TEAM BUILDING

Participants Workbook

TEAM BUILDING
Participants Workbook
Developed for:

1998 by: Wayne Simmons & Karl Weinrich SIMMONS & SSO!I "#S 1$ %oenker !o&rt St' !harles MO ())*1 )1$+9$,+$*-, P&blishers Note: Simmons & ssociates speciali.es in comm&nications an/ trainin0' Wayne Simmons has e1tensi2e e1perience in the areas o3 4o&rnalism5 a/2ertisin05 p&blic relations an/ trainin0' 6e 7as e/&cation an/ member ser2ices /irector 3or an international tra/e association 3or o2er 8* years' Karl Weinrich is in2ol2e/ in the creation o3 trainin0 material incl&/in0 comp&ter base/ trainin0 pro0rams an/ instr&cts comp&ter co&rses'

!opyri0ht !onsi/erations: Optimist International reser2es all ri0hts to all materials containe/ in this Skills 9e2elopment Mo/&le' Permission to photocopy5 /istrib&te an/ &se these materials as e/&cational s&pplements in !l&b an/ 9istrict trainin0 is hereby 0rante/ to all Optimist International !l&b members' No other permission 3or any other reason is 0rante/ 7itho&t prior 7ritten permission o3 the copyri0ht o7ners'

Team Building

Participants Workbook

TEAM BUILDING
Preface:
Welcome to one in a series o3 in/i2i/&ali.e/ Optimist International Skills 9e2elopment Mo/&les' O&r 0oal is to help yo&5 o&r members5 learn an/ apply practical skills to /eal 7ith the opport&nities an/ iss&es in yo&r li3e' "his series o3 mo/&les is not /esi0ne/ to /eal 7ith :theoretical: iss&es5 b&t rather to pro2i/e a practical :han/s on: approach' #ach o3 these mo/&les is to be &se/5 7ritten in an/ appie/' ;o& can learn skills on yo&r o7n5 or 4oin 7ith others in a collaborati2e learnin0 2ent&re' #ach mo/&le contains an instr&ctor<s 0&i/e in a//ition to a separate participant<s 0&i/e 7hich can be /&plicate/ as o3ten as necessary to s&pply the nee/s o3 yo&r !l&b members' =&t&re mo/&les 7ill /eal 7ith in/i2i/&al as 7ell as 0ro&p+oriente/ skills5 all o3 7hich are /esi0ne/ to help in/i2i/&al Optimists enhance their personal lea/ership ability in any chosen 3iel/ o3 acti2ity5 i'e'5 employment5 home5 school5 an/ 2ol&nteer acti2ities' "his is a si0ni3icant /e2elopment 3or o&r or0ani.ation in its ser2ice to its o7n members5 an/ 7e hope that participants 7ill pro2i/e 3ee/back abo&t each mo/&le to the International 6ea/>&arters ?c@o Aea/ership 9e2elopmentB' In this 7ay5 7e can maintain o&r 3oc&s on pro2i/in0 meanin03&l lea/ership trainin0 to 9istricts5 !l&bs an/ in/i2i/&als thro&0ho&t o&r Optimist or0ani.ation' We truly hope improvement. you enjoy the journey to self-

Team Building
Introduction:

Participants Workbook

This latest in Optimist lnternational's series of personal development training modules has been created to serve as a design for helping our members develop highperformance teams Putting this learning material to !ork !ill help "ou become both a better team member "ourself and# if placed in such a position# help "ou become an effective team builder and leader $t !ill give "ou information and tools to successfull" arrange and conduct team building training sessions for "our fello! Optimist $nternational members or# for that matter# others in "our professional or personal life %s e&plained later# it can also be used as a self-stud" program# This program has t!o other important ob'ectives First# b" improving the abilit" of members to build and serve on high-performance# effective teams# this program !ill optimi(e member participation and encourage the fun and festivit" provided b" group participation %fter all# it is )fun) to be a member of an *effective team+ ,ffective teams accomplish !orth!hile things Doing so is ver" self-satisf"ing Second# improving the abilit" of members to build effective teams !ill help our organi(ation better meet its goals and ob'ectives -igh-performance teams !ill better help our members respond to the special needs of their local communities Dedicated individuals# !orking through effective teams# accomplish the things in their communities that define an Optimist .lub What will be learned: /ollo!ing are the learning ob'ectives of this module Participants !ill learn the d"namics and skills involved in becoming an effective# high-performance team ho! to effectivel" communicate !ith one another ho! to define roles ho! to recogni(e and use helpful behavior ho! to avoid and overcome destructive behavior the steps involved in team decision making and problem solving
Using Your Participant s Wor!boo! Before "our Team Building !orkshop begins# take a moment to read this short e&planation as to ho! "our !orkbook is designed and ho! it is to be used 0our instructor !ill present information regarding team building from his1her $nstructors Workbook $n the left hand column of "our Participants Workbook there is a s"nopsis of this information This !ill help "ou avoid having to take e&tensive notes $n some cases there are additional *reading assignments+ in the left hand column The right hand column includes *ke" points+# information on group activities and e&ercises# and room for an" additional notes "ou ma" !ish to make

