Team-Building Workshop

Louis Rowitz, PhD

Director

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 A team is a collection of individuals
guided by a common purpose striving for
the same.. With a good team, the whole is
better than the sum of the parts
(Mallory, 1991)

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 Teams and Groups

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 Traditional Work Teams
Groups
Leaders dominates The leader is
and controls the facilitator and coach
team
Goals set by Goals set by team
organization members
Leader conducts Meetings are
meetings participative
discussions
Leader assigns Team plans work
work assignments
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 Traditional Work Teams
Groups
Emphasis on individual Emphasis on team
performances performances
Workers compete Team members work
against each other as cooperative unit
Communication flows Communication flows
down from leader upward and
downward(to and from
leader)
Information is often Information is shared
hoarded by workers
Decisions made by Decisions made by
leader entire team
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 Good Reasons to
Form a Team
• To solve problems by drawing on the talents of
variety of individuals.
• To foster togetherness in the workplace while tackling
projects.
• To reduce or eliminate a lack of communication
among staff members on projects.
• To heighten productivity by encouraging an
atmosphere of cooperation.
• To achieve a solution that might be unpopular to
some but is the desire of the majority.
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 Weak Reasons to
Form a Team
• To lighten the workload of the supervisor (this
requires delegation.)
• To make workers transfer knowledge to one another
to save educational costs (these people need training.)
• To determine the opinions and working styles of the
staff (this organization need improved
communication.)
• To get the staff to work harder (they need better
supervision or motivation and rewards.)

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 Advantages to You
The team-building experience is valuable in
many jobs—not just your current position.
The skills are useful for:
• Executive positions. Nearly every executive
must, at one time or another , work with or
direct a team.
• Mid-level managers. Whether you supervise
two or 200 people, you could be called upon to
form a team. Having learned the necessary
skills gives you an advantage when the
situation occurs.

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 Advantages to You
The team-building experience is valuable in
many jobs—not just your current position.
The skills are useful for:
• Entrepreneurs. Knowing how to lead a team comes
in handy if you are self-employed, operate your own
business or are part of a network of associates. You’ll
be able to tap the brain power and knowledge of
others in a group setting.
• Working with people. Any position where you work
with people requires good human relations skills. By
exposing yourself to the teamwork process, you’ll get
greater insight into individual differences and how
these differences can be managed to achieve a
collective goal
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 Values Exercise

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 Types of Teams
(Capezio, 1996)

A. Natural Work Teams

B. Cross-functional Teams
C. Corrective Action Teams
D. Hybrid Teams

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 Leader Behavior

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 Indicators of Team
Readiness

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 Key Roles in Teams

• Team Leader
• Critic
• Implementer
• External Contact
• Coordinator
• Ideas Person
• Inspector

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 Characteristics of
Team Players
(Mallory, 1991)
1. Dominant
2. Influencer
3. Balancer
4. Loyalist

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 Worksheet for Team-Building

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 Key Points to Keep in Mind

• Understand how and why people work

together- the psychology of team-building –
and consistently put your knowledge to use.
• Set goals, objectives and checkpoints to keep
team projects on track
• Select the right people to be on your team.
Look for their full potential and cultivate it.

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 Key Points to Keep in Mind

• Demand the most from yourself and your skills

as team leader. Challenge yourself and the
team throughout the project, and inspire others
to follow you.
• Delegate with tact and thoroughness. Let
others’ skills help you do your work. Allow
others to grow through the tasks you assign
them.

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 Key Points to Keep in Mind

• Motivate your team by giving them their needs and

wants, and by rewarding them.
• Communicate with your team in a concise manner.
Have the team give you feedback to demonstrate they
understand your message.
• Eliminate problems quickly when they arise.
Confront the difficult situation, determine what action
you should take, keep team members informed, if
appropriate, then move on to other matters.

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 Key Points to Keep in Mind

• Give rewards. Reward the whole team, not

individuals.
• Instill team spirit. Monitor team morale and
togetherness, and keep it running at an
optimum pace.

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 Stages of a Team Life Cycle
Infant
(stage 1)

Adolescent
Established
Performer

(stage 2)
(stage 4)

Young
Adult
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(stage 3)
 Focusing on Team Basics
Performance Results

Mutual
Problem
Solving
Small number
Technical/
of people
function
Interpersonal
Individual

Specific goals
Common approach
Meaningful purpose

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Collective work Commitment Personal Growth
Products
 How to Make Teams Really Work
Inverting the Organizational Pyramid
CUSTOMERS

Customer satisfaction Teams
Vendor Relationship Teams
Partnerships & Joint-Venture Teams


Operating Teams
Natural Work Teams
Cross-functional Teams
Corrective Action Teams
Hybrid Teams

Management Team
Function and
Department Heads

Senior Team
CEO
VPs
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 How to Make Teams Really Work
Systematic View of Team Development

1 2 3
Establish Mission Team Design Team Rules and
“Mutual Goals And Leadership Guidelines
and Commitment” “Structure” “Values/Norms”

6 5 4
Evaluation Team controls Team Dynamics
“Results” “Focus” “Maturity”

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 Eight Characteristics of Effectively
Functioning Teams
(Larson and LaFasto, 1988)

• A clear elevating goal • A collaborative climate

• A results –driven • Standards of excellence
structure • External support and
• Competent members recognition
• Unified commitment • Principled leadership

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 Ducks in a Row
Exercise

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 Moral
When people believe in each other, when
they believe that each team member will bring
superior skills to a task or responsibility, that
disagreements or opposing views will be worked
out reasonably, that each member’s view will be
treated seriously and with respect, that all team
members will give their best effort at all times, and
that every one will have the team’s overall best
interest at heart, then excellence can become a
sustainable reality.
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