Social
Competencies
of
a
Teacher
Didac5cs
in
Higher
Educa5on
Katarzyna
Zahorodna,
phd
Depertment
of
Humani5es
and
Social
Sciences
Wrocław
University
of
Science
and
Technology
subject
4.
team
working.
agenda:
• defini5ons
• roles
• team
goals
group
func5oning
-‐
the
meaning
of
working
in
a
team,
not
alone
?
group
func5oning
-‐
the
meaning
of
working
in
a
team,
not
alone
Working
in
a
group
is
associated
with
certain
difficul5es
(different
characters,
clash
of
individualists,
fear
of
evalua5on,
communica5on
difficul5es,
etc.),
but
it
also
has
great
advantages,
including:
- is
the
place
where
ideas
arise
- sharing
experiences,
thoughts,
emo5ons
- receiving
feedback
among
its
members
- self-‐insight
and
analysis
of
experiences
- the
group
can
give
support
and
confidence
- enables
planning
of
ac5ons
leading
to
change
func5oning
of
the
team
-‐
defini5ons
task
group
(team)
-‐
a
few
people
who
are
united
by:
• feeling
of
responsibility
• complementary
skills
• result
/
common
goal
• 4-‐6
members
stages
of
the
team's
func5oning:
I
stage
–
team
II
stage
–
III
stage
–
team
building
aUri5on
working
1. team
building
-‐
geVng
to
know,
working
out
and
accep5ng
standards,
defining
roles
and
goals
2. a1ri3on
-‐
resistance
to
individual
assessment,
loss
of
individuality
to
the
group,
emo5onal
adjustment
3. working
in
a
group
-‐
group
problem
solving
and
crea5ve
thinking,
working
out
a
group
decision
excercise
1.
• fill
out
the
test
from
the
next
slides
and
read
the
descrip5on
of
all
group
roles
• look
for
roles
that
you
do
not
usually
play
in
the
group
Questionnaire teamwork
Teamwork questionnaire consists of 7 blocks of situation describing participation on
teamwork. For each one block you have 10 points, which you assign to individual
descriptions. You can give points to one statement, several or all depending on how would
you describe your behavior in different teams (work, sport or another), especially since your d) I think I have the talent to start the implementation of already approved plan.
majority. e) I tend to avoid the obvious (routine) and come up with something unexpected.
f) Whatever I start, I'll give it a hallmark of perfectionism.
g) I use contacts I have outside of the team.
I. The team I can contribute:
h) I am interested in all opinions, but when decision needs to be done, I can decide without
a) I think I can see and seize new opportunities quickly.
hesitation.
b) I can work with different types of people.
c) Creation of ideas is my second nature.
V. Work really satisfying when I can:
d) I can support people who can contribute something valuable.
a) Enjoy an situation analysis and consider all possible options or alternatives,
e) Ability to execute ideas is part of my personal effectiveness.
b) Find practical solutions of problems,
f) In the interest of the final results I am willing to bear the temporary unpopularity. c) Facilitate a good working relationship,
g) I usually feel what is real and what may work. d) Affect the decision,
h) I can offer alternative procedures for consideration, without prejudice and distortion e) Meet people who I can offer something new,
f) Get people to agree with the necessary course of action,
II. If I have some weaknesses as a team member, so they are: g) Give full attention to my work,
a) It is difficult to bear when meetings have not an appropriate structure, control and h) Do in the area, which stimulates my imagination.
organization.
b) I tend to favor people with good ideas who have not getting enough space. VI. If I suddenly get a difficult task with unknown time deadline, colleagues and
c) When I get to new ideas, I tend to talk too much. collaborators:
d) My inclination to objectivity makes for me difficult immediately and willingly join the a) I would like to retire to a corner to find exit of the dead end before taking the next steps.
arguments of colleagues. b) I'll be ready to cooperate with that people, who gives me a clear positive relationship.
e) Sometimes they say about me that I am authoritarian / and I push people into work, c) I will find a way to reduce the scope of tasks by providing how can individuals support me
particularly if something has to be done. at the best.
f) I do not like the leadership position, perhaps because I care too much for the harmony d) My natural sense of order and time will help me ensure compliance with the team schedule.
atmosphere of group. e) I believe to preserve peace and calm.
g) I am often too immersed in my own thoughts and lose picture of what is happening in the f) I will keep a clear direction even by different pressures.
team. g) If I will feel that the group is not progressing, I will be ready take the lead.
h) Colleagues think about me, that I am unnecessarily concerned with details. h) I will open a debate to stimulate new ideas and to induce some progress.