Team Building

Participants Workbook

What Are Teams and Why Do They Work?

The term *team+ has become a familiar one# but has sometimes taken on a bad meaning $t is ineffective teams that are disrespected $n this program effective teams are going to be discussed "efinitions The dictionar" defines *team+ as# *% group organi(ed to !ork together+ Thats not a bad definition % better definition is# *% team is a group of individuals !orking together to solve a problem# meet an ob'ective# or tackle an issue + The ke" !ord is *!orking together+ 2roups that do this are !inners %otes&

#eading $ssignment "A short, short history of team building" The histor" of teams and team building goes back a long !a"# at least as far back as the t!enties That's !hen ,lton 3a"o# the founder of the human relations movement# conducted research confirming the relationship bet!een human factors# such as selfrespect# recognition# and self-direction# and productivit" $n the ne&t t!o decades# other important research and anal"sis helped improve team effectiveness That research documented that productivit" increases !hen !orkers !ere organi(ed into teams $n that same period# %braham 3aslo! defined his hierarch" of needs# linking motivation and performance

What Are Teams and Why Do They Work? 4.ontinued5

$n the 6789s# 2eneral /oods e&perimented !ith the concept of self-directed teams While successful# it earned little respect from traditional firms :esearch in the si&ties confirmed the importance of team relationships on morale and productivit" %s the centur" progressed# more and more research and real !orld e&periences# conducted b" man" high profile companies such as 2eneral 3otors# ;aab# <olvo# -one"!ell# =ero&# and Pratt > Whitne"# demonstrated the effectiveness of teams and refined their structure and use 3oving into the nineties# more and more firms and other organi(ations and institutions 4including service organi(ations such as ours5 put teams to !ork on an ongoing basis to solve problems# generate ideas# and accomplish important goals The" have a documented histor" of success ?nfortunatel"# some think that the creation and use of teams is an end in itself There are those !ho simpl" start calling committees *Teams) and think the" are no! in the mainstream of modern business practice :emember# *team) is more than 'ust a term# it is a !a" of !orking together to accomplish things The ay the individuals !ho comprise a team interact is !hat makes a team effective or ineffective Wh" do teams !ork@ Thats not an eas" Auestion Once "ou understand ho! teams !ork its possible to kno! ho! to create high-performance teams and be an effective member of such a team The old adage# *The !hole is greater than the sum of its parts+ is true for teams Teams are made up of individuals !ho bring a range of talents# kno!ledge# e&perience# contacts# information and other attributes When the"re put together# it produces a po!er mi& % group !orking together can accomplish much more than individuals !orking on their o!n The" can also do it Auicker and better %otes&

