5 that they agree are most important to both or all three). Page 16 of 16 .Paras Kaushik Team Exercise TEAM BUILDING – A Fifth Discipline Exercise 1. Rotate into a different set of diads or triads.what actual behavior within the organization would demonstrate that we're actually LIVING our core values?).

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