Team Dynamics Mod 5 Summary.pdf

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Jayanti R Pande
email: jayantipande17@gmail.com
RTMNU MBA Sem 4 – TEAM DYNAMICS [HR]
MODULE NO 5: STRATEGIES FOR TEAM
BUILDING & OD
TEAM BUILDING
Team building is the process of creating a
group of individuals who work together
effectively and cohesively towards achieving a
common goal. It involves activities and
strategies that enhance communication, trust,
respect, and cooperation among team
members.
DEFINITION OF TEAM BUILDING
Team building is the process of improving
team dynamics through activities and
strategies that enhance communication,
collaboration, and trust among team
members.
Johnson- “Team Building is defined as any
planned event with a group of people who
have or may have common organisation
relationships and/or goals which are designed
to improve the way in which work gets done
by them in some way or another.”
STRATEGIES FOR TEAM BUILDING
1 Clear expectations: Set specific goals, roles,
and responsibilities to establish a common
purpose and direction.
2 Positive feedback: Give recognition to team
members for their contributions to boost
morale and motivation.
3 Collaboration: Encourage teamwork and
sharing of ideas, knowledge, and skills to build
trust and respect.
4 Ask questions: Clarify issues, generate new
ideas, and encourage participation from all
team members.
5 Develop friendships: Foster trust, rapport,
and a positive team culture through social
events and team outings.
GUIDELINES FOR TEAM BUILDING
1 Emphasize common interests: Highlighting
shared interests and values among team
members can help build a sense of unity and
purpose.
2 Use ceremonies and rituals: Ceremonies
and rituals can be used to mark important
milestones, celebrate achievements, and
reinforce team values and identity.
3 Use symbols for identification: Use
symbols, such as logos or slogans, to create a
sense of identification and belonging to the
team, and to promote a shared vision and
purpose.
Team Building Advantages:
Improved collaboration and communication
 Increased productivity and efficiency
 Enhanced creativity and innovation
 Higher morale and motivation
 Better problem-solving abilities
Team Building Disadvantages:
 Resistance to change or new ideas
 Potential conflicts and personality clashes
 Time-consuming process
 Possibility of favouritism or exclusion
 Ineffective team building activities
ORGANISATIONAL DEVELOPMENT [OD]
Organizational Development is a planned and
systematic approach using interventions and
strategies to improve organizational
effectiveness and health by promoting
employee engagement and growth, and
facilitating change using behavioural science
theories and tools.
DEFINITION OF OD
OD is a planned and systematic approach to
improve an organization's effectiveness,
health, and adaptability through behavioural
science theories and techniques.
Lippitt G.L – “OD is the strengthening of those
human processes in organisations, which
improve the functioning of the organic
systems, so as to achieve its objectives.”
CHARACTERISTICS OF OD
1 Collaborative approach: OD involves all
stakeholders, including employees, managers,
and external consultants, in a collaborative
process.
2 Systemic perspective: OD takes a systemic
perspective, recognizing the interdependence
of organizational parts and looking at the
organization as a whole.
3 Focus on continuous improvement: OD
emphasizes ongoing assessment and
adjustment of strategies and interventions to
improve organizational effectiveness and
achieve continuous improvement.
4 Data-driven approach: OD uses data to
diagnose problems, identify areas for
improvement, and measure progress towards