Building an !ffective Team

'enefits of (igh-Performance )eams There are benefits from high-performance teams for both me# as an individual# and for me# as a member of an Optimist .lub /or team leaders and members theres a sense of accomplishment and self-fulfillment Esprit de corps develops and success begins to build on itself $ll get to kno! more people and !ill have opportunities to participate in more Optimist $nternational activities Well-run# effective teams !orking on Optimist $nternational pro'ects !ill enhance our organi(ations reputation for getting things accomplished in our communities *earning $bout +ne $nother The first thing that members of a ne! team need to do is to learn about one another Theres more to this than simpl" introducing ourselves #eading $ssignment Before a team can !ork effectivel" together# the" must build a relationship of trust and respect The onl" !a" such a relationship can be established is through the process of learning about one another $t is simpl" vital that "ou become familiar !ith all of the other team members as !ell as the team leader This includes their personal and business background# their special skills and kno!ledge# and the t"pe personalit" the" bring to the team $n other !ords# are the" outgoing# serious minded# have a good sense of humor# and so on $s there a skill or t"pe of kno!ledge the" have that might prove useful in accomplishing the task that "our particular team is assigned@ $s there an"thing about their famil" or business backgrounds that can help "ou understand the positions the" ma" take on team issues@ %otes&

Building an !ffective Team 4.ontinued5

$n turn# it is 'ust as important that "our fello! team members and the team leader learn this t"pe of information about "ou Bearning about one another !ill help "ou and "our other team members overcome an" fears regarding inclusion Co one !ants to feel like an outsider The" !ant to belong and to fit in The" also !ant to kno! if the" !ill be listened to# if the" !ill be able to contribute# and if the" !ill be able to get the recognition the" deserve 2roup activities such as this are called *icebreakers+ $cebreakers can be an e&cellent !a" for a teams members to learn about themselves Bearning about other members of a team makes ever"one more comfortable $t also identifies special talents# kno!ledge and resources each team member brings to the team $ts ver" important to get to kno! one another )he )eam s Purpose % team needs to agree upon !hether it is a short or long term team# !hat its specific ob'ectives are# and !hat kind of deadlines it has Without such an agreement# it can go off on a tangent Teams need to identif" all of their resources Those include budgets# special eAuipment available# ho! much time ever"one can give# other information that might be needed# and !hat help might be e&pected from other teams and1or individuals %nother important step is for the team to establish rules of behavior including the kind thats to be encouraged and the kind thats not acceptable
Co!# "ou and the other team members should take turns reading "our five statements %fter each person reads his or her statements# the other team members should tr" to guess !hich *fact+ is false ,ver" team member has one opportunit" to make his or her guess The first to discover the falsehood earns a point The person !ith the most points is the !inner

%otes& ,roup $ctivity

Write five interesting things about "ourself in the follo!ing spaces /our of these things should be true One of these things should be a falsehood This falsehood should be something that could be trueD perhaps an achievement "ou !ould have liked to have accomplished or a hobb" or activit" "ou have thought about 4/or e&ample# a person might sa": $ seriousl" planned on becoming an actor !hen $ !as in college $ had the honor of meeting Eimm" .arter The "ear $ pla"ed second base on m" college team# !e lost ever" game $ en'o" reading about British histor" 3" main hobb" is oil painting 5

"unning a #igh$%erformance Team

Once team members have had a chance to learn about one another# ob'ectives have been agreed upon# resources have been identified# and rules of behavior establishedD ho! do "ou insure that the team runs !ell@ -ommunications /irst# good communications are needed .ommunications include: To make kno!n To have an interchange# as of ideas To e&press oneself in such a !a" that one is readil" and clearl" understood %otes& &ote' Write in "our lists of helpful and harmful behavior in the spaces that follo! #el(ful Behavior

#armful Behavior

3an" of the behaviors on the *helpful+ and *harmful+ lists affect communications &ote' Write in the behaviors that first contribute to good communications and then the t"pes of behaviors that harm communications -elps:

-arms:

:unning a -igh-Performance Team )*ontinued+

%ll team members must take the responsibilit" to communicate !ell The team leader needs to set an e&ample b" communicating !ell The team leader should also strive to insure that all team members are kept informed and that all communications problems are resolved ,&amples: F $f someones dominating# the team leader should direct Auestions and comments to!ard others Or# the team leader should simpl" make the dominating team member a!are that their behavior is not appropriate F $f a team member is not participating or doesnt seem to be listening# the team leader or other members should direct Auestions to that person or ask for their comments F $f a team member isnt presenting his1her ideas clearl"# the team leader should tr" to help b" asking for clarification F $f someone is going off on a tangent# the team leader should bring things Auickl" back into focus This can be done b" praising the guilt" members ideas or comments# but asking that the team return to the sub'ect at hand ,aining Participation 2aining ever"ones participation is important to a teams success Without an individuals participation# the special skills# talents# e&perience# and kno!ledge he1she brings to the team !ill be !asted :esponsible team members should make ever" effort to participate Cot doing so makes their team 'ust that much less effective -o!ever# it is the team leaders responsibilit" to insure that all team members fulfill their roles b" participating in the teams efforts %otes&

