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Team Building
Team Building
Team Building
Agenda
Agenda

§ Introduction

§ Aligning Expectations

§ What is a team?

§ Difference between a Team and a Group

§ Phases of Team Growth

§ Characteristics of an effective Team

§ 11 C’s

§ Importance of Team Building

§ Decision Making in Teams

Growth § Characteristics of an effective Team § 11 C’s § Importance of Team Building §
Move it buddy….starting exercise
Move it buddy….starting exercise

§ Stand in a circle, with one person in the middle. When the person in the middle says so, participants will be given 30 seconds to one minute to memorize the first, middle, and last name of the person to their left and right. After the minute is over, the person in the middle will point to somebody and say “left” or “right”. If he or she pauses or stumbles saying the full name, he or she is then in the middle. If everyone seems to know each others names right away, the person in the middle can call out, “Move It Buddy!” and everyone must rush to a new space and begin memorizing names again.

in the middle can call out, “Move It Buddy!” and everyone must rush to a new
Aligning the Expectations
Aligning the Expectations
Aligning the Expectations
What is a Team???
What is a Team???

§ A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable.

§ People working together in a committed way to achieve a common goal or mission. The work is interdependent and team members share responsibility and hold themselves accountable for attaining the results

Difference between Team & Group
Difference between Team & Group
 

Team

 

Group

A

team is a group of people with a

A

group, by definition, is a number of

high degree of interdependence than just a group for administrative convenience.

individuals having some unifying relationship.

A

team's strength depends on the

A

group's strength may come from

commonality of purpose and

sheer volume or willingness to carry

interconnectivity between individual

out a single leader's commands.

members

A

team does not rely on "groupthink"

The success of a group is often measured by its final results, not necessarily the process used to arrive at those results.

to arrive at its conclusions.

Team building can take years.

Group building can literally take only

a

few minutes

“Coming together is a Beginning
“Coming together is a Beginning

Keeping together is Progress;

and

Working together is Success”

Henry Ford

Benefits of Team Culture
Benefits of Team Culture

FROM

TO

§ Directing

§

Guiding

§ Competing

§

Collaborating

§ Relying on rules

§

Relying on guidelines

§ Lecturing

§

Team activities

§ Consistency

§

Diversity

§ Secrecy

§

Openness/ Sharing

§ Passive

§

Active

§ Isolated decisions

§

Involvement of others

§ Results thinking

§

Process thinking

Phases of Team Growth
Phases of Team Growth

§ Forming

§ Storming

§ Norming

§ Performing

§ Adjourning & Transforming

Phases of Team Growth § Forming § Storming § Norming § Performing § Adjourning & Transforming
Forming: the Orientation Stage
Forming: the Orientation Stage

Team Members

§ Feel moderately eager with high, positive expectations about what the team will accomplish

§ Feel concerned about how they will fit in and what will be expected of them

§ Are dependent on authority to provide direction

Leader Action Strategies

§ Establish realistic goals

§ Set standards for team interaction

§ Clarify team tasks and team member roles and relationships

§ Make decisions and provide directions

§ Monitor and give feedback on team performance

§ Demonstrate and teach skills

§ Directing’ style of leadership

and teach skills § Directing’ style of leadership

http://www.youtube.com/watch?v=vadSvTzMYvA&feature=related

Storming: the Conflict Stage
Storming: the Conflict Stage

Team Members

§ Experience frustration about goals and tasks and may react negatively toward the formal leader and other team members

§ May feel incompetent and confused

§ May compete for power or attention

Leader Action Strategies

§ Redefine goals, expectations, roles, and relationships

§ Encourage and support interdependence

§ Provide skill development

§ Recognize and accept different opinions

§ Manage conflict

§ Praise constructive behavior

§ ‘Coaching’ style of leadership

and accept different opinions § Manage conflict § Praise constructive behavior § ‘Coaching’ style of leadership
http://www.youtube.com/watch?v=ZGd24140Ml8&feature=related

http://www.youtube.com/watch?v=ZGd24140Ml8&feature=related

http://www.youtube.com/watch?v=EiSYYjsZSW0&feature=related

(coaching)