III. If I am working with other people on some projects: VII. By problems I encounter by teamwork:
a) I can influence people without making pressure. a) I am able to show my impatience with people who hinder the process,
b) My natural caution and care usually prevents something to be omitted or done b) They can criticize me that I'm too analytical and less intuitive,
incorrectly. c) My effort to ensure that the work is done properly, can delay the progress.
c) I tend to push others into action to exploit the time and not to lose focus on the main d) I start be "bored" fast enough and rely on one or two inspirational people that they “pick
objectives. me up".
d) They can be assured that I will come up with something original. e) It is hard for me to start something without clearly defined objectives.
e) I am always ready support good proposal in common interest. f) Sometimes I have problems to explain complex ideas that I am thinking on.
f) I like search for latest news, ideas and results in the area I am involved. g) I realize that I ask from others things, which I can not do myself.
g) I believe that my reasoning ability can help make the right choice. h) I hesitate to plant for my own idea, when I stand up against strong opposition.
h) They can count on me to take care of organization of all relevant activities.
IV. My approach to teamwork is characterized by:
a) I am interested to know my colleagues better.
b) I do not hesitate to challenge the views of others or to hold the opposite view at first sight
inappropriate.
c) I commonly find enough arguments to refute inappropriate proposals.
Answer form
Table 1: Points evaluation
Assigned Question
points I II III IV V VI VII
a) fs
b)
c)
d)
e)
f)
g)
h)
Table 2: Elaboration
Question IM CO SH PL RI ME TW CF
I. G D F C A H B E
II. A B E G C D F H
III. H A C D F G E B
IV. D H B E G C A F
V. B F D H E A C G
VI. F C G A H E B D
VII. E G A F D B H C
Spolu X X X X X X X X
X X X X X X X X
Team roles
IM CO
Implementer Co-ordinator
SH Shaper PL Plant
RI Resource investigator ME Monitor evaluator
TW Teamworker CF Completer finisher
Team role of your team
Name of group First priority role Second priority role Inappropriate
member position
1. The highest score represents a team role, where your team can most benefit from.
2. The second highest score indicates the team roles that can perform well.
3. The lowest scores are group roles which are inappropriate for you and are also your
weaknesses. More effective than strengthen your competences in this role is to find people
who can represent this team role. The optimal team includes representatives of all these roles.
Belbins team roles characteristics
Plant Teamworker
Plants are creative, unorthodox and a generator of ideas. If an innovative solution to a A Teamworker is the oil between the cogs that keeps the machine that is the team running
problem is needed, a Plant is a good person to ask. A good Plant will be bright and free- smoothly. They are good listeners and diplomats, talented at smoothing over conflicts and
thinking. Plants can tend to ignore incidentals and refrain from getting bogged down in detail. helping parties understand one other without becoming confrontational. Since the role can be
The Plant bears a strong resemblance to the popular caricature of the absent-minded a low-profile one, the beneficial effect of a Teamworker can go unnoticed and unappreciated
professor, and often has a hard time communicating ideas to others. Multiple Plants in a team until they are absent, when the team begins to argue, and small but important things cease to
can lead to conflicts, as many ideas are generated without sufficient discernment or the happen. Because of an unwillingness to take sides, a Teamworker may not be able to take
impetus to follow the ideas through to action. decisive action when it is needed.