"unning a #igh$%erformance Team 4.ontinued5

$f a member is not taking part in discussions and decision making# the team leader needs to get that member involved (andling )eam -onflicts .onflicts are al!a"s going to arise even in the best teams Thats 'ust human nature ;ome t"pes of behavior that cause conflicts include personal attacks# constant criticism# anger# and contempt for other members and1or their vie!s Other conflict causing behaviors include members not being !illing to share the !orkload# not participating# and undermining the team outside of meetings Team leaders must !atch for and stop the small irritations that can build into ma'or problems Often# these can be handled Auickl" b" simpl" reminding the guilt" member of the teams rules of behavior $f this t"pe of action doesnt !ork# conflict resolution techniAues are necessar" One !a" is to have a team discussion regarding behavior 3embers should list t"pes of behavior the" feel are leading to conflicts The" should then offer solutions %fter a discussion a consensus should be reached as to ho! the problem should be solved $f problems persist !ith an individual team member# the team leader should hold a private formal meeting The team leader should e&plain the problem# that it cannot be tolerated# and ho! it should be changed There are sometimes situations !here even the best conflict resolution techniAues !ont !ork $n that case# !hile not pleasant# the team member must be removed Providing #ecognition :ecognition is an important !a" of keeping a team !orking effectivel" People !ant to be given credit for their individual efforts %otes&

"unning a #igh$%erformance Team 4.ontinued5

Team leaders should give continuous recognition for members contributions ;impl" giving verbal thanks is often enough to keep up morale 3ore formal recognition should also be part of ever" teams procedures This can include presenting plaAues or other items for specific individual accomplishments While cost is not important# timing and manner of presentation are The presentation should be serious# never casual Cot giving recognition or# !orse# giving it to the !rong person# should al!a"s be avoided .a!ing )eam .eetings /un Working on high-performance teams can be ver" satisf"ing# but is also hard !ork This is especiall" true for organi(ations such as Optimist $nternational !here much of the !ork is done b" member volunteers While ever" meeting cant be totall" *fun+# team leaders can make an effort to make meetings a more en'o"able e&perience The first step is to insure that the place !here the meetings take place are comfortable and as free of distractions as possible Cecessar" eAuipment such as flip charts and audio1visual aids should be on a checklist :emembered to include refreshments Occasionall"# luncheon meetings can be scheduled Bro!n bag luncheons can add some fun to a meeting *$cebreakers+ or *!arm-ups+ can be useful ;ome e&amples include: F Trivia ,ui-' .ome up !ith a list of ten trivia Auestions ;maller teams compete to see !ho can ans!er most !ithin a certain time limit %otes&

"unning a #igh$%erformance Team 4.ontinued5

F Scavenger #unt' %fter breaking up into smaller teams# members must find in their possession common items from a list /irst team to do so is !inner F Al(habet Search' ;imilar to *;cavenger -unt+ e&cept that teams must find ob'ects in their possession that begin !ith each letter of the alphabet Team !ith most letters is !inner %otes&

.aking Team Decisions / Solving %roblems

,athering Information 2athering all the relevant facts and figures is a first step to making an intelligent decision That includes: :eports from other teams /inancial information 3emos :esearch or surve"s Bocal la!s that might affect a pro'ect ,&amples of ho! others have handled similar situations or ob'ectives The team should make a list of an" information or research that needs to be gathered Divide up the !ork among different team members This spreads out the !orkload and gives more team members an opportunit" to participate <arious team members should e&amine the information that has been gathered and present summaries to the team %s !ith gathering the information# this gives more members a chance to contribute and saves time $naly0ing Information %nal"(ing the information gathered is the ne&t step in the decision making process /irst# after deciding !hich information is relevant to the task at hand# the team must reach a consensus as to ho! it affects the problem being considered Does it demonstrate a need for a larger budget@ $s there an opportunit" for support from local businesses@ $s there a need to do more research@

