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Team (T) WERK

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Lisa Evans

on 2 October 2014

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Transcript of Team (T) WERK

Mapping the Stages of Group Development
Selecting Team Members
Establishing Team Rules
Making Collective Decisions
Exploring Team Roles and Processes
1. Conflicts are resolved

2. Members agree on rules

3. Understand/trust each other

4. Leader can assign more tasks
1. Right mix of people=great performance

2. Develops sense of unity

3. Not automatic; not all groups can be on this level

4. Feel like part of something special
1. First step in team building

2. Selected or volunteered

3. Learn new responsibilities

4. Polite, but independent

5. Start forming relationships

6. Leaders should avoid major tasks
1. Evolved into effective teams

2. Significant work stage

3. Work as a unit

4. Might have conflicts but can be resolved quickly

5. Leader focuses on direction and motivation

6. Known strengths and weaknesses of the team
1. Responsibilities become clearer

2. Groups talk about shared objectives, define process for working together, and debate rules to follow.

3. DON'T WORRY! Conflict is normal at this stage.
1. Team needs to be dissolved

2. Can happen after performing stage, during transforming stage, or after transforming stage

3. Can resist breaking up to continue working

4. New members join=start over with the storming stage
Recognizing the Need for Team Leadership
Choosing the Optimal Team Size
Defining Common Team Roles
Clarifying Team Objectives

Team defines and selects it’s own leader if not assigned
Team members seem to be more responsive to a leader they select

