Teamwork

LOGO
 Contents

1. Introduction to teamwork

2. Team role description

3. Stages of team development

4. Ten steps to do teamwork

5. Team culture
 1. Introduction to Teamwork

Group

What is the difference

between…………………..?

Team
 1. Introduction to Teamwork

1. Passengers at an airport
2. Students in High-quality program in
International Business economics/ International
Business administration/International Finance
3. Products in a supermarket
4. Airline passenger crashed on a desert island and
needed to work together to survive
5. Students in High-quality program working in the
same projects

Group Team
 1. Introduction to Teamwork

1.1. What is a Team?

1.1.1. Group
A group is a collection of two or more
interacting individuals with a stable pattern of
relationships among them, who share common
goals and who perceive themselves as being a
group.
❖ Social interaction.
❖ Stable structure.
❖ Common interests.
❖ Perceive themselves as part of group.
 1. Introduction to Teamwork

1.1. What is a Team?

1.1.2. Team
A team is a small number of people with
complementary skills who are committed to
a common purpose, performance goals, and
approach for which they hold themselves
mutually accountable.
 1. Introduction to Teamwork

1.1. What is a Team?

1.1.2. Team
❖ Small number – five to ten people.
❖ Complementary skills – appropriate
balance or mix of skills and traits.
❖ Commitment to a common purpose
and performance goals – specific
performance goals are an integral part of
the purpose.
 1. Introduction to Teamwork

1.1. What is a Team?

1.1.2. Team
❖ Commitment to a common approach
– team members must agree on who will do
a particular job & develop a common
approach.
❖ Mutual accountability – at its core,
team accountability is about the sincere
promises we make to others & ourselves –
commitment & trust.
 A GROUP VS. A TEAM

GROUP
❖ Strong, clearly focused.
❖ Individual accountability.
❖ Individual work products.
❖ Runs efficient meetings.
❖ Measures performance
indirectly by its influence on by collective work products.
others.
❖ Discusses, decides, and
delegates.
TEAM
❖ Shared leadership roles.
❖ Individual & mutual accountability.
❖ Collective work products.
❖ Encourages many open-ended
discussions, active problem solving
meetings.
❖ Measures its effectiveness direct
❖ Discusses, decides, & does real
work together.
 1. Introduction to Teamwork

1.2. What is Teamwork?

Team work is an abstract concept. It
represents a set of values that:
❖ Encourages behaviors such as listening &
responding to viewpoints of others.
❖ Providing support to those who need it.
❖ Recognizing the interests & achievements of
others.
❖ Also promote performance as individuals and
the performance of the entire organization.
 Resistance to teams in organizations

❖ Lack of conviction
Teams are probably useful, from a human
relations point of view, but are hindrance when it
comes to work productivity and decisive action.
❖ Personal discomfort & risk
Many people fear or do not like to work in teams.
(time consuming, too uncertain or too risky)
❖ Weak performance ethics
The environment undermines the mutual trust
and openness upon which teams depend.
 1. Introduction to Teamwork

1.3. Why is teamwork popular?

❖ Teams typically outperform individuals.
❖ Teams use employee talents better.
❖ Teams are more flexible and responsive
to changes in the environment.
❖ Teams facilitate employee involvement.
❖ Teams are an effective way to
democratize an organization and increase
motivation.
 Types of Teams
Table 11-1
 1. Introduction to Teamwork

1.4. Types of Teams

1.4.1. Problem-Solving Teams
5 to 10 employees from the same
department who meet for a few hours each
week to discuss ways of improving quality,
efficiency & the work environment.
1.4.2. Self-Managed Work Teams
❖ About 10 people who take on the
responsibilities of their former supervisors.
❖ Planning and scheduling of work,
assigning tasks to members, making
operating decisions.
 1. Introduction to Teamwork

1.4. Types of Teams

1.4.3. Cross-Functional Teams
Employees from about the same hierarchical
level, but from different work areas, who come
together to accomplish a task.
 1. Introduction to Teamwork

1.4. Types of Teams

1.4.4. Virtual Teams
Teams that use computer technology to tie
together physically dispersed members in order
to achieve a common goal.
 A contest

❖ Each team prepares a special object

and shows it to the class. The winner
is the team showing the object that
others do not have the similar one.
Belbin’s Team Roles

