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³A distinguishable set of two or more individuals

who interact dynamically, interdependently and
adaptively to achieve specified, shared and
valued objectives´
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A team's strength depends on the
commonality of purpose and
WE R TEAM

A group's strength may come from

willingness to carry out a single leader's
commands.
interconnectivity between
individual members.
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-A team, by comparison, does not rely on
"groupthink" to arrive at its conclusions .
-A team member's absence can seriously
hamper the abilities of other team
members to perform effectively.
- A team, on the other hand, can be much
more difficult to form
-But a group has to do that.
-Individual members of a
group often have the ability to
walk away from the group
when their services or input
become unnecessary.
- It is often much easier to
form a group than a team
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TYPE
OF TEAM

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- is a group of people with different

functional expertise working toward a common goal. It may include
people from finance, marketing, operations, and human resources
departments. Typically, it includes employees from all levels of an
organization.

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A group of people work together in a same project
& are committed to contentious improvement in the
work process

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STAGES OF TEAM DEVELOPEMENT
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FORMING

STORMING TRANSFORMING

PERFORMING NORMING
  

- Members meet.
- Ask what to do.
- Ask regarding the rules and regulations.
- Everybody is very polite.
- Low member involvement.
- As the group is new, individuals are directed
towards their own opinion and they are
generally reserved.
- £ery less communication.
 
 

- Personality clash.
- No one concedes a single point without first fighting
tooth and nail.
- £ery little communication occurs since no one is
listening and some are unwilling to talk openly.
- The true picture comes more into focus.
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- In this stage either the group stop functioning or face

another major change in its mission, membership or
environment.
- Members often go back to the unproductive team behavior
of forming & storming stage.
 TEAM WORK
 

- The subgroups starts realizing

the need to work together.
- New spirit of co operation is
evident.
- Every member begins to feel
secure in expressing their
viewpoints.
- Most significant improvement
appears as people start to
listening to each other.
- Work methods become
established.
 9 
 

-
tage of concluding action.

- The group has settled on a system which allows free and
frank exchange of views and a high degree of support by
the group for each other and its own decision
 WHY TEAM INTER£ENTION

- Team building interventions

have many different goals,
including:


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- Improving the effectiveness

of a group in which
members must work
together to achieve results

- Providing an opportunity
for the group as a whole to
analyze its functioning,
performance, strengths, and
weaknesses

- Identifying problem areas of

team behaviour and
corrective action to be
taken.
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[INTACT WORK TEAM)
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Team Building
Activities 6 


 

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- Role analysis Techniques RAT
RAT has been adopted for use as an experimental
learning activity. The primary function of RAT are to
assist groups in clarifying & understanding roles & roles
expectations. ³Dayal & Thomas´ has developed various
methods of RAT. Those are
6



 












ROLE

pecific duties are listed on a ANALY
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chalkboard & being discussed by the entire
team until & unless all are satisfied.
 RAT CONTINIUE

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The Authorized person or can say the leader then
judges others role that will ultimately affect his
performance.
These expectations are then discussed, modified &
agreed upon by the entire group.
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Members of the group describe what they want
& expect from the role.
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Assist people in getting better acquainted in coming
up with the problem that are not clearly visible but still
there underneath.
Also helps in providing data regarding current
challenges in other areas of responsibility.
This method is extremely tiring but highly productive.
Works very well when no of people are 10.
[ PLEASE CHECK OUT PAGE NO³169
OF ´FRENCH & BELLµ FOR IN DEPTH
KNOWLEDGE)
 Role negotiation technique/RNT

BY----
³Roger Harrisonu
- Resolving conflicts by making some compromises.
- RNT consultants acts as negotiators between conflicting
parties.
- Change effort is directed at the work relationships among
members.
- E.G ---- ³ I ask you to change some of your behavior so that I
can do my job effectively , & you ask me to change some of my
behavior so that you can do your job effectively´
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- Contract settingÿ
oÿ Consultant clearly ask regarding the work behavior
rather than their feelings. Individuals negotiates with each
other & to arrive at a written contract of what behavior each will
changeÿ
ÿIssue diagnosis
ÿ Individual thinks how others change behavior will affect
his effectiveness. Each one fills out diagnostic form ,they pen down
what kind of changes they would like to see in the other person.
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Influence Trade Negotiation period
Two individuals discuss the most important behavior changes they
want from each other& the changes they are willing to make
themselves
Often this step is demonstrated by two individuals with
the rest of the group watching. The negotiation ends up when all the
parties are satisfied.
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