.aking Team Decisions / Solving %roblems 4.ontinued5

What if the information sho!s that "our goal is not needed or not practical@ %n outside e&pert# such as an accountant# attorne"# or communit" government official# ma" be reAuired to anal"(e the information correctl" ,enerating 1 $naly0ing Ideas 2enerating and anal"(ing ideas for solving the problem or undertaking the teams pro'ect is the ne&t step ;ome !a"s of generating ideas include: F Brainstorming' With this familiar techniAue# members take turns submitting ideas about the topic :ecord them on a flip chart Take an *an"thing goes+ attitude .ontinue until ever"one is finished F Brain riting' With this method# members are given a piece of paper !ith G6 sAuares ,ach member fills three sAuares !ith ideas ;heets are placed in the middle of the table 3embers take one of the other sheets and add three more ideas or e&pand on the ones alread" on that sheet This continues until at least most of the G6 sAuares are filled on ever" sheet 3embers take turns reading the ideas on the last sheet the" have 3ark off ones that are repeated %otes&

.aking Team Decisions / Solving %roblems 4.ontinued5

23amining 4olution $lternatives The ne&t step in the decision making process is to e&amine the potential solution from various perspectives The *;olution 3atri&+ belo! is one method Possible ;olution s .ost -igh1Bo ! ,ase of $mplem entation ;upport from Other .reates Ce! Problem s teams

The familiar *.ost1Benefit+ anal"sis is another good tool for teams ;impl" identif" all costs and benefits relating to each potential solution $f the teams anal"sis has been properl" undertaken the best solution should be obvious .a!ing "ecisions 1 ,aining -onsensus When its time to make a decision among alternative solutions# the simplest and most common method is to do so b" ma'orit" vote Whichever one gets the vote# thats the one the team undertakes $f the team is comfortable !ith this method# its the !a" to go -o!ever# such a *ma'orit" rules+ decision making ma" cause problems especiall" if the vote is close The losing team members ma" not be !illing to give their !holehearted support to the decision To avoid this potential problem# team members must commit in advance to supporting !hichever decision is reached b" ma'orit" rule Team members !ill most likel" agree to such a polic" if the team and their leader have practiced the rules outlined for running successful# high-performance

%otes&

For Future "eference

%s mentioned at the beginning of this Team Building .odule# this program# because of its nature# is onl" an overvie! of the skills needed for effective# high-performance teams $t onl" touches on the important points /ortunatel"# there is a !ealth of training material including books# videos# self-stud" programs# maga(ine articles# and comprehensive seminar programs available /ollo!ing are a fe! reference books and other material "ou ma" !ish to look into Baker# - H - *The -o!s > Wh"s of Team Building#+ Personnel Journal 8I 4Eune 67J75: pages KLJ - KJ9 Buchhol(# ; # and :oth# T - Creating the High-Performance Team Ce! 0ork: Wile"# 67IJ D"er# W 2 - Team Building: Issues and Alternatives. :eading# 3ass : %ddisonWesle"# 67IJ 2!"nne# ; . - *The :ight ;tuff + Time 4October G7# 67795: pages JM - IM 3err"# ? and %llerhand# 3 , %ddison-Wesle"# 67JJ eveloping Teams ! "rgani#ations. :eading# 3ass :

Corman# . % # and Na!acki# : % - *Team %ppraisals - Team %pproach + Personnel Journal J9# number 7 4;eptember 67765: pages 696 - 69M Ouick# T - $uccessful Team Building. %3%.O3 677G Nenger# E E # and 3iller# D , - *Building ,ffective Teams + Personnel 86 467JM5: pages G9 - G7 Training organi(ations such as the %merican 3anagement %ssociation and PadgettThompson also conduct seminars on team building and other related topics Books and videos are also available from %3% There are numerous books !ith compilations of icebreakers# energi(ers and other games that can be used !ith team meetings -ere are three e&cellent ones Ce!strom# Eohn W # and ;cannell# ,d!ard , - %ames Trainers Pla&' (ore %ames Trainers Pla&' and $till (ore %ames Trainers Pla&' Ce! 0ork# C0 3c2ra!--ill# $nc