“What is needed is not well

balanced individuals, but
individuals who balance
well with each other.”
Belbin 2003
Belbin’s Team Roles
 Belbin’s Team Roles

1. Shaper – drives work forward and gets things done, has a clear idea of
the desired direction of travel;
2. Implementer – also gets things done, looking for ways to turn talk into
action and generate practical activity;
3. Completer-Finisher – focuses on completing tasks, and tidying up all the
loose ends;
4. Coordinator – manage the group dynamics, often in a leadership role;
5. Team Worker – helps the team to work effectively by supporting personal
relationships;
6. Resource Investigator – gathers external resources and information to
help the team;
7. Plant – generates ideas and creative solutions, not all of them practical;
8. Monitor-Evaluator – good at critically assessing ideas and proposals, and
at making decisions; and
9. Specialist – brings expert knowledge to the group, not always necessary
to effective functioning.
 2. Team-Role Descriptions
Team Role Contribution
Plant Creative, imaginative,
unorthodox. Solves
difficult problems.
Resource Extrovert, enthusiastic,
Investigator communicative. Explores
opportunities. Develops
contacts.
Co-ordinator Mature, confident, a good
chairperson. Clarifies
goals, promotes decision-
making, delegates well.
Source-Belbin, R.M. Team Roles at Work, Butterworth-Heinemann, Oxford, 1993
Allowable Weakness
Ignores Incidents. Too
pre-occupied to
communicate effectively
Over-optimistic. Loses
interest once initial
enthusiasm has passed.
Can be seen as
manipulative. Offloads
personal work.
 2. Team-Role Descriptions

Allowable
Team Role Contribution
Weakness
Shaper Challenging, dynamic, thrives Prone to provocation.
on pressure. The drive and Offends people’s
courage to overcome obstacles. feelings.
Monitor Sober, strategic and discerning.
Evaluator Lacks drive and ability
Sees all options. Judges
to inspire others.
accurately.

Team-worker Co-operative, mild, perceptive

Indecisive in crunch
and diplomatic. Listens, builds,
situations.
averts friction.

Source-Belbin, R.M. Team Roles at Work, Butterworth-Heinemann, Oxford, 1993

 2. Team-Role Descriptions

Team Role Contribution Allowable Weakness

Implementor Disciplined, reliable, Somewhat inflexible. Slow
conservative and efficient. to respond to new
Turns ideas into practical possibilities.
actions.
Completer Painstaking, conscientious, Inclined to worry unduly.
Finisher anxious. Searches out Reluctant to delegate.
errors and omissions.
Delivers on time.
Specialist Single-minded, self-starting, Contributes on only a
dedicated. Provides narrow front. Dwells on
knowledge and skills in rare technicalities.
supply.
Source-Belbin, R.M. Team Roles at Work, Butterworth-Heinemann, Oxford, 1993
NINE BELBIN TEAM ROLES
NINE BELBIN TEAM ROLES
NINE BELBIN TEAM ROLES
 KEY STAGES FOR SUCCESS

Needs SH CO

Ideas PL RI

Plans ME PL

Contacts RI TW

Organization IMP CO

Follow Through CF IMP

 Belbin’s Team Roles

1. Do you need nine people in a team, each

with a strength in each Belbin Team Role?

2. Are all Team Roles needed at all times?

 Belbin’s Ideal Team

❖ One Co-ordinator or one Shaper

❖ One Plant
❖ One Monitor-Evaluator
❖ One or more
▪ Implementer
▪ Team worker
▪ Resource Investigator
▪ One Finisher-Completer
 Game on – DECIDE WHO IS WHO

S1: Decide your preferred role in a team (using similar test based on the same
criteria as Belbin as the original Belbin Test is a little expensive).
https://www.123test.com/team-roles-test/
Explorer - Belbin: Resource Investigator; Driver – Belbin: Shaper; Team player -
Belbin: Team Worker; Innovator - Belbin: Plant; Chairperson - Belbin:
Coordinator; Analyst - Belbin: Monitor-Evaluator; Executive - Belbin:
Implementer; Completer - Belbin Completer-Finisher; Expert – Belbin:
Specialist
S2: Build up your ideal team based on team members’ roles (the team will
decide any change in your role, but you must persuade your teammates).
 GAME ON
➢The Situation
It is 10 a.m. in mid-August
and you have just crashed
landed in the Sonora Desert
in the southwestern United
States. The light twin-engine
plane, containing the bodies
of the pilot and the co-pilot,
has completely burned.
None of the rest of you has
been injured.
 GAME ON
➢The Challenge
- Before the plane caught fire your group
was able to salvage 15 items.
- Your task is to rank these items
according to their importance to your
survival, starting with “1” as the most
important, to “15” as the least important.
- You can assume that the entire group
has agreed to stick together and that all
items salvaged are in good condition.
 15 items

