If between friends and partners we were geese... Ah!

The next season, when you see the geese migrating, going to a warmer place, to sort the winter... Pay attention that they fly in a “V” formation Maybe you will be interested in knowing Why they do it this way...

By flying in a “V” formation....

The whole flock increases the flight efficiency by 71% Compared to just one bird flying alone

It has been learned that as each bird flaps its wings, it creates uplift for the bird immediately following.

Lesson 1: Sharing the same direction and working as a team, get us to the destination quicker and easier. By helping ourselves, the accomplishments are greater!.

When a goose leaves the formation..

He feels the resistance of the air and the difficulties of flying alone....

Then, he quickly comes back to the formatio to take advantage of the the flock’s power in front of him ..

Lesson 2: By staying in tune and united beside those who are going in the same direction, the effort will be less. It will be easier and pleasing to reach the goals, Everyone will be inclined to accept and give help.

When the leader goose gets tired of flying...

... He goes to the end of the “V” formation. While another goose takes the lead.

Lesson 3: To share the leadership, There must be mutual respect between us all the time... Sharing the hardest problems and tasks.. Gathering our abilities and combining our faculties, talents and resources….

The geese flying on a “V” formation, they hon to encourage to the ones in the front.

In that way, they keep the same speed.

Lesson 4:

When there is courage and encouragemen the progress is greater..

A timely word of encouragement, always motivates, helps and strengthens. It produces the best of benefits...

When a goose gets sick, is injured or gets tired ,

And he must leave the formation...

Other geese leave the formation too, and they fly with him to help him out and protect him. They remain with him until he dies or he is able to fly again. They reach their bevy or they just make another “V” formation

Lesson 5: Let’s stay beside each other no matter what the differences. Specially in times of difficulty and great challenges..

If we bond together and support each other.. If we make true the spirit of teamwork.. Regardless of our differences, we can rise to meet our challenge. If we understand the real value of friendship.. If we are aware of the feeling of sharing.. LIFE WILL BE EASIER AND THE PASSING OF YEARS MORE FULFILLING ..


Teamwork and Team Building


•Task forces –Temporary groups that are assigned projects (and deadlines) •Crews –Short terms groups composed of specialized personnel assembled in modular fashion from a larger pool –Members fill “slots” until their shift or assigned time is up •Teams –Work groups whose “lifetime” spans many projects and is typically open ended –Strong need to become cohesive and require tools for communication, coordination and conflict resolution –“Team building exercises” are most often focused on the member network at this level

Three Types of Workgroups

Why “dream draft picks” fail to make corporate dream teams •
• • • • • • • • • • Can’t work as part of a team Poor people skills Poor coordination skills Poor communication skills Inability to learn and flex Don’t carry their weight Lack of dedication to the corporate team Negative attitude Won’t learn from teammates Personality conflicts selfishness

• • • • • Together Each Accomplishes More Success

Definitions of Teamwork
A team is a group of two or more individuals, which is very cohesive, works unitedly, and its members perfectly understand each others’ contribution and their own contribution for successful completion of the team’s goals Team work is a collective activity of a group of two or more individuals who are totally committed to the team’s goals, and who collaborated with each other resulting in coordinated and united effort which is essential for the successful completion of a given task.

Definitions of Teamwork
“Teamwork is the process whereby a

group of people pool their resources and skills to work together and achieve a common goal”

Past And Present Patterns Of Research
• • • • Past Pattern Individual research. Personal resources. Highly committed researchers. Results are mostly inventions - flashes of the genius. Results are slow to come and unpredictable. Private labs. Present Patters • Group research. • Public funds. • Researchers who need to be motivated. • Organised and planned research. • Accelerated tempo of investigation. • Organizational.

• •

Commercial Team Structure
CORE TEAM Team Leader Software Supremo Core member solely dedicated to project TASKS Combining data collection and initial coding TASKS Design project Design data collection instruments Set up initial project in software Initial coding frame and division of team work Monitor quality Merging team work

Academic Team Structure
SENIOR TEAM MEMBERS Professor/Senior Lecturer JUNIOR TEAM MEMBERS Research Fellows Research Assistants TASKS Design project Design data collection instruments Data collection Set up initial project in software Initial coding frame and division of team work Coding Monitor quality

Pre-requisites of Teamwork
• Group must have a charter or reason to work together. • Members of the group must be inter-dependant. • Group members must be committed to the idea that working together leads to better performance than working alone. • Group as a whole must be accountable, not individual members.