Resource Investigator Implementer
The Resource Investigator gives a team a rush of enthusiasm at the start of the project by The Implementer takes their colleagues' suggestions and ideas and turns them into positive
vigorously pursuing contacts and opportunities. He or she is focused outside the team, and has
action. They are efficient and self-disciplined, and can always be relied on to deliver on time.
a finger firmly on the pulse of the outside world. Where a Plant creates new ideas, a Resource
Investigator will quite happily appropriate them from other companies or people. A good
They are motivated by their loyalty to the team or company, which means that they will often
Resource Investigator is a maker of possibilities and an excellent networker, but has a take on jobs everyone else avoids or dislikes. However, they may be seen as closed-minded
tendency to lose momentum towards the end of a project and to forget small details. and inflexible since they will often have difficulty deviating from their own well-thought-out
plans, especially if such a deviation compromises efficiency or threatens well-established
Co-ordinator practices.
A Co-ordinator is a likely candidate for the chairperson of a team, since they have a talent for Completer Finisher
stepping back to see the big picture. Co-ordinators are confident, stable and mature and
because they recognise abilities in others, they are very good at delegating tasks to the right The Completer Finisher is a perfectionist and will often go the extra mile to make sure
person for the job. The Co-ordinator clarifies decisions, helping everyone else focus on their everything is "just right," and the things he or she delivers can be trusted to have been double-
tasks. Coordinators are sometimes perceived to be manipulative, and will tend to delegate all checked and then checked again. The Completer Finisher has a strong inward sense of the
work, leaving nothing but the delegating for them to do. need for accuracy, and sets his or her own high standards rather than working on the
encouragement of others. They may frustrate their teammates by worrying excessively about
Shaper minor details at the expense of meeting deadlines, and by refusing to delegate tasks that they
The Shaper is a task-focused individual who pursues objectives with vigor and who is driven do not trust anyone else to perform.
by nervous energy and the need to achieve - for the Shaper, winning is the name of the game.
The Shaper is committed to achieving ends and will ‘shape’ others into achieving the aims of Specialist
the team. He or she will challenge, argue or disagree and will display aggression in the pursuit
of goal achievement. Two or three Shapers in a team, according to Belbin, can lead to Specialists are passionate about learning in their own particular field. As a result, they are
conflict, aggravation and in-fighting. likely to be a fountain of knowledge and will enjoy imparting this knowledge to others. They
also strive to improve and build upon their expertise. If there is anything they do not know the
Monitor Evaluator answer to, they will happily go and find out. Specialists bring a high level of concentration,
ability, and skill in their discipline to the team, but can only contribute on that specialism and
Monitor Evaluators are fair and logical observers and judges of what is going on in the team. will tend to be uninterested in anything which lies outside its narrow confines.
Since they are good at detaching themselves from bias, they are often the ones to see all
available options with the greatest clarity and impartiality. They take a broad view when The Belbin Team Inventory was revised to include the Specialist role, since the role was not
problem-solving, and by moving slowly and analytically, will almost always come to the right revealed in the original research, owing to the fact that no specialised knowledge was required
decision. However, they can become very critical, damping enthusiasm for anything without for the simulation exercise.
logical grounds, and they have a hard time inspiring themselves or others to be passionate
about their work.
mini-‐addi5onal
test
for
a
specialist
• If
your
test
results
show
no
strong
preferences
for
one
of
the
8
roles,
take
an
addi5onal
test
and
answer
to
what
extent
you
are
characterized
by
the
following
sentences:
– very
high
-‐
5
points
– high
-‐
4
points
– average
-‐
3
points
– liUle
-‐
2
points
– very
liUle
-‐
1
point
1. In
my
work,
I
never
stop
learning.
2. I
believe
that
promo5on
to
a
managerial
posi5on
deprives
employees
of
the
pleasure
of
working
as
a
specialist
who
knows
their
discipline
best.
3. Some5mes
I
think
group
work
could
be
done
by
one
person.
4. I
believe
it
is
beUer
to
know
more
about
one
thing
than
a
liUle
bit
about
everything.
5. My
job
fascinates
me.
6. I
am
able
to
devote
my
free
5me
for
my
professional
development.
7. I
chose
a
job
that
I
love
and
while
working
I
forget
about
the
whole
world.
if
you
achieve
more
than
28
points,
you
take
on
the
role
of
a
specialist
in
group
work
5
areas
that
determine
the
effec5veness
of
work
in
a
team
Leadership.
