Welcome To: Training On Effective Teamwork and Team Building

Welcome to
Training on
Effective Teamwork
and Team Building
December 05-07, 2022
Effective Teamwork and Team Development

Presented By:
Wasihun Mohammed(PhD)
Assistant Professor of
Organization & Management
Organized By:
AAU, School of Commerce &
Commercial Bank of Ethiopia
(CBE)

Introduce Yourself: Who Are You?
 Name
 Qualification
 Position
 Department/section

Learning Objectives
By the end of this training, participants will be able to:
Describe the concept of a team, and its factors for
success
Describe characteristics of effective teamwork.

Explain the benefits of developing & maintaining
effective team working
Identify the main obstacles to effective team working
Explain stages of team development and recognize the

role of leadership in the process
Learning Objectives
By the end of this training, participants will be able to:
Distinguishes various type of teams in the workplace
Describes individual differences and roles within the team

Describe actions to take as a leader & as a follower for
each phases
Describe several team-building activities that you can use,
and in what settings
Improved conflict-management skills
Familiarize with principles and behaviors to guide team
performance in the work place.
Day I: Time Session Topic Method
9:00 – 10:00 1 Introduction Discussion
Definition and Types of team work
10:00 – 10:15 Tea Break
10:15 – 12:00 2 Why team work Plenary discussion and Group Review
12:00 – 1:30 Lunch break
1:30 -3:00 3 Characteristics of effective team work Plenary discussion and Group Review
3:00 – 3:15 Tea break
3:15 – 10:00 4 Obstacles of teamwork
Day II: Time Session Topic Method
9:00 – 10:00 1 Day start Group Review and Discussion
Team Development
10:00 – 10:15 Tea Break
10:15 – 12:00 2 Building and Maintaining Team Plenary discussion and Group Review
12:00 – 1:30 Lunch Break
1:30 -3:00 3 Effective Team Management Plenary discussion and Group Review
3:00 – 3:15 Tea Break
3:15 – 10:00 4 Conflict management Plenary discussion and Group Review
Day III: Time Session Topic Method
9:00 – 10:00 1 Day start Group Review and Discussion

Communication
10:00 – 10:15 Tea Break
10:15 – 12:00 2 Communication Plenary discussion and Group Review
12:00 – 1:30 Lunch break
1:30 – 10:00 3 Discussion and post test Plenary discussion and Group Review
Ground Rules/
Norms To ALL of us to observe
1. Value other participants' contributions
2. Attend the workshop with positive expectations.
3. Arrive on time for the workshop.
4. Remember and use basic rules of brainstorming.
5. Be direct and honest.
6. Give positive feedback to other people's ideas.
7. Keep an open mind.
8. Avoid side talks
9. Silent your cell phone

Pre-test questioner

Session One: Understanding Team Work
"Alone we can do so little; together we can do so much." – ..

Introduction
• Teams can be found everywhere in organizations.
• Team work plays a crucial role, especially in banking industry
trustworthy and competitive team matters a lot because:
• Right teams helps organizations to grow faster ,
• Helps to increase the profitability of bank and achieving the
organizational goals effectively and efficiently.
• This training session is organized
• To help the trainees understand how effective teams work; and
• To provide an opportunity to reflect on how to develop effective
team

Group Discussion Questions
• What is team and teamwork?
• What types are you familiar with? What is their purpose?”

What Is A Team?
A team is a small
number of People working
people, with together in a
complementary committed way to
skills, who are achieve a common
committed to a goal or mission.
common purpose, The work (may be)
performance interdependent and
goals, and team members share
approach for responsibility and
which they are hold themselves
mutually accountable for
accountable." attaining the
results."
(Katzenbach and Smith,
1993) - MIT Information Services &
Technology

Teamwork
 “Teamwork is the ability to work
together toward a common vision. The
ability to direct individual
accomplishments toward organizational
objectives. It is the fuel that allows
common people to attain uncommon
results.” Andrew Carnegie

Together Total
Everyone Effort from
Achieves All
More Members
only if there is
Synergy
 Synergy is when two or more things—organizations, departments, or even
teams—work together to produce something of value.
 This commonly misused buzzword takes inspiration from the Ancient Greek
philosophy that “the whole is greater than the sum of its parts.”
 Synergy is achieved when two or more people work together to create a
better solution than either could alone.
 The creation of a whole that is greater than the sum of its parts.
 A team uses its membership resources to the fullest and thereby achieves
through collective action far more than could be achieved otherwise.
 1 + 1 + 1 = 10 (positive synergy)
 1 + 1 + 1 = 2 (negative synergy)

CBE: Teamwork Matters!
 Teamwork:
• Motivates unity in the workplace;
• Offers differing perspectives and feedback;
• Improves efficiency and productivity;
• Provides great learning opportunities;
• Encourages workplace synergy;
• Develops a sense of comradeship or friendship for a common goal;
• Improves both individual team members' lives and their work as a whole
• Enables team members to have a meaningful and lifelong career in the professional world;
• Brings about new ideas;
• Helps to solve problems;
• Allows creating a system for ensuring that works are carried out within their deadlines and
in high quality;
• Builds morale by making team members feel that their work is valued as they contribute to
something that produces results.
CBE- Ethics and Corporate Values Department( October 14,2021)
Who are the different pieces and what roles do they play?

