Framework for organizational

performance
External Operating Environment

The organization e s
urc
so
Internal Re
environment

Organizational
performance Mission
Organizational Goal
Capacity

Management works in the organization system (red circle).

Leadership works on the broader system (green rectangle).

Freddie Ssengooba

1
Organizational Performance: The Balanced Score-
card
Team Work

Freddie Ssengooba
MakSPH
Group Exercise:
What is wrong and what is the solution?
What is a 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

 Small Number
 Complementary Skills
 Common Purpose & Performance Goals
 Common Approach
 Mutual Accountability
What is Teamwork & Team Building
Teamwork
 People working together as a team for a common purpose

Team player

 A team player is someone who is capable of working along with

colleagues to achieve a common purpose.

Team Building
 Process of establishing and developing a greater sense of
collaboration and trust between members to accomplish a
common purpose
Why Teamwork Matter ?
 When different roles, skills and
expertize are needed to
accomplish a task

 Working together can sustain

the enthusiasm and lend the
support needed to complete
the work of each program.
 Healthcare is based on diverse
skill-sets and teamwork in vital
for effective clinical care.
 But Teams Encounter Problems …

1. Lack of commitment
2. Reluctant participants
3. Unquestioned acceptance of opinions as facts
4. Rush to accomplishment
5. Attribution (who gets the credit/flak)
6. “Wandering off”: (departure from the subject)
7. Feuding members
8. Dominating participants
9. Etc
From Scholtes, Peter R., The Team Handbook, Joiner Associates (1988)
Recipe for Successful Teams

1. Commitment to shared goals and

objectives

2. Clearly define roles and responsibilities

 Use best skills of each
 Allows each to develop in all areas
Recipe for Successful Teams
(continued)

3. Effective systems and processes

– Clear communication
– Beneficial team behaviors; well-defined
decision procedures and ground rules
– Balanced participation
– Awareness of the group processes
– Good inter-personal relationships
Team Effectiveness
Context Composition
• Adequate resources •Skill
• Leadership and structure •Personality
s
• Climate of trust • Roles
• Performance evaluation • Diversity
and rewards • Size
• Member flexibility
• Member preference for
teamwork
Team
effectiveness
Work design Process
• Autonomy • Common purpose
• Skill variety • Specific goals
•Task identity • Team efficacy
•Task significance • Managed level of conflict
• Operating procedures
• Accountability
How does a Team Work Best?

A Teams succeeds when its members have:

1. a commitment to common objectives
2. defined roles and responsibilities
3. effective decision systems, communication and
work procedures
4. good personal relationships
Teamwork Skills
 Listen
 Question
 Persuade
 Respect
 Help
 Share
 Participate
What individuals bring to the team?

Initiator - Someone who suggests new ideas. One or more people can have this role
at a time.

Recorder - This person records whatever ideas a team member may have. It is
important that this person quote a team member accurately and not "edit" or
evaluate them.

Devil's Advocate/Skeptic - This is someone whose responsibility is to look for

potential flaws in an idea.

Optimist - This is someone who tries to maintain a positive frame of mind and
facilitates the search for solutions.

Timekeeper - Someone who tracks time spent on each portion of the meeting.
Gate Keeper - This person works to ensure that each member gives input on an
issue. One strategy to do this is to ask everyone to voice their opinion one at a
time. Another is to cast votes.

Summarizer - Someone who summarizes a list of options.

What Type are You?

 Personal discovery is vital for team

players;
 Knowing your team members is critical to
team management;
 Individuals may play different roles in
different situations
The Team Development Process:
How to Manage it?
Stages in Team Building

Forming
Storming
Norming

Performing
Adjourning Tuckman (1965)
Stages of Team Development
Stage Major Processes
Exchange of information;
1. Forming increased interdependency;
task exploration;
(orientation) identification of commonalties
Disagreement over
procedures; expression of
dissatisfaction; emotional
responses; resistance
2. Storming
(conflict) Growth of cohesiveness and
unity; establishment of roles,
standards, and relationships
Characteristics
Tentative interactions; polite
discourse; concern over
ambiguity;self-discourse
Criticism of ideas; poor
attendance; hostility;
polarization and
coalition forming
Agreement on procedures;
reduction in role ambiguity;
increased "we-feeling"
Stages of Team Development
(cont.)
Stage Major Processes Characteristics

4. Performing Decision making; problem

Goal achievement;
high task orientation; solving; mutual cooperation
(performance) emphasis on performance
and production

Termination of roles; Disintegration and withdrawal

completion of tasks;
5. Adjourning reduction of increased independence and
dependency emotionality; regret
(dissolution)
Stages of Group Development
Everyone Can Hang in There but
This is Stressful for Everyone!
Resource Credit

 Bob Mendonsa and Associates http://www.trainingplus.com

 http://www/unitar.org

 www.challenge.nm.org/resources/Team_Building.ppt