2. Jackknife

1. Flashlight (4 battery size)

3. Sectional map
of the area
 15 items

4. Plastic 5. Magnetic compass

raincoat
(large size)

6. Compress kit
with gauze
 15 items

7. 0.45 calibre
pistol (loaded) 8. Parachute

9. Bottle of salt
tablets
 15 items

10. 1 quart of water

per person

11. Book entitled, Edible

Animals of the Desert

12. Pair of
sunglasses per
person
 15 items

13. Cosmetic 14. two quarts of 180 15. one topcoat per
mirror proof vodka person
 GAME ON
Step 1 Step 2 Point of
No. Items (individual point) (Group point) experts
1 Flashlight
2 Knife
3 Sectional map of the area
4 Plastic raincoat
5 Compass
6 Compress kit with gauze
7 .45 caliber pistol (loaded)
8 Parachute
9 Bottle of salt tablets
10 1 quart of water
11 Book entitled, Edible Animals of the Desert
12 Sunglasses
13 Vodka
14 Topcoat
15 Cosmetic mirror
Total
 Assessment

- Only sum up the total points of 7 first

items you and your group chose.
- If the total is > 46 points → SURVIVE !!!
 Johari Window (‘Windows of Self’)

❖ The Johari Window is a communication

model that can be used to improve
understanding between individuals.
❖ Developed by Joseph Luft and Harry
Ingham.
Two key ideas behind the tool:
◼ Individuals can build trust between themselves by
disclosing information about themselves.
◼ They can learn about themselves and come to terms
with personal issues with the help of feedback from others.
Johari Window (‘Windows of Self’)
Known Ask Unknown
By Self By Self

1 2

Known Open/Free
Feedback
Blind
By Others Area Solicitation Area

Tell

Self-disclosure Others'
/Exposure Observation

Shared
Unknown Hidden Discovery
Unknown
By Others Area Area
Self-

discovery
3 4
 Johari Window (‘Windows of Self’)

❖ In most cases, the aim in groups should be to

develop the Open Area for every person.
❖ Working in this area with others usually allows
for enhanced individual and team effectiveness and
productivity.
❖ Self-disclosure is the process by which people
expand the Open Area vertically. Feedback is the
process by which people expand this area
horizontally.
❖ By encouraging healthy self-disclosure and
sensitive feedback, you can build a stronger and
more effective team.
3. Stages of Team Development
 3. Stages of Team Development

3.1. Orientation (Forming)

This is simply the bringing together of a
group of individuals. At this stage, members
are:
❖ Moderately eager.
❖ Have generally positive expectations.
❖ Have some anxiety about why they are there
and what it all means.
❖ Have some anxiety about other members
such as who they are and what they are like.
 3. Stages of Team Development

3.2. Dissatisfaction (Storming)

This stage is characterized by:
❖ Argument
❖ Conflict
❖ A dip in morale.
 3. Stages of Team Development

3.3. Resolution (Norming)

This stage in the group's development
involves the:
❖ Resolving of issues.
❖ Setting up group processes.
❖ Setting of group policies, procedures, and
values.
❖ Increasing production.
 3. Stages of Team Development

3.4. Production (Performing)

❖ The team is accomplishing work effectively.
❖ Production is high and the climate is positive.
❖ Member attitudes are characterized by
positive feelings and eagerness to be part of
the team.
❖ Members are confident about the outcome,
enjoy open communication, exhibit high
energy, and disagreement is welcome and
handled without emotional conflict.
 3. Stages of Team Development

3.5. Termination (adjourning)

❖ In the case of temporary teams such as task
forces, design teams, and problem solving
teams, a fifth stage reflects the ending of the
process.
4. Ten steps to do teamwork effectively

