Course 15 Set B Volume 1/ Chapter 1: Team Building

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A Group
is an assemblage of persons (or objects) located or gathered together.
A Team
is a group organized to work together
Team Spirit
º Increased Productivity
º High morale during high ops tempo
º Willingness to help fellow teammates
º Strong identity/camaraderie
º Little to no negative conflict
º Differences resolved through compromise or collaboration
is a duty assigned to an individual or unit; a task.
Team Roles
º Creator
º Advancer
º Refiner
º Executor
(º Flexers)
Creators are:
º Spontaneous, exciting, enthusiastic, and great at brainstorming ideas.
º Typically, the ones who offer a fresh perspective.
º Offer bold, untried approaches and ideas.
º Able to see the “big picture.”
º Optimistic and visualize the possibilities.
º Willing to solve problems.
Advancers are:
º Positive with self-confident attitudes
º Insightful planners and use past experience to guide success
º Energetic support of team goals and objectives
º Well-developed promoters
º Persistence in championing and advancing new ideas
º Not easily discouraged
Refiners are:
º Able to identify and clarify possible problems
º Detail-oriented
º Experts in specifics and the development of a sound implementation strategy
º Analytical
º Able to offer new ideas and alternatives
º Practical “sounding boards” to validate ideas
Executors are:
º Willing to implement ideas
º Meticulous in following directions and completing tasks
º Assertive
º Independent
º Keepers of high standards
º Able to bring up problems early enough to effectively solve them
Flexers are:
º Combination of the other four roles
º Able to connect and negotiate with all types of people
º Tolerant and understand different members of the team
º Able to identify what is missing in the process, and fill in the gap to allow for uninterrupted progress
º Willing to offer suggestions to improve the process
Without Creators
there are no new concepts
Without Advancers
ideas stall or do not come to light
Without Refiners
new directions are not thought through; details are overlooked
Without Executors
there is no implementaion
Without Flexers
there are gaps in the team
The P.E.P. Cycle
“Z” Process
Ideas often bounce back and forth among the Creators, Advancers, Refiners, and Executors with the Flexer’s help to keep the team moving towards its objective
Adaption Innovation (A-1) Theory
Problem A = the task or purpose of the team – the mission
Problem B = human interactions
Team Dynamics
is an ongoing process involving interactions of individuals within a team to move toward or away from achieving the desired objective.
Three critical and interrelated elements of Team Dynamics
º Ongoing process – Indicates continuous activity
º Interactions of Individuals – the essence of team dynamics
º Achievement of the desired objective – separates a team from a group
Work done by several associates with each doing a part but all subordination personal prominence to the efficiency of the whole
The Five C’s of a Team
º Community
º Cooperation
º Coordination
º Communication
º Coaching
Making sure every member of our team feels like an essential and important part of the team and the unit
Encourages the team concept by making sure everyone knows and understands the organization’s mission and purpose
Ensures all members realize how important they are to the mission
Ensures everyone is on the same page and working toward the shared goal
Training opportunities and advancement are two essential components that encourage and motivate members to grow and excel
Five Common Dysfunctions of a Team
º Absence of Trust
º Fear of Conflict
º Lack of Commitment
º Avoidance of Accountability
º Inattention to Results
Absence of Trust
Impact the willingness for members to open up and share knowledge, feelings, and concerns with one another
Fear of Conflict
Negative conflict threatens trust, healthy communication, morale, welfare, and mission accomplishment
Lack of Commitment
Team members must have clarity on the strategy, buy-in by all involved, and a commitment for the long term mission
Avoidance of Accountability
Substandard performance or behaviors is oftentimes counterproductive and detrimental to the team’s success and merits correction
Inattention to Results
Occurs when members place their individual needs and goals ahead of the team and the organization
Five Stages of Team Development
º Forming
º Storming
º Norming
º Performing
º Adjourning
Forming Stage
º Members will cautiously explore the boundaries of acceptable group behavior
º Transitions people from individual to member status
Storming Stage
º Considered the most difficult stage for a team
º Members acknowledge what the intent of the team is and what the eventual goal is
º Difficulty of the task is realized which leads to increased stress and anxiety levels
Norming Stage
º Conflict is set aside (agree to disagree)
º Productivity is high
Performing Stage
º Hightened morale and loyalty to the team and its success
º Creativity is high
º Eventually, the team reaches their goal
Adjourning and Transforming Stage
º Occurs as teams disassemble
º Transforming teams stay together, moving from one objective to the next
TEAM concept
º *T*alents (skills and abilities)
º *E*xpertise (knowledge and experience)
º *A*ssessments (Customer surverys, inspections, performance evaluations)
º *M*eans (resources to include: equipment, facilities, financial, time information)
Categories: Team Building