• Team
leadership
is
usually
performed
by
people
who
act
as
Coordinator
or
Shaper.
The
presence
of
such
people
determines
the
effec5veness
of
the
team's
work.
Described
as
mature
and
trust-‐inspiring,
the
Coordinator
explains
the
goals,
guides
the
decision-‐
making
process
and
sets
the
tasks
according
to
the
competences
of
other
team
members.
The
locomo5ve
is
full
of
energy
and
ready
to
take
on
the
next
challenge.
Her
dynamism
and
courage,
and
some5mes
pressure
on
other
team
members,
help
them
to
overcome
the
difficul5es
they
encounter.
Crea3vity
• The
team
members
who
play
the
roles
of
the
Plant
and
the
Resource
Inves3gator
have
the
greatest
impact
on
the
crea5vity
manifested
by
the
team.
Plant
in
a
group
is
focused
on
crea5ve
problem
solving
and
introducing
various
innova5ons.
he
provides
the
team
with
fresh
ideas
and
encourages
changes.
He/she
is
not
afraid
of
taking
risks
related
to
innova5ons.
The
Resource
Inves5gator
accurately
assesses
ideas
for
implementa5on
and,
thanks
to
friendly
contacts
with
others,
encourages
the
team
to
work
on
them.
He/
she
enjoys
teamwork
and
oaen
s5mulates
it.
Ac3on-‐orienta3on
• In
carrying
out
the
work
of
the
team
to
the
end,
people
who
act
as
an
Implementer
and
Specialist
are
indispensable
in
the
team.
The
implementer,
thanks
to
his
discipline,
diligence
and
focus
on
details,
transforms
the
ideas
and
goals
of
the
group
into
prac5cal
tasks
to
be
implemented.
Thanks
to
the
Specialist,
everything
is
made
in
accordance
with
the
standards.
He
makes
sure
that
the
task
is
completely
completed
and
that
no
details
are
lea
out.
Problem
analysis
and
decision
making
• From
the
group's
decision-‐making
perspec5ve,
a
team
member
ac5ng
as
Monitor
evaluator
is
extremely
useful.
Thanks
to
his
intelligence
and
balance,
he
can
see
the
problem
from
different
points
of
view.
It
is
invaluable
in
analyzing
the
facts,
considering
the
pros
and
cons
of
each
proposal,
and
choosing
the
op5mal
solu5on.
Atmosphere
-‐
rela3onship
in
the
team
• From
the
perspec5ve
of
team
roles,
the
atmosphere
in
the
team
is
primarily
influenced
by
two
factors.
The
first
concerns
the
extent
to
which
the
role
of
the
Teamworker
is
manifested
in
the
behavior
of
team
members,
or
the
presence
of
such
a
person
in
the
group.
Such
team
members
harmonize
their
work
and
counterbalance
the
fric5on
caused
by
other
members.
The
second
factor
is
related
to
the
appropriate
distribu5on
of
roles
in
the
team.
excercise
2
-‐
how
to
set
goals
as
a
team
Choose
a
problem:
• What
difficul5es
do
you
encounter
as
PhD
students
at
WUT?
Define
the
purpose:
• set
a
group
goal
using
the
SMART
or
6W+H
model
(methods
described
on
the
next
two
slides
to
develop
your
solu5on)
• set
a
goal,
sub-‐goals,
milestones,
• how
you
will
recognize
that
you
are
going
in
the
right
direc5on,
how
you
will
recognize
that
you
have
achieved
your
goal,
whether
to
accept
only
100%
of
the
target
or
e.g.
80%
(or
how
much?),
• an5cipated
difficul5es,
plan
B?
• specify
the
recipient
(depending
on
the
purpose
of
the
ac5vity)
A.
Kozak
„Proces
grupowy”,
s.
23
goal
-‐
rules
for
formula5ng
a
goal
expressed
in
the
acronym
SMART
(︎Łaguna,
Fortuna,
2009)
S „simple
—
unambiguously
formulated
so
that
its
understanding
is
obvious
to
all
group
par5cipants,
leaving
no
room
for
any
interpreta5on.