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Jayanti R Pande
achieving organizational goals.
5 Humanistic orientation: OD recognizes the
importance of people and aims to create a
positive work environment that supports
employee growth and development.
OBJECTIVES OF OD
1 Organizational effectiveness: Improve the
overall effectiveness of the organization.
2 Employee well-being: Create a positive
work environment that promotes employee
well-being, job satisfaction, and growth.
3 Change management: Help manage change
effectively by identifying areas for
improvement and supporting the transition
process.
4 Communication and collaboration: Improve
communication, enhance collaboration, and
promote teamwork among employees and
stakeholders.
5 Leadership and management development:
Develop the skills and capabilities of
managers and leaders to improve their ability
to lead and manage change within the
organization.
PROCESS OF OD
1. Entry and contracting: Establishing
objectives and scope with the client
organization.
2. Diagnosis: Collecting and analyzing data
to identify issues and opportunities.
3. Data collection and analysis: Using
surveys, interviews, and focus groups to
identify root causes.
4. Feedback: Presenting data to the client
and gaining understanding and
acceptance.
5. Designing interventions: Developing and
implementing solutions to improve the
organization.
6. Leading and managing change:
Facilitating the change process effectively.
7. Evaluation and institutionalizing:
Assessing intervention effectiveness and
making changes permanent.
OD TECHNIQUES/STRATEGIES
1 Survey Feedback Activities: Collecting and
analysing data from surveys to provide
feedback on organizational issues and
opportunities.
2 Process Consultation: Providing guidance
and support to individuals and groups to
improve problem-solving skills.
3 Grid Organization Development Activities:
Building a model to improve communication
and collaboration.
4 Coaching and Counselling Activities: One-
on-one sessions to help employees overcome
obstacles.
5 Life and Career Planning Activities:
Programs to help employees plan and manage
their careers.
6 Planning and Goal Setting Activities:
Collaborative activities to set goals and
develop plans.
7 Third-Party Interventions: Bringing in an
outside consultant or mediator to help resolve
conflicts.
8 Team Building Interventions: Activities
designed to build trust, communication, and
collaboration among team members.
9 Diagnostic Activities: Collecting and
analyzing data to identify organizational
issues and opportunities.
10 Education and Training Activities:
Programs designed to improve employee
knowledge, skills, and abilities.
11 Organizational Transformation Activities:
Large-scale initiatives to transform the
organization.
12 Techno Structural Interventions:
Interventions focused on improving the
organization's structure, systems, and
processes.
SIGNIFICANCE OF OD
1 Challenging Environment: OD interventions
create a stimulating work environment that
encourages growth.
2 Facilitation of Change: OD interventions
help identify and address areas in need of
improvement.
3 Improved Task Performance: OD
interventions streamline processes, reduce
errors, and optimize resources.
4 Objectives Attainment: OD interventions
align strategy, goals, culture with external
environment and stakeholders.
5 Individual Potential: OD interventions
maximize employee potential through

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Jayanti R Pande
growth, development, and advancement
opportunities.
LIMITATIONS OF OD
1 Time-consuming: OD interventions can be
time-consuming and require a significant
investment of resources, which may not be
feasible for all organizations.
2 Requires Initiators: OD requires committed
and knowledgeable initiators who can lead
the change process and maintain momentum,
which may not always be present in an
organization.
3 Based on Behavioural Science Concepts: OD
interventions are based on behavioural
science concepts and may not be suitable for
organizations that do not value or understand
the importance of employee engagement and
development.
4 Large Expenditures: OD interventions may
require significant expenditures, such as hiring
consultants, providing training, or
implementing new systems or processes,
which may not be financially feasible for all
organizations.
5 Chances of Being Unsuccessful: Despite its
best efforts, OD interventions may not always
be successful in achieving the desired
outcomes due to resistance from employees
or other factors beyond the control of the
organization.
OD INTERVENTIONS
OD intervention is a structured process that
applies techniques and strategies to improve
an organization's performance. It is designed
to address specific issues and involve
employees at all levels to bring about positive
change. Examples include team-building,
leadership development, process
improvement, and organizational
restructuring.
DEFINITION OF OD INTERVENTION
OD intervention is a structured process of
applying OD techniques and strategies to
bring about positive change within an
organization.
Prasad – “OD intervention refers to an activity
that is carried on in an organisation with the
help of an internal or external OD consultant
for achieving a given goal or objective.”
NATURE OF OD INTERVENTIONS
1. Target Real Problems: OD interventions
address specific problems or challenges in
an organization.
2. Planning, Implementation & Analysis: OD
interventions follow a structured process
of planning, implementation, and analysis.
3. Dynamic Process: OD interventions
evolve based on feedback and learning.
4. Presence of Change Agent: OD
interventions involve a change agent who
guides the process.
5. Based on Learning Models: OD
interventions empower individuals and
groups to solve problems through
collaboration and communication.
GUIDELINES FOR EFFECTIVE OD
INTERVENTIONS
1 Top Management Support: Crucial for
success; active participation and support
required.
2 Appropriate Planning: Well-defined plan
essential; ensures targeted, timely, and cost-
effective intervention.
3 Involvement of Employees: Key to success;
involvement leads to ownership and
investment in change.
4 Effective Communication: Essential for
success; clear and consistent communication
builds trust and minimizes resistance.
5 Positive Organizational Environment:
Essential for success; promotes employee
empowerment, collaboration, and goal
achievement.
IMPORTANCE OF OD INTEREVNTION
1 Improved Interaction Among Employees:
OD interventions improve communication and
teamwork among employees.
2 Employee Skill Development: OD
interventions develop employee skills in a
rapidly changing business environment.
3 Employee Appraisal & Feedback: OD
interventions provide appraisal and feedback
opportunities to improve performance.
4 Prevention Rather Than Correction: OD
interventions proactively identify and address
issues to prevent crises.
5 Systematizing Change Management
Processes: OD interventions establish
effective change management processes to