Norming: the Cohesion Stage Team Members
Norming: the Cohesion Stage
Team Members

§ Become less dissatisfied as ways of working together become clear

§ Begin to respect each other’s differences and develop feelings of respect

§ More harmony and trust within the team

Leader Action Strategies

§ Involve team in decision making and problem solving

§ Support team in setting goals and standards

§ Encourage and acknowledge team progress

§ ‘Supporting’ style of leadership

http://www.youtube.com/watch?v=nH3Rs_D1Rck&feature=related

Performing: the Task Performance Stage
Performing: the Task Performance Stage

Team Members

Performing: the Task Performance Stage Team Members § Are not dependent on leader § Work collaboratively

§ Are not dependent on leader

§ Work collaboratively

§ Feel highly confident about team results

§ Communicate in an open and free manner without fear of rejection or conflict

Leader Action Strategies

§ Serve as source for the team

§ Monitor goals and performance in terms of review process

§ Interface between team and the larger organization

§ ‘Delegating’ style of leadership

http://www.youtube.com/watch?v=Mejw5A2Ak5I&feature=related

Adjourning & Transforming: the Dissolution Stage
Adjourning & Transforming: the Dissolution Stage

Team Members

§ Become concerned about impending dissolution

§ Feel loss or sadness about ending the project and separating from the team

§ May have strong positive feelings about what the team has accomplished

Leader Action Strategies

§ Accept own feelings of loss

§ Acknowledge the feelings of others

§ Increase directive and supportive behavior

§ Accept own feelings of loss § Acknowledge the feelings of others § Increase directive and
Characteristics of an Effective Team
Characteristics of an Effective Team

As individuals, we can achieve many commendable goals. However, significant, large accomplishments that have a major impact in a company, a community, or the entire world, can only be achieved with a group of people. Now we will explore success from a broader perspective, beyond the individual.

only be achieved with a group of people. Now we will explore success from a broader
Strong Leadership § Every team has a leader. § The way the leader deals with
Strong Leadership
§ Every team has a leader.
§ The way the leader deals with each individual team member is paramount
to the effectiveness of the team.
§ A strong leader is demanding, and yet personable. Controlling and yet
flexible.
§ A strong leader does not play favoritism and does not have a hidden
agenda
§ Strong leaders protect their teams
§ In a highly effective team, the leader is proud of each team member’s
accomplishments, just like a parent would be.
§ Trust exists among team members and with the leader § When a team operates
§ Trust exists among team members and with the leader
§ When a team operates at optimum effectiveness, there is little or
no politics involved
§ Criticisms are good natured, constructive and open
§ Team members support each other and never let outside forces
break the trust that exists within the team.
Respect
Respect
Respect § In a highly effective team, team members respect each other and their leader. §

§ In a highly effective team, team members respect each other and their leader.

§ The respect is based on the team members’ ability to contribute.

§ Respect comes naturally because each team member was carefully selected by the leader and they had to prove themselves to be on par with other team members.

Unity § Highly effective teams are unbreakable § The team’s unity will be challenged §
Unity
§ Highly effective teams are unbreakable
§ The team’s unity will be challenged
§ One of the characteristics of highly effective teams is loyalty.
http://www.youtube.com/watch?v=fPGJ2QwIvzk (chak de
fight video)
Complementary Skills
Complementary Skills

§ Bursts of synergistic energy abound

§ In a problem solving session, a solution is suggested by one member, refined by another, challenged by a third, until the perfect solution is crafted in a challenging and yet respectful session of solution refinements

and yet respectful session of solution refinements § Team members are not afraid of admitting what

§ Team members are not afraid of admitting what they don’t know.

Open Communication
Open Communication

§ Highly effective teams communicate openly and often. Communication is direct

teams communicate openly and often. Communication is direct § Mutual respect and trust allow the team

§ Mutual respect and trust allow the team to communicate openly and bring their best ideas forth

§ This does not mean that everyone is always in agreement

§ It is not uncommon to have one team member deliver a message that the other was just about to say.