Apollo Syndrome “When the sum of parts is
Less than the whole”
The Apollo Syndrome is a phenomenon discovered by

Dr. Meredith Belbin and is described as a condition where
teams of highly capable individuals can, collectively, perform
badly.

Apollo Teams
Belbin’s criteria for selecting his teams used ability

and aptitude tests to select those with high
analytical skills.
The initial perception of Belbin's Apollo teams was

that they were bound to win in the team
competitions. However, the results were quite the
reverse, and the Apollo teams often finished near
the bottom of eight teams.

Why did they fail ? (what can we
learn)
• They spent excessive time in abortive or destructive debate, trying to
persuade other team members to adopt their own view, and
demonstrating a flair for spotting weaknesses in others' arguments.
• They had difficulties in their decision making, with little coherence in the
decisions reached (several pressing and necessary jobs were often
omitted).
• Team members tended to act along their own favorite lines without
taking account of what fellow members were doing, resulting in teams
that were difficult to manage.
• In some instances, teams recognized what was happening but over

compensated - they avoided confrontation, which equally led to
problems in decision making.

But They Can Work….
 The successful Apollo teams were characterized by:
• The absence of highly dominant individuals, and
• A particular style of leadership.
 Successful leaders were skeptical people who sought to
impose some shape or pattern on group discussion, and
on the outcome of group activities.
 They focused attention on the setting of objectives and
priorities, and shaping the way team effort was applied.
The successful leaders were tough, discriminating people
who could both hold their ground in any company, yet not
dominate the group.

Groups vs Teams
• Work Group
• A group that interacts primarily to share information and to make decisions
to help each group member perform within his or her area of responsibility
• No joint effort required
• Work Team
• Generates positive synergy through coordinated effort. The individual
efforts result in a performance that is greater than the sum of the
individual inputs
• Teams are a form of work group…
• Not all work groups are teams
• Work groups have a strong individual focus
• Teams have a strong collective focus
What does nature teach us about team
management?

Teamwork is the fuel for common
people to achieve uncommon
results. – Einstein
Why Do Companies Use Teams?!
• Teamwork plays a crucial role in any organization. When employees with
common interests, goals, ambitions, and attitudes come together, a team
is formed.
• This team then strives to put in the best effort to solve problems.
• Each member of the team must put in equal efforts and achieve the goals
set by the organization. Every team member must be focused on a
collective goal.
• Teamwork is efficient work
• Teams self-monitor
• Teams innovate faster
Key •
Reasons Teammates learn from each
for other
Teamwork • Teamwork can create healthy
competition
• Teamwork promotes strong
working relationships
Why Organizations Build Teams?
• Research shows that companies build and support teams because of
their effect on overall workplace performance, both organizational and
individual.
• Percentage of companies that have reported improvements in each
area of performance.

Activity: Types of Team
• List the type of team in your organization
• Why are they formed?

Types of Team
• Teams can improve company and individual performance in a number of
areas.
• Not all teams, however, are formed to achieve the same goals or charged
with the same responsibilities. Nor are they organized in the same way.
• Some, for instance, are more autonomous than others—less accountable
to those higher up in the organization.
• Some depend on a team leader who’s responsible for defining the team’s
goals and making sure that its activities are performed effectively.
• Others are more or less self- governing: though a leader lays out overall
goals and strategies, the team itself chooses and manages the methods
by which it pursues its goals and implements its strategies.
• Teams also vary according to their membership.

Types of Teams
Together Everyone Achieves More
 There are several types of teams.
 The choice of type depends on the task to be performed, the
organizational context and the resources available.
 Some of the team types in the work place are:
1. Permanent Teams. 5. Organizational /work force.

2. Temporary Teams. 6. Self-managed teams.
3. Task force. 7. Cross functional teams.
4. Committee.
8. Virtual teams.

Characteristics of Effective Team
01 Clear vision or purpose
02 Shared commitment
03 Clear roles and responsibilities
04 Trust
05 Mutual accountability
06 Celebrate individual and team success
07 Concern for group tasks and process
08 Address challenges with creativity
09 Inclusive decision making
10 Regular communication and feedback
T
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Any Questi ons?