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minimize disruption and maximize success.
EXPERIENTIAL LEARNING THEORY OR KOLB’S
EXPERIENTIAL LEARNING CYCLE
1 Experiencing: Actively engaging in an
experience to gain new knowledge.
2 Reflecting: Thinking about emotions,
reactions, and observations to gain new
insights.
3 Generalizing: Connecting the experience to
broader concepts or theories to form abstract
ideas.
4 Applying: Testing out and refining
knowledge gained from the experience in new
situations.
KOLB’S EXPERIMENTAL LEARNING STYLES
1 Diverging: learn through experience and
observation, imaginative and empathetic,
enjoy generating ideas and considering
multiple perspectives.
2 Assimilating: learn through observation and
conceptualization, analytical and logical, enjoy
organizing and synthesizing information.
3 Converging: learn through conceptualization
and experimentation, practical and results-
oriented, enjoy problem-solving and decision-
making.
4 Accommodating: learn through experience
and experimentation, hands-on and intuitive,
enjoy trying new things and taking risks.
T GROUP TRAINING
T-group training is a type of experiential
learning program focused on improving
interpersonal skills, communication, and self-
awareness. It involves structured activities
and exercises facilitated by a professional. It
has been criticized for being confrontational,
but remains popular in some training
programs and therapy contexts. It's also called
sensitivity training, human relations training,
or laboratory training.
OBJECTIVES OF T GROUP TRAINING
1 T-group training aims to improve
participants' communication and
interpersonal skills.
2 It helps individuals develop self-awareness
and gain insights into their own behaviour and
its impact on others.
3 T-group training seeks to enhance group
dynamics by encouraging constructive
feedback and collaboration.
4 It promotes the development of leadership
skills and the ability to manage conflicts
effectively.
5 T-group training facilitates personal growth
and development by promoting a supportive
and safe learning environment.
PROCEDURE OF T GROUP TRAINING
1 Unfreezing: Participants become aware of
their values, beliefs and behaviours, and
challenge them in a safe and supportive
environment.
2 Development of new values: Participants
experiment with new behaviours and ways of
thinking through experiential activities like
role-playing, problem-solving and feedback.
3 Re-freezing: Participants integrate new
behaviours, values and attitudes into their
daily lives and work environments through
action plans, goal-setting and practice. Follow-
up and ongoing support is provided to
maintain new behaviours and values.
IMPORTANCE OF T GROUP TRAINING
1 Improved interpersonal skills: T-group
training develops strong communication and
collaboration skills for effective teamwork.
2 Enhanced self-awareness: T-group training
helps individuals understand their own
thoughts, emotions, and behaviours.
3 More effective leadership: T-group training
empowers individuals to become better
leaders, formal or informal.
4 Increased empathy and understanding: T-
group training promotes empathy and
appreciation of diversity.
5 Personal growth and fulfilment: T-group
training leads to personal growth, increased
confidence, and a sense of purpose to
overcome challenges and achieve goals.
APPRECIATIVE INQUIRY (AI)
AI is a strengths-based approach to
organizational change and development that
focuses on identifying and building upon
existing strengths, successes, and positive
experiences within an organization. AI
emphasizes collaboration, dialogue, and
storytelling to create a shared vision of the
future and inspire action towards positive
change
5 PRINCIPLES OF AI

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Jayanti R Pande
1. Constructionist: The inquiry is based on a
belief that people create their own reality
through language and communication.
2. Simultaneity: Change happens during the
inquiry process, as participants co-create
new knowledge and possibilities.
3. Poetic: The inquiry is an imaginative and
creative process that uses metaphor,
storytelling, and other expressive
methods to explore possibilities and
envision the future.
4. Anticipatory: The inquiry focuses on
creating a positive vision of the future,
rather than just addressing problems or
challenges.
5. Positive: The inquiry focuses on what is
working well and what is possible, rather
than what is wrong or needs to be fixed.
The APPRECIATIVE INQUIRY METHOD
includes the following four stages:
A. Discovery: Participants engage in dialogue
and storytelling to identify positive
experiences, strengths, and successes through
interviews, focus groups, and other data
collection methods.
B. Dream: Participants use insights from the
discovery phase to envision a shared vision of
the future by identifying the organization's
core values, purpose, and goals.
C. Design: Participants develop strategies and
action plans to achieve the shared vision of
the future by identifying specific actions,
resources, and timelines necessary to bring
the vision to life.
D. Destiny: Participants implement action
plans and monitor progress towards achieving
the shared vision, involving ongoing
evaluation, learning, and adaptation for
continued positive growth.

Team Dynamics Mod 5 Summary.pdf

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Team Dynamics Mod 5 Summary.pdf