Workforce passport program session 4&5
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This document discusses various topics related to developing effective teams such as types of teams, team building, team roles and dynamics, team performance tools, and creating an action plan. It defines what a team is and describes different types of teams. It outlines the forming, storming, norming, and performing stages of team development. It presents Parker's 12 characteristics of effective teams and describes factors that shape team performance like internal/external focus and change. It also addresses topics like creativity, conflict management, problem solving, and creating a team improvement action plan.
Workforce passport program session 4&5
- 2. Organizations Teams TORI model Workshop Developing teams Parker’s Characteristics of effective teams The Power Of Teamwork.mp4
- 3. TEAM BUILDING Outcomes: 1. Types of teams. 2. Building effective teams. 3. Team player style 4. From involvement to empowerment. 5. Dealing with team conflicts. 6. Developing team performance tools.
- 6. TYPES OF TEAMS 1. Traditional teams. 2. Team spirit model. 3. Cutting edge model. 4. Task free model. 5. Cyber teams (virtual).
- 7. TEAM We can define a team as a group of people who come together under shared leadership, mutual responsibility, and conscious authority to achieve agreed-upon goals in a mutually effective fashion. Teamwork - Minions - Despicable Me.mp4
- 11. NORMING Overcomes tensions and develops group cohesion Acceptance of idiosyncrasies Allegiance develops Spirit develops NORMS All teams, whether they know it or not, have norms, rules, or guidelines that guide the behaviour of team members. Norms can be positive and thus help the team be an effective organization. Norms can also be counter productive
- 12. FORMING Anxious. Wait and See. Not sure why they are there? Rules develop here Write down the mission statement Goals & buy in. Help them to know what to expect, communicate and reassure
- 13. STORMING Eager to get going Drops! Conflict develops here. Communicate No surprises Recognize – acknowledge accomplishments to overcome tension. Be supportive Value diversity
- 14. NORMING Sink or swim, we are together. Focus may be lost, we have a good company Spirit devlops here Alike Train Encourage GOAL oriented
- 16. PERFORMING Trained Competent Mature Self motivated Experience and insight devlelops. Develop challenge
- 17. PARKER’S CHARACTERISTICS OF EFFECTIVE TEAMS 1. Clear Purpose The vision, mission, goal or task of the team has been defined and is now accepted by everyone. There is an action plan. 2. Informality The climate tends to be informal, comfortable and relaxed. There are no obvious tensions or signs of boredom. 3. Participation There is much discussion and everyone is encouraged to participate.
- 18. 4. Listening The members use effective listening techniques such as questioning, paraphrasing, and summarizing to get out ideas. 5. Civilized Disagreement There is a disagreement, but the team is comfortable with this and shows no signs of avoiding, smoothing over or suppressing conflict. 6. Consensus Decisions For important decisions the goal is substantial, but not necessarily unanimous agreement through open discussion of everyone�s ideas, avoidance of formal voting, or easy compromises.
- 19. 7. Open Communication Team members feel free to express their feelings on the tasks as well as on the group’s operation. There are few hidden agendas. Communication takes place outside of meetings. 8. Clear Roles and Work Assignments There are clear expectations about the roles played by each team member. When action is taken, clear assignments are made, accepted, and carried out. Work is fairly distributed among team members. 9. Shared leadership While the team has a formal leader, leadership functions shift from time to time depending upon the circumstances, the needs of the group, and the skills of the members. The formal leader models the appropriate behavior and helps establish positive norms.
- 20. 10. External Relations The team spends time developing key outside relationships, mobilizing resources and building credibility with important players in other parts of the organization. 11. Style Diversity The team has a broad spectrum of team-player types including members who emphasize attention to task, goal setting, focus on process and questions about how the team is functioning. 12. Self-Assessment Periodically the team stops to examine how well it is functioning and what may be interfering with its effectiveness.
- 21. THE PERFECT MENU
- 23. Basic info Basic ideas feelings trust Open communication Communication to relationship dependence independence interdependence The Trust Relationship
- 24. CREATIVITY Why do we need creativity.mp4
- 26. PROBLEM A perceived gap between the existing state and a desired state, or a deviation from a norm or standard.
- 27. evaluation
- 28. Conflict Management (Funny animated).mp4
- 29. CONFLICT Friction or opposition resulting from actual or perceived differences or incompatibilities. 1. Remove masks 2. Identify the real problem 3. Give up a must win attitude 4. Develop several solutions 5. Evaluate options and select a solution 6. Communicate assertively 7. Acknowledge the value in relationship 8. Preventing internal conflicts
- 31. TEAM ACTION PLAN Doable Fair Need help Wrong Team improvement plan: 1. Required actions 2. Desired outcomes 3. Assign responsibilities . 4. Action plan chart 5. troubleshooting
- 32. ACTION PLAN “If U want to change UR future, take actions and make it now” Intentions vs actions Action plan chart
- 35. ACTION PLAN goals 1-What we want? Be specific instead of general goals. Career, finance, health, personal life. Fear of failure 2-Write… 3% of adults! 3 goals Programming your minds Bring
- 36. ACTION PLAN 3-Dead line No unreasonable goals, dead lines 4-list whatever you may do to achieve the Goal. Obstacles, needs, people, help… So be comprehensive 5- prioritize List the steps Parieto : 80% - 20% 6- day – week – month, But when? 1 minute planning saves?
- 37. Start execution, after prioritizing…
- 38. OPEN QUSTI