Lack of Selfishness
Lack of Selfishness

§ The cliché that there is no “i” in “team” is absolutely applicable to these teams

§ Members of highly effective teams do not need to outdo each other in order to be noticed and praised by their leader

to outdo each other in order to be noticed and praised by their leader § The

§ The leader plays a big role in this behavior.

11 C’s For the team to Succeed

11 C’s

For the team to Succeed

Clear Expectations
Clear Expectations

§ Expectations have to be communicated clearly for the team’s performance and expected outcomes.

§ Team members should understand why the team was created.

§ Team members should understand why the team was created. § The work of the team

§ The work of the team should receive sufficient emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders.

Context
Context

§ Team members should understand why they are participating on the team.

§ The team members should be able to define their team’s importance

§ The team should understand where its work fits in the total context of the organization’s goals, principles, vision and values.

should understand where its work fits in the total context of the organization’s goals, principles, vision
Commitment
Commitment

§ Do team members want to participate on the team?

§ Do team membersfeel the team mission is important?

§ Are members committed to accomplishing the team mission and expected outcomes?

§ Do team members perceive their service as valuable?

§ Do team members anticipate recognition for their contributions?

§ Do team members expect their skills to grow and develop on the team?

§ Are team members excited and challenged by the team opportunity?

expect their skills to grow and develop on the team? § Are team members excited and
Competence
Competence

§ Does the team feel that it has the appropriate people participating?

§ Does the team feel that its members have the knowledge, skill and capability to address the issues for which the team was formed? If not, does the team have access to the help it needs?

If not, does the team have access to the help it needs? § Does the team

§ Does the team feel it has the resources, strategies and support needed to accomplish its mission?

Charter
Charter

§ Has the team taken its assigned area of responsibility and designed its own mission, vision and strategies to accomplish the mission.

§ Has the team defined and communicated its goals; its anticipated outcomes and contributions; its timelines; and how it will measure both the outcomes of its work and the process the team followed to accomplish their task?

§ Does the leadership team or other coordinating group support what the team has designed?

to accomplish their task? § Does the leadership team or other coordinating group support what the
Control
Control

§ Does the team have enough freedom and empowerment to feel the ownership necessary to accomplish its charter?

§ At the same time, do team members clearly understand their boundaries? How far may members go in pursuit of solutions?

§ Are limitations (i.e. monetary and time resources) defined at the beginning of the project before the team experiences barriers and rework?

monetary and time resources) defined at the beginning of the project before the team experiences barriers
Collaboration § Does the team understand team and group process?
Collaboration
§ Does the team understand team and group process?

§ Do members understand the stages of group development? Are team members working together effectively interpersonally?

§ Do all team members understand the roles and responsibilities of team members? team leaders? team recorders? Can the team approach problem solving, process improvement, goal setting and measurement jointly?

§ Do team members cooperate to accomplish the team charter? Has the team established group norms or rules of conduct in areas such as conflict resolution, consensus decision making and meeting management?

§ Is the team using an appropriate strategy to accomplish its action plan?

Mine field…exercise
Mine field…exercise

Mine field – This is a great exercise if you have a large room or outdoor field. Set up a 'mine field' using chairs, balls, cones, boxes, or any other object that could potentially be an obstacle and trip someone up. Leave enough space between the objects for someone to walk through.

Next, divide your group into pairs. Pay attention to who you match with whom. This is a perfect opportunity to work on relationships, so you might want to put together people who have trust issues with each other.

Blindfold one person, the 'mine walker' – this person is not allowed to talk. Ask his or her partner to stay outside the mine field, and give verbal directions, helping the mine walker avoid the obstacles, and reach the other side of the area.

Before you begin, allow partners a few minutes to plan how they'll communicate. Then, make sure there are consequences when people hit an obstacle. For example, perhaps they have to start again from the beginning.

Communication
Communication

§ Are team members clear about the priority of their tasks?

§ Is there an established method for the teams to give feedback and receive honest performance feedback?

§ Do the teams understand the complete context for their existence?