Team Building Blocks
• • • • • • • • • Clarity of objectives and Goals Openness and willingness to confront issues Degree of support and trust in operation Level of cooperation and conflict Working methods and decision making procedures Appropriateness of leadership style(s) applied Regular Review Opportunities for individual development Soundness of inter-group / departmental relationships

Eight Characteristics of High Performance Teams
• • • • • • • • A clear, elevating goal A results-driven structure Competent team members Unified commitment Collaborative climate Standards of excellence External support and recognition Principled leadership

Strategies - teams
• Choose teammates carefully
– Personality as well as skill

• Make working agreements explicit and early
– Examples: goals, authorship

• Build team reflexivity into processes
– Allocate time – Regular meetings / communication – “Exercises”

• Accept contextual nature of teamwork.

In A Good Team
• Each person shoulders a different part of the whole job, with each having 100 per cent responsibility for success of the whole. • Work is done by a number of associates, all subordinating their personal prominence to the success of the whole.

Three Most Important Characteristics of Good Team Work • Unity of direction : resulting from thorough understanding of the total task, one’s own role and others role in it. • Cooperation : resulting from common point of view about, and commitment to the total task. • Subordination of personal prominence : resulting from commitment to the success of the total task.

Trusting behaviour consists of actions that (b) increase one’s vulnerability, (c) to another whose behaviour is not under one’s control, (d) in a situation in which the penalty one suffers if the other abuses that vulnerability is greater than the benefit one gains if the other does not abuse that vulnerability

Five Dynamics of Teamwork and Collaboration

Five Dynamics of Teamwork and Collaboration

Six Factors That Distinguish Effective Team Members • • • • • • Experience Problem solving ability. Openness. Supportiveness. Action orientation (personal initiative). Positive personal style.

Five Dynamics of Teamwork and Collaboration

CONNECT Model for Team Relationship
• • • • • • • Commit to the relationship Optimize safety. Narrow to one issue. Neutralize defensiveness. Explain and echo. Change one behaviour each. Track it.

Five Dynamics of Teamwork and Collaboration

Five Steps to Effective Problem Solving • Identify the problem. • Create a collaborative setting.
Surface any assumptions and biases Agree on principles for discussion

• Identify and analyze the issues. • Identify possible solutions. • Resolve the single question.

Five Dynamics of Teamwork and Collaboration

Characteristics of Effective Team Leader • • • • Focuses on the goal. Ensures a collaborative climate. Builds confidence. Demonstrates sufficient technical know how. • Sets priorities. • Manages performance.

Five Dynamics of Teamwork and Collaboration

Three Dimensions of Organization Environment
• Management practices that set direction, align effort and deliver results. • Structure and processes that ensure that the best decisions are made as quickly as possible by the right people. • Systems that provide useful information and drive behaviour toward desired results.

• • • • • • Relaxed, comfortable, and informal Task is well understood and accepted by members The members listen well to each other Lot of task-relevant discussion takes place People express both their feelings and ideas Conflicts and disagreements centre around ideas and methods, not people • Decisions are usually based on consensus • When actions are decided upon, clear assignments are made and accepted by the members

Symptoms Of Ineffective Team Work
1. Grumbling and retaliation 2. Evidence of unhealthy competition, conflicts, and hostility 3. Ineffective staff meetings 4. Poor relationship between research manager and his team members

Symptoms Of Ineffective Team Work
5.Absence of individuals’ growth and development 6.Confusion about assignments, and unclear roles and relationships 7.Lack of trust and open relationships among team members 8.Absence of strong motivation to communicate and to receive communications relevant to the group’s task

Some Causes of Ineffective Team Work
Lack of understanding of the total task Lack of concern for others’ problems Lack of proper plan Lack of trust, openness Lack of confidence in others; Capability Fear that others may misuse the resource

Some Causes of Ineffective Team Work
Possessiveness Ego problems Misunderstandings Fear of losing control over the resource Genuine difficulty, inconvenience Operational problems Inadequacy of the resources

Role Clarification Model of Team Building
Planning Time commitment Location Resource personnel Programme design Pre work: Defining Goals Own job Others job Expectation from self Expectation from others Meeting design Presentation of goals Laying of ground rules Job understanding Concerns Change Conclusion

Qualitative team work
• Desirable results – Time savings through division of labor – Broader possibilities – Richer analysis – Improved validity – Increased productivity – Emotional support

•Issues –“Overhead” of team management –Personal/profess ional conflicts –Contextual issues –External pressures –Increasing requirement for conscious management