Phase I: Getting Organized

➢ Step One: Focus the Team.
➢ Step Two: Assign Roles.
➢ Step Three: Establish Guidelines.
Phase II: Producing
➢ Step Four: Plan the Work.
➢ Step Five: Do the Work.
➢ Step Six: Review Team Performance.
➢ Step Seven: Complete the Work.
4. Ten steps to do teamwork effectively

Phase III: Wrapping Up

➢ Step Eight: Publish the Results.
➢ Step Nine: Reward the Team.
➢ Step Ten: Move On.
 5. Team culture

5.1. Definition
“A pattern of shared basic assumptions that a
team has learned as it solved its problems of
external adaptation and internal integration,
that has worked well enough to be considered
valid and therefore, to be taught to new
members as the correct way to perceive, think,
and feel in relation to those problems.”
 5. Team culture
5.2. Structure of team culture

Visible, but not always

Artifacts obvious, recognized initially,
or associated with values

Generally a higher level of

Values awareness of what is valued
in the organization

Basic Invisible, not usually stated,

Edgar H. Schein taken for granted
Assumptions
 5. Team culture
5.2.1. Artifacts
Artifacts and creations are the constructed
physical and social environment. This includes
physical space and layout, the technological
output, written and spoken language and the
overt behavior of group members.
 5. Team culture
5.2.1. Artifacts
❖ Physical space and layout

“Low prices. Every day. On everything”

 5. Team culture
5.2.1. Artifacts
❖ Physical space and layout
 5. Team culture
5.2.1. Artifacts
❖ Language
▪ “customers” at Charles Schwab & Co. and
“clients” at U.S. Bank.
▪ “PowerPoint culture” at Whirlpool.
▪ Informal form of address in Vietnamese
companies: second eldest brother/sister,
third eldest brother/sister, uncle, ant.
▪ “Don’t do good things, only do right things”
at Sieu Thanh.
 5. Team culture

5.2.1. Artifacts
❖ Stories – told by members of the organisation
which embed the present and flag up important
events and personalities, and typically have to do
with successes, failures, heroes, villains, and
mavericks.
Why businesses go up and down
while religion is steady and
prosperous.
 5. Team culture
5.2.1. Artifacts
❖ Rituals – the special events through which the
organisation emphasises what is particularly
important and can include formal organisational
processes and informal processes.

▪ New hire trainings, new hire

welcome lunches.
▪ Annual corporate conferences,
awards.
▪ Offsite meetings and trainings.
▪ Social activities…
 5. Team culture
5.2.1. Artifacts
❖ Power structures – the most powerful
individuals or groups in the organisation which may
be based on management position and seniority but
in some organisations power can be lodged with
other levels or functions.

Strategic Level (B.O.D)

Tactical Level (Managers)

Operational Level (Workers)

 5. Team culture
5.2.2. Values
❖ Hewlett-Packard: Quality.
❖ Prudential: Worthy of trust, Customer
focused, Respect for each other, Winning.
❖ Walmart: Respect for the Individual,
Service to our Customers, Striving for
Excellence.
 5. Team culture
3.1.3. Assumptions
❖ Hewlett-Packard: Everyone could make a
creative contribution to developing quality
products.
❖ Walmart: We continually find ways to
improve our customer service and how to better
serve our associates. We continue to learn how
to be a more efficient, more environmentally
friendly company.
❖ Apple: We can change the world.
 5. Team culture
5.2. Structure of team culture

Artifacts & Behaviors

i.e., Relaxed, creative atmosphere
Values
i.e., Value for innovation

Basic Assumptions
i.e., Change is good

i.e., Value adaptability

i.e., bonuses for new ideas

i.e., suggestion boxes
 5. Team culture
5.3. Types of team culture
Flexibility & Descretion

External focus & Differentiation

Internal focus & Intergration
Clan Adhocracy

Hierachy Market
Stability & Control
 Attributes of a Clan Culture

❖ Members understand that contributions to

the organization exceed any contractual
agreements.
❖ A clan culture achieves unity with a long and
thorough socialization process.
❖ Members share feelings of pride in
membership, as well as feelings of personal
ownership of a business, a product, or an idea.
 Attributes of a Clan Culture

❖ Peer pressure to adhere to important norms

is strong.
❖ Success is assumed to depend substantially
on sensitivity to customers and concern for
people.
❖ Teamwork, participation, and consensus
decision making are believed to lead to success.
 Attributes of a Hierarchy Culture