§ Do team members communicate clearly and honestly with each other? Do team members bring diverse opinions to the table?

§ Are necessary conflicts raised and addressed?

with each other? Do team members bring diverse opinions to the table? § Are necessary conflicts
DRAW WHAT YOU HEAR!!!!
DRAW WHAT YOU HEAR!!!!
DRAW WHAT YOU HEAR!!!!
DRAW WHAT YOU HEAR!!!!
DRAW WHAT YOU HEAR!!!!
DRAW WHAT YOU HEAR!!!!
Creative Innovation § Is the team really convinced in change?
Creative Innovation
§ Is the team really convinced in change?

§

Does it value creative thinking, unique solutions, and new ideas?

§ Does it reward people who take reasonable risks to make improvements?

§ Or does it reward the people who fit in and maintain the status quo?

§ Does it provide the training, education, access to books and films, and field trips necessary to stimulate new thinking?

Consequences § Do team members feel responsible and accountable for team achievements? § Are rewards
Consequences
§ Do team members feel responsible and accountable for team
achievements?
§ Are rewards and recognition supplied when teams are successful?
§ Is reasonable risk respected and encouraged in the organization? Do team
members fear reprisal?
§ Do team members spend their time finger pointing rather than resolving
problems?
§ Is the organization designing reward systems that recognize both team
and individual performance?
§ Is the organization planning to share gains and increased profitability with
team and individual contributors?
§ Can contributors see their impact on increased organization success?
Coordination § Are teams coordinated by a central leadership team that assists the groups to
Coordination § Are teams coordinated by a central leadership team that assists the groups to
Coordination § Are teams coordinated by a central leadership team that assists the groups to
Coordination § Are teams coordinated by a central leadership team that assists the groups to

Coordination

§ Are teams coordinated by a central leadership team that assists the groups to obtain what they need for success?

§ Have priorities and resource allocation been planned across departments?

§ Do teams understand the concept of the internal customer—the next process, anyone to whom they provide a product or a service?

§ Are cross-functional and multi-department teams common and working together effectively?

§ Is the organization developing a customer-focused process-focused orientation and moving away from traditional departmental thinking?

New Story of the Hare and Tortoise
New Story of the Hare and Tortoise

New Story of the Hare and Tortoise

Once upon a time a tortoise and a hare had an argument about who was faster. They decided to settle the argument with a race. They agreed on a route and started off the race.

a race. They agreed on a route and started off the race. The hare shot ahead

The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought he'd sit under a tree for some time and relax before continuing the race.

He sat under the tree and soon fell asleep. The tortoise plodding on overtook him and soon finished the race, emerging as the undisputed champ.

The hare woke up and realized that he'd lost the race. The moral of the story is

that slow and steady wins the race.

The hare woke up and realized that he'd lost the race. The moral of the story

This is the version of the story that we've all grown up with.

the version of the story that we've all grown up with. But then recently, someone told

But then recently, someone told me a more interesting version of this story. It continues.

The hare was disappointed at losing the race and he did some Defect Prevention (Root Cause Analysis). He realized that he'd lost the race only because he had been overconfident, careless and lax.

only because he had been overconfident, careless and lax. If he had not taken things for

If he had not taken things for granted, there's no way the tortoise could have beaten him. So he challenged the tortoise to another race. The tortoise agreed.

This time, the hare went all out and ran without stopping from start to finish. He won by several miles.

stopping from start to finish. He won by several miles. The moral of the story ?

The moral of the story

Fast and consistent will always beat the slow and steady.

But the story doesn't end here. The tortoise did some thinking this time, and realized that there's no way he can beat the hare in a race the way it was currently formatted.

beat the hare in a race the way it was currently formatted. He thought for a

He thought for a while, and then challenged the hare to another race, but on a slightly different route.

The hare agreed. They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river.

off and ran at top speed until he came to a broad river. The finishing line

The finishing line was a couple of kilometers on the other side of the river.

The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race.

the opposite bank, continued walking and finished the race. The moral of the story? First identify

The moral of the story? First identify your core competency and then change the playing field to suit your core competency.

