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Team building training - Enactus
Transcript of Team building training - Enactus
Characteristics of ideal team.
Feedback and communication behaviours,
Holand Theory for Career Interest
Team Harmony Theory
Functional Harmony theory for Ahmed Mostafa Kamal; all rights reserved, 2012.
Team Development Model
Discussion Time .. Any Questions?
Characteristics of ideal team.
Team Development Models.
Team Effectiveness Model.
Team Dynamic techniques.
Interest Profiler assessment.
Team IP codes analysis.
What is your ideal team?
What is a team?
It is a group that has a job to do, whether as paid participants or as volunteers. It is a group that has spent some time together. It is a group that achieves cohesiveness. It is a group with a common objective, whose members are very clear about working toward one purpose
A team’s strength is found in the relationships among the team members.
Their behaviors and conduct courtesies.
Their ways of approaching tasks and problems,
describe how the members talk with one another, clarify their expectations, react to each other’s ideas and offer their perceptions and opinions. In an ideal team, the members:
describe the protocols that the members have agreed to as a responsibility of being a member of the team. In an ideal team, the members:
Ask for help from other members when it is needed and do not waste precious time struggling alone;
Give positive comments to each other regularly and often, because they know it motivates teammates;
Give negative observations when necessary, but do it constructively, for example: “Frank, that proposal you wrote is very good, but it’s a little weak in the evaluation section. Joe has done a lot of evaluations, perhaps he can help”;
Receive negative observations from another member without becoming defensive, because they know the comments are not meant to be insulting, but are meant to help the team accomplish its goals;
Support other team members in times of crisis, for example: “Lars, I’m sorry to hear about your family illness. Why don’t you go home and I will finish your assignment”;
Offer help to others when their own work is completed.
Are ambassadors of that team, and represent the team, not just themselves;
Remain open-minded and receptive to all ideas, however different from their own;
Give another member time to get his idea out, and paraphrase the idea to assure they understand the intended message;
Take turns speaking;
Encourage full participation by all members;
Do not have side conversations during a discussion, because participants might miss something important (and because it is disrespectful of the others);
Stay focused on the task at hand, and do not engage in distracting behaviors;
Call a time-out if they feel another member’s behavior is disruptive;
Make the team meeting a priority so that attendance is consistent;
Begin and end meetings on time, so members can use their time most efficiently;
Obtain closure on topics and get a decision;
Summarize and clarify the meeting at the end.
Accept every problem as a team problem, not one belonging only to one member;
Never say “we cannot do this,” but say “how can we do this?”;
Determine the action items that any decision requires, or think through how to carry out decisions;
Share failures as a team, never blaming only one or two members;
Look at failures as a way to improve the team functioning, because we can always learn something from failure;
Share all information, so that everyone is working from the same body of information;
Use consensus for major decisions, which results in finding the most acceptable decision for everyone, as opposed to voting, in which there are clear winners and losers;
Stay focused on the purpose of the team, which is to accomplish something together.
Life Makers won the 1st place in the national competition and you are requested to say sth in 60 seconds.
Team Effectiveness Model
Teams can continuously improve their effectiveness by focusing on improving their functioning in five key areas: Goals, Roles Procedures, Relationships and Leadership:
Goals: What the team aspires to achieve
Roles: The part each member plays in achieving the team goals
Procedures: The methods that help the team conduct its work together
Relationships: How the team members ‘get along” with each other
Leadership: How the leader supports the team in achieving results.
Tools and Equipment
CLEAR ROLES AND RESPONSIBILITiES
Mutual respect and trust
Okay with disagreement
Engagement and Involvement
Develop People and Team
All members responsible and accountable
Solving Problems and Making Decisions
CLEAR PROCEDURES FOR:
"Mission,Purpose, Values, Goals
Team Dynamics Techniques
The term "group dynamics" describes the way in which people in a group interact with one another. When dynamics are positive, the group works well together. When dynamics are poor, the group's effectiveness is reduced.
Problems can come from weak leadership, too much deference to authority, blocking, group think and free riding, among others.
To strengthen your team's dynamics, use the following strategies:
Know your team.
Tackle problems quickly with good feedback.
Define roles and responsibilities.
Break down barriers.
Focus on communication.
Keep in mind that observing how your group interacts is an important part of your role as a leader. Many of the behaviors that lead to poor dynamics can be overcome if you catch them early.
Likes to expect specific suggestions and advice to solve career problems – a practical solution
Reluctant to discuss feelings
Women may be harassed in these environments
The Realistic Personality Type
Enjoys using tools and machines in hobbies
Likes courses that are very practical and teach the use of physical or mechanical skills
Little tolerance of abstract and theoretical descriptions
Practical, problem-solving manner
Values money, power, and status over human relationships
Behavior of Realistic Clients
The Investigative Personality Type
Enjoys puzzles and challenges that require intellect
Enjoys learning and are confident about math and science
Seeks to work independently to solve questions
Likes courses in math and sciences
Does not like to supervise other people
Behavior of Investigative Clients
Tends to enjoy the challenge of an unanswered question
Will solve a problem even if there is little financial or other reward
When solving career problem, they may want to solve it themselves from a rational point of view
They may view counselor as a fellow investigator, not an expert
Likes the opportunity to express themselves in free and unsystematic way, creating music, art, or writing
Wants to improve ability in language, art, music, or writing
Original and creative
Dislikes technical writing and would prefer fiction or poetry
Behavior of Artistic Clients
Usually makes known how much art, music, writing is important to them
May prefer non-structured counseling session
Excitement centers on creative activity
Their expression may be unclear or appear disordered
Most likely to rely on emotions
Interested in helping people through teaching, helping with personal or vocational problems, or providing personal service
Enjoys solving problems through discussion and teamwork
Prefers to talk and resolve complex that may be ethical in nature
Places to use verbal and social skills
Expresses their idealism
Often altruistic, more concerned about others than their own financial gain
Values informational activities
Interested in counselor and his/her work…cooperative
Good candidates for group counseling, but also talkative
Behavior of Social Clients
Acquisition of wealth is a priority
Enjoys being with others and like verbal skills to sell, persuade, lead
Assertive and popular, holds leadership positions
Present themselves in a self-assured manner…more than they feel sometimes
Open about their goal to get rich, but not all the time
Verbal, like social people
May be impatient with entry-level positions
Behavior of Enterprising Clients
Values money, being dependable, and the stability to follow rules and orders
Like to be in control of situations
Solves straightforward problems
Like to present themselves as organized, yet dependent, on others for direction
Difficulty being open to examining new occupations or career paths on their own initiative
Behavior of Conventional Clients
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1919 - 2008