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
majority.
I. The team I can contribute:
a) I think I can see and seize new opportunities quickly.
b) I can work with different types of people.
c) Creation of ideas is my second nature.
d) I can support people who can contribute something valuable.
e) Ability to execute ideas is part of my personal effectiveness.
f) In the interest of the final results I am willing to bear the temporary unpopularity.
g) I usually feel what is real and what may work.
h) I can offer alternative procedures for consideration, without prejudice and distortion
II. If I have some weaknesses as a team member, so they are:
a) It is difficult to bear when meetings have not an appropriate structure, control and
organization.
b) I tend to favor people with good ideas who have not getting enough space.
c) When I get to new ideas, I tend to talk too much.
d) My inclination to objectivity makes for me difficult immediately and willingly join the
arguments of colleagues.
e) Sometimes they say about me that I am authoritarian / and I push people into work,
particularly if something has to be done.
f) I do not like the leadership position, perhaps because I care too much for the harmony
atmosphere of group.
g) I am often too immersed in my own thoughts and lose picture of what is happening in the
team.
h) Colleagues think about me, that I am unnecessarily concerned with details.
III. If I am working with other people on some projects:
a) I can influence people without making pressure.
b) My natural caution and care usually prevents something to be omitted or done
incorrectly.
c) I tend to push others into action to exploit the time and not to lose focus on the main
objectives.
d) They can be assured that I will come up with something original.
e) I am always ready support good proposal in common interest.
f) I like search for latest news, ideas and results in the area I am involved.
g) I believe that my reasoning ability can help make the right choice.
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.
d) I think I have the talent to start the implementation of already approved plan.
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.
h) I am interested in all opinions, but when decision needs to be done, I can decide without
hesitation.
V. Work really satisfying when I can:
a) Enjoy an situation analysis and consider all possible options or alternatives,
b) Find practical solutions of problems,
c) Facilitate a good working relationship,
d) Affect the decision,
e) Meet people who I can offer something new,
f) Get people to agree with the necessary course of action,
g) Give full attention to my work,
h) Do in the area, which stimulates my imagination.
VI. If I suddenly get a difficult task with unknown time deadline, colleagues and
collaborators:
a) I would like to retire to a corner to find exit of the dead end before taking the next steps.
b) I'll be ready to cooperate with that people, who gives me a clear positive relationship.
c) I will find a way to reduce the scope of tasks by providing how can individuals support me
at the best.
d) My natural sense of order and time will help me ensure compliance with the team schedule.
e) I believe to preserve peace and calm.
f) I will keep a clear direction even by different pressures.
g) If I will feel that the group is not progressing, I will be ready take the lead.
h) I will open a debate to stimulate new ideas and to induce some progress.
VII. By problems I encounter by teamwork:
a) I am able to show my impatience with people who hinder the process,
b) They can criticize me that I'm too analytical and less intuitive,
c) My effort to ensure that the work is done properly, can delay the progress.
d) I start be "bored" fast enough and rely on one or two inspirational people that they “pick
me up".
e) It is hard for me to start something without clearly defined objectives.
f) Sometimes I have problems to explain complex ideas that I am thinking on.
g) I realize that I ask from others things, which I can not do myself.
h) I hesitate to plant for my own idea, when I stand up against strong opposition.
 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
Plants are creative, unorthodox and a generator of ideas. If an innovative solution to a
problem is needed, a Plant is a good person to ask. A good Plant will be bright and free-
thinking. Plants can tend to ignore incidentals and refrain from getting bogged down in detail.
The Plant bears a strong resemblance to the popular caricature of the absent-minded
professor, and often has a hard time communicating ideas to others. Multiple Plants in a team
can lead to conflicts, as many ideas are generated without sufficient discernment or the
impetus to follow the ideas through to action.
Resource Investigator
The Resource Investigator gives a team a rush of enthusiasm at the start of the project by
vigorously pursuing contacts and opportunities. He or she is focused outside the team, and has
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
Resource Investigator is a maker of possibilities and an excellent networker, but has a
tendency to lose momentum towards the end of a project and to forget small details.
Co-ordinator
A Co-ordinator is a likely candidate for the chairperson of a team, since they have a talent for
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
person for the job. The Co-ordinator clarifies decisions, helping everyone else focus on their
tasks. Coordinators are sometimes perceived to be manipulative, and will tend to delegate all
work, leaving nothing but the delegating for them to do.
Shaper
The Shaper is a task-focused individual who pursues objectives with vigor and who is driven
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
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
conflict, aggravation and in-fighting.
Monitor Evaluator
Monitor Evaluators are fair and logical observers and judges of what is going on in the team.
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
problem-solving, and by moving slowly and analytically, will almost always come to the right
decision. However, they can become very critical, damping enthusiasm for anything without
logical grounds, and they have a hard time inspiring themselves or others to be passionate
about their work.
Teamworker
A Teamworker is the oil between the cogs that keeps the machine that is the team running
smoothly. They are good listeners and diplomats, talented at smoothing over conflicts and
helping parties understand one other without becoming confrontational. Since the role can be
a low-profile one, the beneficial effect of a Teamworker can go unnoticed and unappreciated
until they are absent, when the team begins to argue, and small but important things cease to
happen. Because of an unwillingness to take sides, a Teamworker may not be able to take
decisive action when it is needed.
Implementer
The Implementer takes their colleagues' suggestions and ideas and turns them into positive
action. They are efficient and self-disciplined, and can always be relied on to deliver on time.
They are motivated by their loyalty to the team or company, which means that they will often
take on jobs everyone else avoids or dislikes. However, they may be seen as closed-minded
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
practices.
Completer Finisher
The Completer Finisher is a perfectionist and will often go the extra mile to make sure
everything is "just right," and the things he or she delivers can be trusted to have been double-
checked and then checked again. The Completer Finisher has a strong inward sense of the
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
minor details at the expense of meeting deadlines, and by refusing to delegate tasks that they
do not trust anyone else to perform.
Specialist
Specialists are passionate about learning in their own particular field. As a result, they are
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
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
will tend to be uninterested in anything which lies outside its narrow confines.
The Belbin Team Inventory was revised to include the Specialist role, since the role was not
revealed in the original research, owing to the fact that no specialised knowledge was required
for the simulation exercise.
 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  
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