SESSION TWO
TEAM BUILDING

Functions Of Team Maintenance

Team Building
• When teams and other groups of people come together, they
typically go through a number of developmental stages.
• This process can take a few days or easily stretch over six
months or longer. The stages can play out simultaneously or
indifferent order so it is important to be aware of the signs and
signals of each stage.
• The leader or team manager supporting team formation
cannot jump straight to “perform” but must instead facilitate
the group through this process and bring the group through
the four stages.
• The role of the leader is to help resolve issues and move the
team toward performance if it gets stuck at any point.
Team Building
 Psychologist Bruce Tuckman first came up with the memorable words:
forming, storming, norming and performing in 1965 to describe the
path to high-performance that most teams follow.
 Later, he added a fifth stage that he called “adjourning” (and others
often call “mourning” – it rhymes better!)
 The process of deliberately helping a group develop into a cohesive and
effective unit
 In its simplest terms, the stages involved in team building are:
 Clarify the collective goals
 Identify those inhibitors that prevent them from reaching their
goals and remove them
 Put enablers that assist them
 Measure and monitor progress, to ensure the goals are achieved
Team Building
• Tuckman’s model of team development recognizes that
groups don’t form spontaneously or immediately.
• Rather, they develop through clearly defined stages,
eventually transitioning from strangers with singular
ambitions to a dynamic group of collaborators with a
like-minded focus.
• For over 50 years, managers and team leaders across
many industries—including health and social care, the
military, and software development—have leveraged
Tuckman’s stages model to reach their desired results.
The Team Development Plan
 Creating an effective team development plan requires seven steps:
1. Clarify what the team is there for (its purpose)
2. Clarify the knowledge, skills and other competences required to
deliver the purpose a) at good enough level and b) as a high
performance team. (A useful question here would be: What
would be the impact of not having this competence at the
appropriate level?)
3. Agree which capabilities are needed across the team (i.e.
everyone needs them), which are needed strongly only by some
people and moderately or not at all by others, and which can
easily be accessed from outside the team, when needed
4. Agree how these can be incorporated into the personal
development plans of each team member
The Team Development Plan
5. Each team member, including the leader, shares their full personal
development plan.
6. The team discusses in depth:
• How can we take individual and collective responsibility for the learning that
needs to take place?
• How can we support each other’s learning (e.g. by co-coaching)?
• How will we monitor individual and collective learning?
• When and how will we review learning?
7. The team development plan becomes a formal document, establishing:
 Learning objectives
 Individual and collective responsibilities
 Resources required
 Timescales

Stage I: Forming
 Initially most teams require facilitation and training assistance to reach their full
potential. Over time, the team will become experienced enough to take on team
building tasks independently
 Team formation takes time, and usually follows some easily recognizable stages,
as the team journeys from being a group of strangers to becoming united team
with a common goal.
 Teams initially go through a "Forming" stage in which members are positive
and polite (some members may be anxious, as they haven’t yet worked out
exactly what work the team will involve). Others are simply excited about the
task ahead.
 As leader, you play a dominant role at this stage: other members’ roles and
responsibilities are less clear.

Stage I: Forming
• The forming stage involves a period of orientation and getting
acquainted.
• Uncertainty is high during this stage, and people are looking for
leadership and authority.
• A member who asserts authority or is knowledgeable may be
looked to take control.
• Team members are asking such questions as
• “What does the team offer me?”
• “What is expected of me?”
• “Will I fit in?”
• Most interactions are social as members get to know each other.

Con’t…
• In the Forming phase, the team is looking for answers more
than questions:
• Who participates?
• What are we going to do?
• How shall we do it? and
• Who are we referring to?
• Here, the team leader should help with the introduction of
participants to one another and the clarification of basic
terms, objectives, vision, and values.
• We give guidance and instructions instead of asking questions
like: “What do you think?”.
Forming Stage
• A team task refers to what a team is doing or attempting to accomplish.
• A team process refers to how a team works together to achieve the task.
• Effective teams are those that find the balance between focus on a task and focus on the
process.
• The following are possible actions to manage and support team formation.
Task functions Support functions

• Clarify team vision and purpose • Facilitate orientation and
• Set performance goals and introductions
timelines • Clarify core values
• Articulate roles and • Promote sharing of skills and
interdependencies knowledge
• Identify ground rules and authority • Support commitment and
lines acceptance
• Establish structures for regular among team members
communication (e.g., team meetings)
Stage II: Storming
• Decisions don't come easily within the group.
• Team members vie for position as they attempt to establish
themselves in relation to other team members and the leader.
• Clarity of purpose increases but plenty of uncertainties persist.
• Cliques and factions form and there may be power struggles.
• The team needs to be focused on its
goals to avoid becoming distracted by
relationships and emotional issues.

Stage II: Storming
• The storming stage is the most difficult and critical stage to pass
through.
• It is a period marked by conflict and competition as individual
personalities emerge.
• Team performance may actually decrease in this stage because energy
is put into unproductive activities.
• Members may disagree on team goals, and subgroups and cliques may
form around strong personalities or areas of agreement.
• To get through this stage, members must work to overcome obstacles,
to accept individual differences, and to work through conflicting ideas
on team tasks and goals.
• Teams can get bogged down in this stage. Failure to address conflicts
may result in long-term problems.
Storming – Reality Sets in
 Your authority may be challenged as others jockey for position
as their roles are clarified.
 The ways of working start to be defined, and as leader you
must be aware that some members may feel overwhelmed by
how much there is to do, or uncomfortable with the approach
being used.
 Some react by questioning how worthwhile the goal of the team
is and resist taking on tasks.
Honestly: This is the stage when many teams fail...