This
is
the
basis
for
moving
in
the
same
direc5on,
which
clearly
focuses
the
energy
of
the
group
members.
M measurable
—
it
would
be
good
if
the
goal
could
be
measured
with
numerical
indicators.
If
it
is
not
possible
to
quan5fy
the
status,
some
indicator
should
be
used
to
express
the
degree
of
achievement
of
a
given
goal.
Measurable
results
of
work
cons5tute
a
good
basis
for
rewarding
the
achieved
successes.
A achievable
—
according
to
the
theory
of
mo5va5on,
only
an
achievable
goal
mo5vates
to
ac5on;
an
overly
ambi5ous
goal
may
be
demo5va5ng
already
at
the
stage
of
star5ng
an
ac5on,
as
it
hits
the
element
of
faith
in
success.
At
the
same
5me,
the
high
bar
must
be
consistent
with
the
postulate
of
reachability
in
a
group
of
people
with
specific
poten5al
and
limits.
R relevant
—
first
of
all,
the
goal
must
be
important
for
the
par5cipants,
provide
a
clear
value
for
those
who
will
pursue
it,
and
at
the
same
5me
it
should
be
a
challenge
that
will
be
a
clear
step
forward
in
development
for
the
par5cipants
and
the
group.
Being
beUer
than
you
yesterday
is
a
really
good
engine
for
ac5on.
R 2mely
defined
-‐
clearly
defined
5me
to
achieve
the
goal.
Time
itself
is
already
a
mobilizing
factor.
The
5me
perspec5ve
gives
an
opportunity
to
distribute
forces
and
op5mally
use
the
poten5al
to
achieve
an
ambi5ous
goal.”
A.
Kozak
„Proces
grupowy”,
s.
43
goal
–
the
rule
of
6w+h
• WHO?
–
For
whom
this
is
a
problem
and
who
can
solve
it.
What
resources
and
needs
do
the
people
involved
in
the
ac5vi5es
have?
• WHAT?
–
What
effect,
solu5on
do
you
expect.
Will
the
solu5on
meet
the
needs
of
people
for
whom
it
is
dedicated?
• WHERE?
–
Where
is
the
solu5on
to
be
developed
or
where
it
is
to
func5on.
Does
a
given
place
or
loca5on
require
special
ac5ons?
• WHEN?
–
In
what
5me
period
the
goal
is
to
be
achieved.
Are
there
any
specific
condi5ons
or
limita5ons
related
to
the
5me
in
which
the
solu5on
should
be
developed
/
implemented?
• WHY?
–
What
are
the
benefits
of
solving
the
problem?
Iden5fy
the
reasons
for
achieving
a
given
goal
and
the
benefits
of
achieving
it.
• WHICH?
Describe
the
requirements,
limita5ons,
and
difficul5es
affec5ng
the
development
or
implementa5on
of
solu5ons.
• HOW?
–
Describe
how
you
are
going
to
reach
a
solu5on
or
how
you
intend
to
achieve
the
goal.
A.
Kozak
„Proces
grupowy”,
s.
44
problems
with
teamwork
• social
inhibi5on
• group
thinking
syndrome
• the
effect
of
social
laziness
summary:
teamwork
issues:
-‐ defini5on
-‐ roles
-‐ team
goals
the
topic
is
supplemented
by
an
interview
with
Claire
Shipman
about
research
on
the
self-‐
confidence
of
women
and
men,
because
only
recognizing
the
real
competences
of
group
members
gives
a
chance
to
maximize
their
poten5al
-‐
hUps://www.youtube.com/watch?v=zGhu4iaBqtk
literature
• A.
Kozak
„Proces
grupowy”
• B.
Wojciszke
„Człowiek
wśród
ludzi”
• Chełpa,
Witkowski
„Psychologia
konfliktów”
hUps://support.cultureamp.com/hc/ar5cle_aUachments/360007539899/Team_Goals_SMARTER.jpg
hUps://dpuk71x9wlmkf.cloudfront.net/assets/2020/02/10170035/02_V4-‐01.jpg