❖ Long-term concerns are predictability,

efficiency, and stability.
❖ Members value standardized goods and
services.
❖ Managers view their roles as being good
coordinators, organizers, and enforcers of
written rules and standards.
❖ Tasks, responsibilities, authority, rules, and
processes are clearly defined.
 Attributes of an Adhocracy Culture

❖ There is a commitment to experimentation,

innovation, and being on the leading edge.
❖ This culture does not just quickly react to
changes in the environment - it creates change.
❖ Effectiveness depends on providing new and
unique products and rapid growth.
❖ Individual initiative, flexibility, and freedom
foster growth and are encouraged and well
rewarded.
 Attributes of a Market Culture

❖ Contractual relationship between individual

and organization.
❖ Independence and individuality are valued
and members are encouraged to pursue their
own financial goals.
❖ Does not exert much social pressure on an
organization’s members, but when it does,
members are expected to conform.
 Attributes of a Market Culture

❖ Superiors’ interactions with subordinates

largely consist of negotiating performance –
reward agreements and/or evaluating requests
for resource allocations.
❖ Has a weak socialization process.
❖ Few economic incentives are tied directly to
cooperating with peers.
❖ Often tied to monthly, quarterly, and annual
performance goals based on profits.
 5. Team culture

Clan 50% Adhocracy

40%
30%
20%

10%

Hierachy Market
 5. Team culture
C H.1 A
1. Training, education... C H.2 A

2. Designers, brand-
building, fashion...
H M H M

3. Electronic apliances, C H.3 A C H.4 A

Quality consulting…

4. Distribution, retailers...
H M H M
 6. Team conflicts

6.1. Definition
Team Conflict is an interpersonal problem
that occurs between two or more members of a
team, and affects results of teamwork, so the
team does not perform at optimum levels.
 6. Team conflicts

6.2. Symptoms
• Not completing work on-time or to quality goals
• Gossip
• Not returning phone calls or e-mails
• Passive/aggressive behavior
• Not responding to requests for information
• Hostility
• Hoarding information that should be shared
• Complaining
 6. Team conflicts

6.2. Symptoms
• Finger pointing
• Verbal abuse
• Not attending required meetings
• Filing grievances or lawsuits
• Absenteeism
• Physical violence
 6. Team conflicts

6.3. Are team conflicts bad or good?

6.3.1. The Costs of Unresolved Conflict
❖ Lost work time and productivity
❖ Lost employees / high turnover
❖ Damage to organization reputation
❖ Sabotage, theft, damage
❖ Lowered job motivation
❖ Health costs due to stress
❖ Legal costs due to litigation
 6. Team conflicts

6.3.2. Good things from team conflicts

❖ Can be opportunity for growth or learning.
❖ Inspires creativity.
❖ Can challenge us to value differences.
❖ Sometimes people need to seek job
fulfillment elsewhere.
❖ Can improve communication.

“Two heads are better than one only if they

contain different opinions”
 6. Team conflicts

6.4. What causes team conflicts?

❖ Differences in perceptions
❖ Differences in values
❖ Differences in power
❖ Differences in opinions
❖ Personality clash
❖ Rule breaking
❖ Need for attention
 6. Team conflicts

6.5. Approaches to Resolving Conflict

❖ CONQUEST – power play, win/lose, adversarial,
autocratic, demand/threaten.
❖ AVOIDANCE – conflict will go away if I ignore it,
time will heal all wounds.
❖ BARGAINING – a game where demands are
traded and success relates to how much each party
concedes, haggling.
 6. Team conflicts

6.5. Approaches to Resolving Conflict

❖ BAND-AID – a quick fix, only dealing with surface
issues.
❖ ACQUIESCE – go along to keep the peace, may
lead to passive aggression.
 6. Team conflicts

6.6. Tools to resolve team conflicts

• Attack the problem, not the person.
• Focus on what can be done, not on what can't
be done.
• Encourage different points of view and honest
dialogue.
• Express feelings in a way that does not
blame.
• Accept ownership appropriately for all or part
of the problem.
 6. Team conflicts

6.6. Tools to resolve team conflicts

• Listen to understand the other person's point
of view before giving your own.
• Show respect for the other person's point of
view.
• Solve the problem while building the
relationship.
LOGO