Con’t…
• In the Storming phase, the team faces challenges in
coordinating and resolving difficulties with regards to
establishing a common understanding, roles, and procedures.
• Some of the members will be annoyed about other members
interfering and having opinions about how they do their job and
tasks (“I have always done it like this and I know it works when
I do it like that. Now you are telling me to do it in another
way!”).
• Some will start building alliances with other team members and
so on. Here, the team leader should work on conflict
resolution/dissolution and start developing team-specific
common understandings of roles, routines, etc.
Storming Stage
• Revisit and reinforce agreements of previous stage, making
needed adjustments. Work through conflicts to develop
mechanisms for addressing them in the future.
• The following are possible actions to manage and support team
Storming.
• Revisit goals, objectives, and • Facilitate team and interpersonal
work plans dialogue
• Further clarify roles, • Identify and resolve
responsibilities, and structural interpersonal conflict
relationships • Find methods for handling
• Build consensus-based decision conflict
making • Promote participatory relations

Stage III: Norming
• Agreement and consensus is largely formed within team (and they respond
well to facilitation by leader).
• Roles and responsibilities are clear and accepted.
• Big decisions are made by group agreement.
Smaller decisions may be delegated to
individuals or small teams within group.
• Commitment and unity is strong.
• The team may engage in fun and social activities.
• The team discusses and develops its processes and working style. There is
general respect for the leader and some of leadership is more shared by
the team.

Stage III: Norming
• If teams get through the storming stage, conflict is resolved
and some degree of unity emerges.
• In the norming stage, consensus develops around who the
leader or leaders are, and individual member’s roles.
• Interpersonal differences begin to be resolved, and a sense of
cohesion and unity emerges.
• Team performance increases during this stage as members
learn to cooperate and begin to focus on team goals.
However, the harmony is precarious, and if disagreements re-
emerge the team can slide back into storming.

Cont…
• In the Norming phase, the team will start establishing a common
understanding, roles, and procedures through self-assessment
and agreements.
• A community will be established and each individual will begin
to accommodate himself.
• What did you see when you found a stable situation? But then
what happened when I did Drag-and-Drop management, taking
the expert to the other team?
• The team leader should encourage the development of team-
specific common understandings, roles, working behaviors, etc.

Norming Stage
• Focus on work progress but allow the group to take larger
responsibility for developing ways of working together in order to
achieve that progress.
norming.
• Direct activity toward • Identify systems of mutual
accomplishing goals accountability
• Adapt data-flow and monitoring • Promote communication, feedback,
systems affirmation
• Support coordination and • Develop greater involvement in decision
networking making
• Develop strong commitment and trust
• Encourage humor and camaraderie

Stage IV: Performing
• The team is more strategically aware - they know clearly
what they are doing and why .
• They have a shared vision and can stand on its own feet
with no interference or participation from the leader.
• The team has a high degree of autonomy.

Disagreements occur but now they are resolved within
the team positively and necessary changes to processes
and structure are made by the team.

Performing stage..
• In the performing stage, consensus and cooperation
have been well-established and the team is mature,
organized, and well-functioning.
• There is a clear and stable structure, and members

are committed to the team’s mission.
• Problems and conflicts still emerge, but they are

dealt with constructively.

Performing
• The team is able to work towards achieving it’s goal
• They deal with relationship, style and process issues along the way.
• Team members look after each other.
• The team requires delegated tasks and projects from the leader (they
no longer need to be instructed or assisted)
• Members might ask for assistance from the leader with personal and
interpersonal development.
• The Leader delegates and oversees

Performing Stage
• Focus on monitoring and maintaining systems and norms
while giving staff increasing authority according to their
demonstrated skills and interests.
performing.
• Continue work plan development • Performance management
• Undertake program monitoring /personnel evaluation systems
and evaluation • Supervise, mentor, and provide
• Engage in creative problem solving feedback to foster achievement in
• Capture internal lessons learned others
• Strengthen roles and • Celebrate both individual and
interdependencies group accomplishments
• Conduct regular team coordination
meetings
Stage V: Adjourning stage
• In the adjourning stage, most of the team’s goals have been
accomplished.
• The emphasis is on wrapping up final tasks and documenting the
effort and results.
• As the work load is diminished, individual members may be
reassigned to other teams, and the team disbands.
• There may be regret as the team ends, so a ceremonial
acknowledgement of the work and success of the team can be
helpful.
• If the team is a standing committee with ongoing responsibility,
members may be replaced by new people and the team can go back
to a forming or storming stage and repeat the development process.
Common issues in team development
• There are several common issues that can occur throughout the five stages
of team development. Some issues include:
• The norming stage may produce negative norms. This means that the team
has created poor coping mechanisms or behaviors. Once this occurs, it can
be hard for the team to move out of these negative behaviors to reach the
norming phase.
• The team remains in the storming stage. The team is unable to get beyond
their differences to work together as a team. They are stuck in their
development and can’t get past what separates them.
• Members are not selected for tasks that suit them. Team development
requires a view of the group as a whole rather than its parts. There are
times when the wrong individual is put into a group and depending on the
reasons why it can create issues.
• For example, team members who are not a good fit may cause the team to
stay in the storming phase.
What can you do as a leader ?
• Whether you're leading a team or a meeting, developing and
owning leadership skills can help you succeed at any stage in
your career.
• A good team leader can make or break a team when it comes
to troubleshooting development issues.
• A team leader that takes an active role in team development
can help avoid establishing negative norms.
• Leadership skills include a combination of soft and technical
skills, such as using your interpersonal skills to motivate your
team or applying your technical knowledge to solve problems
and complete tasks.