Technology at Work:Online Collaboration Tools
Assign or Elect a Leader
Smaller is Better
One formal team leader is required
Other members can support the leader
Motivates and directs team
Especially needed in larger teams
Create a Broad Knowledge Base
Secure Needed Skills
Understand demands of project
Consider Attitude
Beware of Hostilities
Smaller teams usually outperforms a large one.
Small groups allow each member to participate actively.
Size Affects Communication
Large teams affect communications because not everybody gets to share their ideas.
Members compete for talking time, which results in disaster.
A team of more than 12 people makes it difficult to work with.
select members that fit the characteristics of the project and the objectives
select members based on friendship, familiarity, or loyalty
Participate in Team Assignments
Deliberative Groups can have Many Members
They discuss or debates a topic
They work efficiently even though there's many members involved.
They perform few tasks
They continue discussing until a conclusion has been reached.
select members with positive attitudes about the team assignments
select members with negative attitudes and hope they improve
Broadcasts roles for most teams
Doing team roles takes most of the teams responsibilities
Types of Doers
Implementers - Accepts direction and accomplishes tasks
Shapers - Overcomes obstacles
Finishers - Pay attention to details and make sure all tasks are completed
Virtual Teams can be Large
a team where members don't work in a common location.
They usually complete tasks slower because different locations.
They can consist of 20-25 members
list specialized skills your team requires
recruit team members who have the skills you need
make sure you can replace weak performers
For people with talent for design, creativity, and problem solving
Some teams may require specialists (people with talents or abilities that are relevant to the assigned tasks)
Quick-Response Teams are Very Small
select mediocre workers only because they have some skills
Team leader should participate in the group so he or she can work closely with other members
Leader should be responsible for tasks and work with others on shared assignments
Members have more respect for someone who leads by example, not from behind a desk
Teams assigned to projects that demand quick solutions
They're usually more successful than larger teams.
Speed helps them enormously .
For people with strong interpersonal skills
Help coordinate, motivate. and build the team
Support and encourage relationships and interactions among members
Need for people who can reach beyond the groups boundaries
Work with other decision makers an stakeholders to further the team's effort
recognize the unique knowledge and experience that each team member can contribute
overlook untraditional knowledge, such as experience with a competitor
Communicate with Management
A team leader is the liaison(mediator) to the group's
The leader should communicate the team's purpose, goals, and methods to other in the group
Serve as Team Motivator
limit members to 3
have 5-10 members
consider how each candidate fits into the team
select people who would work well with other team members
Determining Roles
Successful teams share a vision about the team's purpose that excites all the members
Effective team leaders motivate their teams to accomplish goals
They are committed to the team and their tasks
Roles emerge through one or more of the following factors
Management expectations or assignments
Assign roles and adjust roles
Demands of the job, project, or client
Teams tasks dictate roles people assume
Members perform tasks they have performed before
Training or education
Members with training/education assumes role in that area
natural attraction to certain tasks
Roles are informal, leader might ask someone to assume a role to address a team need
select someone who might have a personality conflict with another
Assume that large groups complete more work.
make sure your group can communicate
Manage Conflict
Dream Teams Often FAIL
have more than 12 people.
have people who can't communicate well with each other.
Team leaders should recognize and manage the conflicts that are inevitable in a team
A person that prefers to avoid conflict can be harmful to the group's development if problems expand when they are not addressed
have many members
It doesn't matter how good the team members are individually
It matters how good they are together as a team
Communication Tools
Used to exchange messages
Examples: E-mailing or a wiki/online group
- collaborative Web site where team members can share documents and information
have members that can communicate well
have up to 25 members.
Conferencing Tools
expect them to work quickly
have more than 25 members.
Set Rules for Making Decisions
Used to quickly share information
Instant messaging is a good example
- where team members can see and hear each other on networked computers (more sophisticated)
Web Conferencing
- where you can conduct online meetings, especially useful wen you want to share someone's desktop
Clearly Define Expected Outcomes
Organize into small manageable tasks
Team leader is responsible for unassigned tasks
Decompose the Project
List the tasks the team needs to complete
Note the major deadlines
Discuss which tasks to complete first
Have members briefly describe their assignment
Other members learn about the other roles
Helps the team see itself as a collaboration instead of individual workers
Clarify Each Person's Role
Review the team plan with management
Secure their approval
Secure Management's Approval
Set the Direction and Schedule
start by agreeing to rules showing how groups make collective decisions
Coordination Tools
Tools such as Google Calendar which lets your team schedule events and notify others
Project management systems (ex. Zoho Projects) help you schedule, track, and chart the steps in a project as its being completed
Blogs and social networking software also fall into this category
Define Basic Courtesies
set rules for how the team makes decisions.
Everyone should feel comfortable with the expectations set
A team can reduce problems by agreeing to basic rules about courtesy and respect for each other
start making decisions until you set ground rules.
Beware of Majority Rules
Watch Out for Groupthink
Respect Serious Differences of Opinion
They can point out opportunities
User Time to Soften Differences
Majority rules doesn't work well in business teams. They shouldn't always win.
a narrow vote signals a lack of agreement.
If tough vote (51%/49%) people need to spend more time discussing the issue.
A narrow vote like above, doesn't really reflect a clear majority .
Be cautious about majority rules
Continue to discuss topics from narrow votes.
make major decisions based on narrow votes.
a cohesive group
members try to minimize conflict without analyzing problem carefully.
members give up individuals ideas just to stick with the group's vote.
Have members analyze decisions independently first.
Respect other serious differences of opinions.
Be intolerant of other opinions
Ignore your opinion to conform to your group.
Discount opposing POV.
Strong minority opinions shouldn't be ignored.
Respect serious differences of opinion, because they might have something better.
Postpone action until everyone has time to think carefully.
Let time soften disagreements
Rather than voting right away, postpone decisions for a week or so.
Revisit issue once every is "ready" to fully vote.
In this video, we can see that teams have certain roles and processes that unify them as one.
In this video, everyone has a role in order to fix the problem.
Outline Operating Procedures

To manage time and expectations, the team should agree on standards for meeting and working together
For example, establishing a schedule and format for group meetings helps develop a routine that makes planning easier
Agree on Collective Decisions
Commit to Open Communication
Teams should commit to open communication that values different opinions
Discuss File Formats
In an early meeting, agree to a common file format, how they should store data, and how they can access it
Make sure everyone on the team has the appropriate software and network access to view the materials
Groups can make decisions, vote on issues, and solve problems in different ways
How will you resolve conflict if no clear consensus emerges?
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