The story still hasn't ended.
The story still hasn't ended.

The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realized that the last race could have been run much better.

realized that the last race could have been run much better. So they decided to do

So they decided to do the last race again, but to run as a team this time.

They started off, and this time the hare carried the tortoise till the riverbank. There, the tortoise took over and swam across with the hare on his back.

took over and swam across with the hare on his back. On the opposite bank, the

On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they'd felt earlier.

The moral of the story?

The moral of the story? It's good to be individually brilliant and to have strong core

It's good to be individually brilliant and to have strong core competencies; but unless you're able to work in a team and harness each other's core competencies,

you'll always perform below par because there will
you'll
always
perform
below par because there will

always be situations at which you'll do poorly and

someone else does well.

Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership.

There are more lessons to be learnt from this story.
There are more lessons to be learnt from
this story.

Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure.

The tortoise changed his strategy because he was already working as hard as he could. In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort.

it is appropriate to work harder and put in more effort. Sometimes it is appropriate to

Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both.

The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better.

To sum up, the story of the hare and tortoise teaches us many things.

Important lessons are:

§ that fast and consistent will always beat slow and steady; § work to your
§ that fast and consistent will always beat slow and steady;
§ work to your competencies;

§ pooling resources and working as a team will always beat individual performers;

§ never give up when faced with failure;

§ and finally, compete against the situation. Not against a rival.

and finally, compete against the situation. Not against a rival. Never give up: http://www.youtube.com/watch?v=lfQMJtilOGg

Never give up:

http://www.youtube.com/watch?v=lfQMJtilOGg

Building the Winning Team
Building the Winning Team
Building the Winning Team Everyone wants to feel that they are on a winning team, that

Everyone wants to feel that they are on a winning team, that the company is moving ahead, and that they are an integral part of the group.“

Importance of Team Building
Importance of Team Building

The way Stephen Covey sums up leadership in the modern business world can be directly applied to team building and ducks:

Synergy comes naturally from the quality of the relationship, the friendship, trust, and love that unites people. ~ Stephen Covey

trust, and love that unites people. ~ Stephen Covey The Duck's Story of Natural Synergy In

The Duck's Story of Natural Synergy In formation, ducks fly 71% farther than any single duck that flies on it's own.

Importance of Team Building • If your team is striving for synergy - you must
Importance of Team Building
If
your team is striving for synergy - you must
connect emotionally

• Ideas Are Team Glue They Either Stick or They don't

• Build teamwork into the DNA of your organization. Change the way your organization connects emotionally to your people by changing the way you communicate your ideas. Connect emotionally by meeting the psychological needs of your teams.

• If an individual's thoughts and actions aren't in alignment with those of the organization, both are degraded. The importance of team building is creating synergistic teams of individuals who are in alignment with the organizational ideas and structure of which they are a part.

• In a rapidly changing world filled with complex environmental issues, a border-less global economy, and ever increasing competition, the importance of team building takes on a dangerously sharp edge.

• It's simple, if you don't realize the importance of team building and don't build teams that get the job done, your organizational goose is cooked.

Building the winning team requires more than just hiring a bunch of talented people §
Building the winning team requires more than just hiring
a bunch of talented people
§ It means hiring people who will work well together.
§ It means developing a shared vision and commitment.
§ It means physically bringing people together in formal group meetings
for open discussion of broad-based issues.
§ It means encouraging positive, informal interactions between group
members.
§ It means instilling a "winning" attitude throughout the organization.
§ It means watching for and quickly trying to reverse team-building
problems such as jealousy, cynicism, and defensive behavior.
Building the Winning Team (contd )
Building the Winning Team (contd
)

Get 'Em To "Buy In"!

§ To build the winning team, you need to get them to "buy into" the direction the company is headed.

§ Specifically, you need to show people:

§ Your vision for the future.

§ Your strategy for getting there.

§ Why this is the best strategy.

§ Every achievement that indicates this team is winning.

§ Every achievement that indicates this team is winning. § This is not a one-time discussion

§ This is not a one-time discussion or announcement.