What are the best qualities of a leader
Strong, decisive and knowledgeable
or
quiet, supportive, cooperative
Leaders should have two main concerns: people and production
High concern for people motivates the team and they become more productive,
High concern for production creates sense of achievement and satisfaction

What’s your style ?

The Commander
 Commanders make and influence most decisions.

 The downside of this leadership style is that the
leader can demotivate and annoy people.
 Often decisions are not optimal - they don’t consider all
available information, options and perspectives. This style
is effective in short-term, in long-term it could be
dangerous for people and projects.

The Coach
 The coach is needed when team lacks focus, expertise

and understanding what should be done and how.
 Coaches tend to be concerned with growing people,
creating and enabling a trusting environment.
 This leader makes decisions collectively with a team while
explaining rationale behind decisions. They listen and
provides feedback.
 Coaches encourages personal growth and looks to build
long-term capabilities in an effort to prepare the team
and individuals for independent work.
The Supporter
 Supporters are needed to help teams.
 They help remove barriers and coordinate activities.
 The Supporter is an ego-less, quiet leader and facilitator.
 They tend to make joint decisions with the team as equals,

delegating majority of decisions to the team.
 In addition, the Coach is concerned with the creation of harmony
and balance between team members.
Balancing Task and Process

High-Performing Teams
• Team effectiveness can be influenced by the personality types and traits of its
individual members. Personality “types” are sometimes thought to involve
qualitative, whereas personality “traits” maybe classified as quantitative differences
between individuals. There are several models of assessment for both indices, e.g.,
MBTI, Five-Factor Model
• A high-performing team (HPT) is committed, coordinated, focused, adaptable and has

diverse skills and talents
− communicates optimally
− aligns itself around key initiatives
− creates short-term/long-term plans
− takes ownership of key accountabilities
− holds itself accountable to deliver the required results
“None of us are as smart asTeamwork

Effective all of us”
and Team Development
The New Science of Building Great Teams, Alex “Sandy” Pentland (Harvard Business Review, April, 2012)
Group Activity
• Based on the discussions on the team development ,apply to
your own organization and share with the trainees:
• What do you do as a leader to develop a Resource
mobilization team.
• In what stage is your team in now?
• Describe all the activities in each stages ,the challenges and
interventions.

Any Questi ons?

Session Three: Creating and maintaining
Effective team

Group activity:
What makes an effective team?

Creating an effective team
• The key components making up effective teams
can be grouped into four variables( key
components of an effective team):
• Context,
• Composition,
• Work design, and
• Process.
• In this model
• Caveat 1: This is a general guide only
• Caveat 2: The model assumes that teamwork is
preferable to individual work.
Creating Effective Teams: Context
• Adequate Resources
• Need the tools to complete the job
• Effective Leadership and Structure
• Agreeing to the specifics of work and how the team fits together to
integrate individual skills
• Even “self-managed” teams need leaders
• Leadership especially important in multi-team systems
• Climate of Trust
• Members must trust each other and the leader
• Performance and Rewards Systems that Reflect Team
Contributions
• Cannot just be based on individual effort
Creating Effective Teams: Composition
• Abilities of Members
• Need technical expertise, problem-solving, decision-making, and good
interpersonal skills
• Personality of Members
• Conscientiousness, openness to experience, and agreeableness all relate to team
performance
• Allocating Roles and Diversity
• Many necessary roles must be filled
• Diversity can often lead to lower performance
• Size of Team
• The smaller the better: 5 to 9 is optimal
• Members’ Preference for Teamwork
• Do the members want to be on teams?
Key Roles On Teams

Key Roles On Teams
• What, exactly, are those roles?
• At this point, you’ve probably concluded that every team faces
two basic challenges:
• Accomplishing its assigned task
• Maintaining or improving group cohesiveness
• Whether you affect the team’s work positively or negatively
depends on the extent to which you help it or hinder it in
meeting these two challenges.
• Teamwork roles divide into two categories, depending on
which of these two challenges each role addresses. These are:
 Task-facilitating roles and
 Relationship-building roles
What Roles Do Team Members Play?

