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Team Building

Dyer Brothers Book Summary


High
Performing
Teams
Context
Composition
Competencies
Change Mgmt
Skills
Context
Identify the type of
team collaboration
needed for success
Determine the type of
team needed to
accomplish the team
goals
Ensure the organizations
context support
teamwork
Type of Collaborations Between
Members
Modular Interdependence
Sequential Interdependence
Reciprocal Interdependence
Type of Teams
Decision Teams
Task Teams
Self-directed Teams
Culture
Structure
Systems
Context
Composition
Composition
Team Leaders Composition:
Clear vision of teams role
Understanding of the metrics
Project management skills
Conflict management
Problem-solving
Change management
Gain support and resources
Composition
Team Members Composition:
Technical skills, Knowledge or Experience
Good interpersonal and communication skills
Motivation
Conflict-management skills
Adapt to new situations
Initiative
How to manage the team based on
composition by skills and motivation
Provide Incentives
and Use
Motivational
Techniques
Share Power and
Responsability
Drop from Team
Provide Training
and Develop Skills
Skills
(Technical /
Interpersonal)
Motivation
Size
Flat structure
High Responsibility
Chemistry
Resource availability

Composition
Competencies
Task Related Competencies
1. Sets clear measurable goals and generates commitment to
team goals by all team members
2. Team knows how to make assignments clear and show
team members how their work contribute to the goals of
the entire team
3. The team has clear processes for making decisions, and
team members influence decisions through appropriate
participation
4. The team knows how to set high performing standards
and hold members mutually accountable for results
5. The team knows how to run effective meetings so that
time spent together is productive
Relationship or process related
competencies
6. The team knows how to build trust and support among
team members so that they are committed to each other
and to the team
7. The team develop open lines of communication. Team
members are willing to share information, express feeling
and provide feedback
8. The team has a process for managing conflicts. Conflicts
are recognized and managed.
9. Team members show mutual respect and collaborate
with one another to accomplish their work
10. Team members are willing to take risks and bring new
innovative ideas to the team
Meta-compentecy:
Team Building Is the competency to systematically
evaluate how the team is performing and then identify
how to develop or adjust the other ten competencies to
solve problems and improve team performance.

The job is never done because there are always nee
bottlenecks to improve team performance.
The ability to self-diagnose its own problems and
initiate change is perhaps the distinguishing feature of
high-performing teams.
Changing roles of the Leader
As he/she leads the team to be a high
performing team:
Teacher Coach Facilitator
Change Management Skills
Common problems found in teams:
1. Loss of production or team output
2. Unexplained increased in cost
3. Increase of grievances or complaints from the team
4. Complaints from users or customers about quality of service
5. Evidence of conflicts or hostility among team members
6. Confusion about assignments, missed signals, and unclear
relationships
7. Misunderstood decisions or decisions not carried out
properly
8. Apathy and general lack of interest or involvement of team
members
9. Lack of initiative, imagination or innovation
10. Ineffective meetings, low participation or poor decision
making
11. High dependence on or negative reaction to the manager
Conflicts/Problems
Differences between team members and the leader

Differences between team members
Team Building Cycle
Problem
Identification
Data Gathering
Data Analysis
Action Planning
Implementation
Evaluation
Design a Team Building Program
Design a Tem Building Program
Preparation
Explain the purpose of
team building
Get people relaxed
Open climate for data
gathering
Take action
Data analysis and
problem solving
Use feedback
Improve effectiveness
Action Planning
Develop plans and
procedures
Follow-up Session
Continuous Effort
Managing Conflict in a team
Conflict
It arises because its a violation of
expectations: someone did not receive
what he/she was expecting in terms of:
What is to be done
When it should be done
How it is to be done

Violating Expectations
Team leader violates subordinates
expectations
Subordinates violate team leaders
expectation
Peers violate expectations

Conflicts/Problems
Unhealthy Agreement
Abilene Paradox




Teams frequently take actions in contradiction to what
they really want to do and therefore defeat the very
purpose they are trying to achieve
Conflict between teams
Conflicts between
Teams
Teams that become too cohesive
and to self-involved may be
ineffective in their working
relationship with other groups
with whom they must coordinate.

It is necessary to get the
agreement of both teams to
conduct an inter-team building
program.
Other types of teams addressed
in the book
Part Three
Temporary Teams
Virtual Teams
Interorganizational Teams
Keys to Success
Key to Success
1. Identify kind of work needed to accomplish the task
2. Use organizational structure to reinforce accomplishing
teams goal
3. Clear criteria for team membership
4. Train in dynamics of teams
5. Reward members for team performance
6. Set time for team-building
7. Help team develop competencies
8. Use appropriate technology
9. Review team performance periodically
10. Provide support