Building the Winning Team (contd )
Building the Winning Team (contd
)

Meetings Build Teams

§ Part of building the winning team is having some group meetings.

§ But it is also important to have everyone participate in smaller group meetings where some work is done or some decisions are made.

§ For key managers, or people in your work group, you should have an interactive meeting where everyone has an opportunity to give feedback on substantive issues.

group, you should have an interactive meeting where everyone has an opportunity to give feedback on
Building the Winning Team (contd )
Building the Winning Team (contd
)

Getting People To Work Together

Perhaps the most difficult part of building a winning team is encouraging positive, informal interaction between team members when you are not present. Here are some thoughts on this:

§ Have team members take part in the hiring process of new team members. § Assign specific projects for two team members to work on together. § Try to arrange for close proximity of offices. § Create an incentive-pay plan based on common goals such as profitability. §Take your team off-site for formal meetings as well as casual get-togethers to build a sense of bonding.

§ Take your team off-site for formal meetings as well as casual get-togethers to build a
Watch Out For Team Destroyers!
Watch Out For Team Destroyers!
Jealousy
Jealousy
Cynicism
Cynicism
http://www.youtube.com/watch?v=SX6PApBECRE&feature=related Lack of Confidence

http://www.youtube.com/watch?v=SX6PApBECRE&feature=related

Lack of Confidence

Decision Making in Teams
Decision Making in Teams

All teams make decisions

Some decisions are big and impact the entire organization. Some are small and have only minimal impact on employees

How to make a decision is what this module is all about. At the end, you will be able to:

this module is all about. At the end, you will be able to: § List the

§ List the various kinds of decision making. § List the elements of consensus. § Recognize when to use consensus, and when not to. § List the criteria and resources required for consensus.

Decision Making in Teams Consensus Autocratic
Decision Making in Teams
Consensus
Autocratic

Democratic

Decision Making in Teams Consensus Autocratic Democratic Consultative

Consultative

Decision Making in Teams - Autocratic Autocratic – “I Decide”
Decision Making in Teams - Autocratic
Autocratic – “I Decide”

Autocratic decision making is one person making the decision alone.

Teams are often established in response to autocratic decision making, and it is unlikely that teams will employ this kind of decision making.

Advantages of Autocratic Decision Making

It's fast. When one person makes all the calls and doesn't consult with anyone, decisions can come quickly and with little or no discussion.

Disadvantages of Autocratic Decision Making

With no input, autocratic decisions risk not taking into account how they will impact other people and systems. Continued and regular autocratic decision making will lead to distrust, low morale and inefficiency.

When to Use Autocratic Decision Making

When there are critical time pressures, crises or inconsequential matters with little impact.

Decision Making in Teams - Consultative Consultative - "I Decide With Input From You“
Decision Making in Teams - Consultative
Consultative - "I Decide With Input From You“

Consultative decisions are arrived at after input from others One person still makes the decision, but others are solicited for ideas and suggestions. Many decisions in the workplace are consultative. Advantages of Consultative Decision Making Input from other departments or individuals is invaluable. Also, employees generally respect having their opinions heard and acknowledged. Disadvantages of Consultative Decision Making When people give their input, they may mistakenly assume that they will have a say in the final decision, and this isn't the case in a consultative decision. When to Use Consultative Decision Making When the decision lies in another area, but still has some impact on the team or when specific expertise is required.

Decision Making in Teams - Democratic
Decision Making in Teams - Democratic

Democratic - "One Person, One Vote"

- Democratic Democratic - "One Person, One Vote" Democratic decisions are the bedrock of our political

Democratic decisions are the bedrock of our political process. Majority rules is how many issues are resolved. In the workplace, however, and in the team setting, democracy may not always be the best method.

Advantages of Democratic Decision Making Democracy is fair. Everyone has equal input. Those with the most votes, win, however

Disadvantages of Democratic Decision Making

those

with the fewest votes lose. That's the downside of democracy. Someone

HAS to lose. Again, in the political arena, that's life. In the workplace however, that

can lead to anger, frustration, and people trying to get even.