Creating Effective Teams: Work Design
• Freedom and Autonomy

• Ability to work independently
• Skill Variety
• Ability to use different skills and talents
• Task Identity
• Ability to complete a whole and identifiable task or product
• Task Significance
• Working on a task or project that has a substantial impact on
others

Creating Effective Teams: Process
• Commitment to a Common Purpose
• Create a common purpose that provides direction
• Have reflexivity: willing to adjust plan if necessary
• Establishment of Specific Team Goals
• Must be specific, measurable, realistic, and challenging
• Team Efficacy
• Team believes in its ability to succeed
• Mental Models
• Have an accurate and common mental map of how the work gets done
• A Managed Level of Conflict
• Task conflicts are helpful; interpersonal conflicts are not
• Minimized Social Loafing
• Team holds itself accountable both individually and as a team

Turning Individuals into Team Players
• Selection
• Make team skills one of the interpersonal skills in the hiring process.
• Training
• Individualistic people can learn
• Rewards
• Rework the reward system to encourage cooperative efforts rather than
competitive (individual) ones
• Continue to recognize individual contributions while still emphasizing the
importance of teamwork

Beware! Teams Aren’t Always the Answer
 Teams take more time and resources than does
individual work.
 Three tests to see if a team fits the situation:
1. Is the work complex and is there a need for different
perspectives – will it be better with the insights of
more than one person?
2. Does the work create a common purpose or set of
goals for the group that is larger than the aggregate of
the goals for individuals?
3. Are members of the group involved in interdependent
tasks?
Summary and Managerial Implications
• Effective teams have common characteristics:
• Adequate resources
• Effective leadership
• A climate of trust
• Appropriate reward and evaluation systems
• Composed of members with correct skills and roles
• Are smaller
• Do work that provides freedom, autonomy, and the chance to contribute
• The tasks are whole and significant
• Has members who believe in the team’s capabilities
• Managers should modify the environment and select team-oriented
individuals to increase the chance of developing effective teams.

Any Questi ons?

Session Four: Managing Conflict

What is Conflict?
 Conflict is a relationship between two or more parties (individuals or
groups) who have, or think they have, incompatible goals and who act
on the basis of those perceived incompatibilities”, Schneider et al,
2016
 Conflict is not the same as violence – conflict is not always violent, or
even immediately obvious
 Conflict often accompanies change; of course this means it occurs
around organizational interventions, especially where resource access
or availability is impacted
 Generally seen as negative, but this need not be the case, provided the
conflict is acknowledged, understood, and transformed into a positive
force for change

Types of conflict
Compatible goals Incompatible goals
Compatible
behaviour
No conflict Latent conflict

Incompatible
behaviour
Surface conflict Open conflict

Types of conflict
Compatible
When goals and behavior are compatible, there is
behaviour
no conflict

Incompatible
behaviour

From Tearfund (no date)
Types of conflict
Latent conflict is when behavior is apparently

Compatible
behaviour
compatible, but goals are not. The latent conflict may
need to be brought to the surface to be resolved

Incompatible
behaviour

Types of conflict
Compatible
behaviour
When goals are compatible but behavior is not,

this results in surface conflict. This kind of shallow
Incompatible
conflict can often be resolved with good

behaviour
communication

Types of conflict
Compatible
behaviour
Open conflict is both visible and deep-rooted,

Incompatible
emerging from incompatible goals and behavior

behaviour

Types of Workplace Conflict
 Four different types of team conflicts common to workplace
environments:
 Task-based conflicts
 Leadership conflicts
 Work style conflicts
 Personality clashes

Group exercise: What are the common causes
of conflict around your areas in CBE?
5 minutes to brainstorm
In groups, list the conflicts you have experienced on a
flipchart, (keep this as you will refer to this later) and
select one person from each group to share with everyone

Conflict: possible causes of conflict?
 Goals
 Personality conflicts
 Scarce resources
 Styles
 Values
The Positive Side of Conflict
 Conflict can teach you to make the most of each situation
and use it as a learning opportunity or a leadership
opportunity.
 You can also use it as an opportunity to transform the

situation into something better.

What is a conflict management style and
why do I need to know this?
 Conflict management refers to the actions, responses,
processes and systems that help prevent, identify, handle and
manage conflicts in sensible, fair, peaceful, meaningful and
efficient/effective manner.
 Conflict Management Style: Form of behavior that a person
practices in response to conflict with others
 When living and interacting with others in the work place,

you need to know how to resolve issues in different
situations.

Five Styles of Conflict Management
 You will experience some form of internal or external conflict in the work
place. Understanding how you handle conflict is important in helping you
decide how to deal with stress and manage certain situations.

Conflict Management Strategies
Which of these strategies are suitable and not suitable for you?
1) Avoiding,
2) Defeating,
3) Compromising,
4) Accommodating, and
5) Collaborating

Accommodating
 People who accommodate are unassertive and very
cooperative.
 Give in during a conflict
 Acknowledge they made a mistake/decide it was no big
deal
 Put relationships first, ignore issues, and try to keep peace
at any price
 Effective when the other person or party has a better plan
or solution

Accommodating…
 Pros: The conflict is resolved quickly. Managers using this
style appear flexible and dynamic.
 Cons: When this style is used too often, the manager seems
weak. If this conflict management style is used on larger
issues, problems don’t get resolved.
 Example: Kebede and Abeba are trying to decide whether to

have fruit or pastries at the meeting tomorrow. Kebede
insists on pastries, but Abeba wants fruit. Abeba uses the
accommodating conflict management style, ordering
pastries. Abeba doesn’t mind either way.

