2. KINDS OF TEAM
Cross-Functional Teams(multifunctional)
Effective Teams(clear purpose, informality,
participation, listening, civilized disagreement,
consensus, open communication, clear role and
work assignments, shared leadership, external
relations, style diversity, self-assessment)
High-performance Teams(commitment to the
others’ growth and success)
3. Broad Team Building Interventions
TEAM BUILDING ACTIVITIES
FORMAL GROUPS
•Diagnostic Meetings
•Focused on:
Task accomplishment
Interpersonal relationships
Group processes &culture
Role analysis & negotiation
techniques
SPECIAL GROUPS
•Diagnostic meetings
•Focused on:
Task accomplishment
Relationships
Process
Role analysis & negotiation
4. THE FORMAL GROUP DIAGNOSTIC
MEETINGS
•To take stock of “where we are going”
&”how we are doing”
•To uncover & identify problems
•Diagnostic meeting conducted to discuss ideas and get
group reactions
•Formation of sub groups and reporting to total group
• sharing data, discussing issues, team building meeting,
action taking
•Permits group to critique itself and to identify its strength
and problem areas
5. THE FORMAL GROUP TEAM
BUILDING MEETING
• Improving team effectiveness through better management of
task demands, relationships and processes
• Initiated by manager in consultation with the third party
•Session held away from workplace
•Groups examine, discuss the issues, rank them on the basis of
importance, examines base of problem
• Begin to work on solutions, action steps, follow up meetings
•Interview by consultant
6. PROCESS CONSULTATION
INTERVENTIONS
• Processes includes communications, roles & functions of
group members, group norms& growth etc
•Emphasis on diagnosing &understanding process events
•Consultants role is more nondirective & questioning, get
the groups to solve their own problem
•Help to learn about human &social processes & learn to
solve problems that stem from process events
7. Kind of interventions the process consultant should
made-
Agenda setting interventions
Feedback of observations
Coaching or counselling of individuals(adding to
alternatives already presented, helping analyzing costs &
benefits of alternatives)
Structural suggestions
8. A GESTALT APPROACH TO TEAM
BUILDING (Stanley M. Herman)
•Focus more on individual than the group
•Goals of Gestalt therapy awareness, integration,
maturation, authenticity, self-regulation, behaviour change
•Must ‘get in touch’ with ‘where they are’ on issues ,
relations with others & self
•To be used only by practitioners trained in this method
9. TECHNIQUES & EXERCISES
USED IN TEAM BUILDING
Role Analysis Technique:
•To clarify role expectations & obligations of team members
•Focal role, incumbent’s expectations of others, explication
of other’s expectations, role profile
Interdependency Exercise
•Cooperation, better acquainted, examining latent problem,
providing useful information
•10 member exercise(interdependencies, what’s going well,
potential snags, action plans)
10. Role Negotiation Technique(Roger Harrison)
•Intervenes directly in the relationships of power,
authority, influence within group
•Agreed change in work behaviour of both person to
work more effectively
•Contract setting, issue diagnosis, negotiation period,
follow up meetings
Appreciation & Concerns Exercise
11. Responsibility Charting
•Who is to do what, with what kind of involvement by
others
• grid :
-types of decision & classes of actions listed on left hand
side
-actors who play some part in
decision making on top of the
grid
•Four classes of behaviour-
1. Responsibility
2. Approval required, or the right to veto
3. Support
4. Inform
12. Visioning(Ronald Lippit)
•Group members describe their vision of organization to be
like in future(6 months to 5 yrs)
Force-field analysis(Kurt Lewin)
•For understanding a problematic situation & planning
corrective actions
•Current &desired conditions, factors & forces operating
Currently, examine forces, strategies, action plans, describe
actions to be taken
13. Constructive Interventions
•Participants(formal leader), need to
be informed of the nature of the intervention
•Training for group skills
•Coaching for constructive feedback
•Facilitator needs counselling & listening skills of high
order
• coaching for formal leader to assure no punitive
behaviour
14. CONCLUSION
Team building produces powerful positive results
because it is an intervention in harmony with the
nature of the organization as social systems. Total work
assignments of organization are assigned to teams, and
than that team assignment is sub-divided and assigned
to individuals. Hence goals achieved more efficiently
and effectively.