Avoiding
 People who avoid conflict are generally
unassertive and uncooperative.
 Avoid the conflict entirely or delay their

response instead of voicing concerns
 Can create some space in an emotional
environment
 Not a good long-term strategy

Avoiding…
 Pros: Sometimes, rushed decisions are made poorly.
By taking time to assess the situation more, the team
can reach a better conclusion.
 Cons: If used in the wrong situation, the conflict can
be made worse. Over-use of this style makes
someone seem indecisive or a procrastinator.
 Example: Jordan and Adrian are trying to decide on
the final retail price for the new product that is
getting released, but they can’t agree. They avoid the
decision, delaying market entry for an extra week to
research similar products
Collaborating
Collaborators are both assertive and
cooperative.
 Assert own views while also listening to other
views and welcoming differences
 Seek a “win-win” outcome
 Identify underlying concerns of a conflict
 Create room for multiple ideas
 Requires time and effort from both parties
Collaborating
 Pros: Everyone is happy, and a solution is found that resolves
all the problems in the conflict. The manager is seen as being
highly-skilled.
 Cons: This method of conflict resolution takes a lot of time.
Deadlines and other constraints often won’t allow for
conflicts to be resolved with this style.
 Example: Alex and Brooke are trying to name the new
product going into the market, but they both don’t like each
other’s suggestions. They continue working together and
find new names for the product until they discover one that
they are both happy with.

Competing
People who approach conflict in a competitive way
assert themselves and do not cooperate while
pursuing their own concerns at another’s expense.
 Takes on a “win-lose” approach where one person
wins and one person loses
 Does not rely on cooperation with the other party
to reach outcome
 May be appropriate for emergencies when time is
important

Competing
 Pros: This style shows strength. The manager refuses to
back down. This style shows the character of the person
using it.
 Cons: If used too often, the manager is seen as being
unreasonable. Over-use will make the decision-maker out
to be a tyrant.
 Example: Charlie is not willing to ask staff members to
work weekends, since that’s time for them to enjoy their
families. Charlie’s manager insists that a staff member
must take work home to get done over the weekend.
Charlie refuses the request, saying that more staff are
needed if the demands are so high.
Compromising
 Compromisers are moderately assertive and
moderately cooperative.
 Try to find fast, mutually acceptable solutions
to conflicts that partially satisfy both parties
 Results in a “lose-lose” approach
 Appropriate temporary solution
 Considered an easy way out when you need
more time to collaborate to find a better
solution
Compromising
 Pros: This style means that a decision is achieved, both
parties have won something but both parties have also
lost something.
 Cons: No one leaves completely satisfied. Ultimately
one or both of the parties feel like they have lost more
than the other.
 Example: Trying to increase sales, the Marketing
Manager would like a full-time Digital Marketing
Specialist and the Sales Manager would like another
Sales Representative. Only one full-time employee is
affordable. They each hire someone for a part-time
position for these roles
Which one is best?
 Choosing a conflict management style is often intuitive. It is
possible to train yourself on using different conflict
management styles based on the situation at hand.
 There is no BEST way to handle conflict. Each conflict is
different and requires a different response.
As a society, we teach:
“Two heads are better than one.” (Collaborating)
“Kill your enemies with kindness.” (Accommodating)
“Split the difference.” (Compromising)
“Leave well enough alone.” (Avoiding)
“Might makes right.” (Competing)
Finding Your Management Style
• Each statements on the next two slides provides a strategy for
dealing with a conflict
• Rate each statement on a scale of 1 -4 indicating how likely
you are to use this strategy
1. Rarely
2. Sometimes
3. Often
4. Always

1. I explore issues with others so as to find solutions that meet
everyone’s needs.
2. I try to negotiate and adopt a give-and-take approach to problem
situations.
3. I try to meet the expectations of others.
4. I would argue my case and insist on the merits of my point of view.
5. When there is a disagreement, I gather as much information as I
can and keep the lines of communication open.
6. When I find myself in an argument, I usually say very little and try to
leave as soon as possible.
7. I try to see conflicts from both sides. What do I need? What odes
the other person need? What are the issues involved?
8. prefer to compromise when solving problems and just move on.
9. I find conflicts challenging and exhilarating; I enjoy the battle of
wits that usually follows.
10. Being at odds with other people makes me feel uncomfortable
and anxious.
11. I try to accommodate the wishes of my friends and family.
12. I can figure out what needs to be done and I am usually right.
13. To break deadlocks, I would meet people halfway.
14. I may not get what I want but it’s a small price to pay for keeping
the peace.
15. I avoid hard feelings by keeping my disagreements with others to
myself.
Total your answer:
Collaborating: 1, 5, 7 ___________
Competing: 4, 9, 12 ___________
Avoiding: 6, 10, 15 ___________
Accommodating: 3, 11, 14 ___________
Compromising: 2, 8, 13 ___________

Conclusion
 Different conflict management styles may be used
when faced with different situations.
 Knowing yourself and fully understanding each

situation will help you understand the conflict
management style needed.
 Try a scenario-based approach to test the

effectiveness of different approaches to specific
situations.
Any Questi ons?

Session Five

?
 What is communication?
 What are the importance of effective
communication for success of teams?
 Time allowed: 10 minutes

Communication And Team
Effectiveness
“The number one management problem today is
communication.” Alvin Dodd
• This is because success of an enterprise is largely
dependent on the way things are communicated
to employees, and the process of
communication.
• It is often said that communication is the life

blood of every organization.
What is communication?
• Communication is derived from Latin word “communis”/
“communicare” which means “common.” / to impart, to participate,
to share.
• This stands for the sharing of ideas in common
• …the process of sending and receiving messages
• Shared understanding is the key to effective communication
• Is defined as interchange of thought or information between two or

more persons to bring about mutual understanding and desired action.

Importance of communication
• It is the tie that binds a team together
• Important for leaders to be effective in influencing
individuals and a team and improve productivity
• For instance, the benefits of a well-informed team
include:
 Increased commitment from employees, because they understand
the organization’s goals, and their own role in achieving those
goals;
 Greater cooperation across organizational business units and
workgroups;
 Elimination of rumors and incorrect assumptions that create
misunderstanding or undermine employee morale;
 Employees feeling recognized and motivated to take the initiative,
such as offering new ideas.
Why Communicate: Some facts (Cont’d ….)
• Leaders and managers spend 75 to 80 % of their time
engaged in communication
• Inability to communicate makes it nearly impossible for

managers to work effectively in the workplace
• Communication provides the critical link between core

functions and teams
• Life blood of an organization and proper functioning of

teams
Communication process

Communication Process Model
1. Sender: originates a communication
message
2. Receiver: destination of the communication
3. Encoding: sender changes thoughts into
symbols
4. Decoding: receiver assigns meaning to
symbols
Communication Process Model
5. Message: idea, thought, feeling or opinion to
be communicated (clear or unclear)
6. Channel: medium through which the message
travels from sender to receiver
7. Feedback: receiver’s response to the
message/indicates the message is seen, heard
and understood
8. Noise: refers to anything that hampers any
stage of communication process
Source of Barriers to Communication
Environment
Sender Receiver
Channel
Idea Decode Idea
Encode
Feedback

Barriers That Create Misunderstandings
• Poor listening skills

• Differing frames of reference
• Lack of language skills
• Emotional interference  Lack of trust, fear of
• Physical distractions reprisal
 Closed communication
climate
 Filtering, prejudice, ego
involvement
 Poor communication skills
Effective Teamwork and Team
Development
Barriers to Effective Organizational
Communication
 Barriers to effective communication might
happen within organizations at three
different levels: personal, group, and
organizational.

Overcoming barriers to communication
1. Creating the message carefully
2. Minimize noise
• To the extent possible, you should try to eliminate potential
sources of interference.
• The careful choice of channel and medium helps focus the
receiver’s attention on your message.
3. Facilitate feedback
• Make feedback more useful by:
• plan when and how to accept it
• be receptive to other’s response
• encourage frankness
• use it to improve communication
Practice the 7C’s of communication
 Following checklist comprising of 7C’s that serve as good
guideline for potential managers and leaders:
1. Completeness
2. Conciseness
3. Consideration
4. Concreteness
5. Clarity
6. Courtesy
7. Courtesy

Thank you for your Attention and
participation!!!

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Welcome to

December 05-07, 2022

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Describe characteristics of effective teamwork.

Identify the main obstacles to effective team working

Explain stages of team development and recognize the

Describes individual differences and roles within the team

9:00 – 10:00 1 Day start Group Review and Discussion

Effective Teamwork and Team Development

Effective Teamwork and Team Development

"Alone we can do so little; together we can do so much." – ..

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

The Apollo Syndrome is a phenomenon discovered by

Effective Teamwork and Team Development

Belbin’s criteria for selecting his teams used ability

The initial perception of Belbin's Apollo teams was

Effective Teamwork and Team Development

• In some instances, teams recognized what was happening but over

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

1. Permanent Teams. 5. Organizational /work force.

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Task functions Support functions

Effective Teamwork and Team Development

Honestly: This is the stage when many teams fail...

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

• The team has a high degree of autonomy.

Effective Teamwork and Team Development

• There is a clear and stable structure, and members

• Problems and conflicts still emerge, but they are

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Effective Teamwork and Team Development

Leaders should have two main concerns: people and production

Effective Teamwork and Team Development

Effective Teamwork and Team Development

 Commanders make and influence most decisions.

Effective Teamwork and Team Development

 The coach is needed when team lacks focus, expertise

 They help remove barriers and coordinate activities.