When to Use Democratic Decision Making Democracy is a useful approach for quick decision making when the general opinion of the team is needed and when the impact of the decision is not critical. It can be used to speed up results or when full support of the team isn't critical

Decision Making in Teams - Consensus
Decision Making in Teams - Consensus

Consensus - "We Decide"

Making in Teams - Consensus Consensus - "We Decide" Consensus is collective agreement, a shared decision

Consensus is collective agreement, a shared decision by all team members

Advantages of Consensus Consensus respects individual opinion while simultaneously establishing one collective decision that everyone agrees with and supports. It is an effective means to advance an issue.

Disadvantages of Consensus Reaching consensus takes time and a great deal of discussion and facilitating. It requires group understanding of the issues and the willingness of team members to share their opinions openly.

When to Use Consensus Consensus is appropriate when the decision has major impact on the team's direction. Ground rules are one example. Another time when consensus is appropriate is when the team is making a decision on behalf of the entire organization.

Decision Making in Teams - Consensus
Decision Making in Teams - Consensus

Reaching Consensus - Focus On Process, Not Solution

Reaching consensus takes a great deal of dialogue, but following the steps below will help accelerate the process. Consider putting the following activities on your road map if you are trying to reach consensus. Reaching consensus is a two-step process, outlined below.

§ Step 1 Reaching Consensus

1. Present the issue, not the solution

2. Define the issue

3. Listen

4. Generate options

§ Step 2 Reaching Closure

1. Post all options

2. Identify benefits and drawbacks

3. Create/agree on solution

4. Test for consensus

Reaching Closure 1. Post all options 2. Identify benefits and drawbacks 3. Create/agree on solution 4.
Team was a rag bunch of girls with own agenda 16 Girls ,different states, different
Team was a rag bunch of girls with own agenda
16 Girls ,different states, different
backgrounds,different skills sets
but one dream-----WINNING
http://www.youtube.com/watch?v=33uTkf4Ns2k - Teamwork

http://www.youtube.com/watch?v=33uTkf4Ns2k - Teamwork

Those who do not play for the common goal should be ruthlessly dealt with in

Those who do not play for the common goal should be ruthlessly dealt with in and kept OUT of the TEAM

http://www.youtube.com/watch?v=JqAFKzysOns&feature=related - Team destroyers
http://www.youtube.com/watch?v=JqAFKzysOns&feature=related - Team destroyers
Be ready to take HARD Decisions on selection and retention

Be ready to take HARD Decisions on selection and retention

Knowing the strengths and weaknesses is of utmost importance
Knowing the strengths and weaknesses is of
utmost importance
Push the team to the limits http://www.youtube.com/watch?v=-3iAxPk-4uI - Respect
Push the team to the limits
http://www.youtube.com/watch?v=-3iAxPk-4uI - Respect
Have each and every team member work unselfishly towards a common goal
Have each and every team member work
unselfishly towards a common goal
Team members should participate in the team and commitment is very important
Team members should participate in the
team and commitment is very important
Team must have high level commitment and wider participation
Team must have high level commitment
and wider participation
Team must have deep interaction and longer term view of benefits
Team must have deep interaction and longer
term view of benefits
Creative innovation is needed
Creative innovation is needed
Identify the core competencies of the team

Identify the core competencies of the team

http://www.youtube.com/watch?v=1wBafH536YY Talent wins Games but TEAMWORK wins CHAMPIONSHIPS
http://www.youtube.com/watch?v=1wBafH536YY Talent wins Games but TEAMWORK wins CHAMPIONSHIPS
http://www.youtube.com/watch?v=1wBafH536YY Talent wins Games but TEAMWORK wins CHAMPIONSHIPS
http://www.youtube.com/watch?v=1wBafH536YY Talent wins Games but TEAMWORK wins CHAMPIONSHIPS
http://www.youtube.com/watch?v=1wBafH536YY Talent wins Games but TEAMWORK wins CHAMPIONSHIPS
http://www.youtube.com/watch?v=1wBafH536YY Talent wins Games but TEAMWORK wins CHAMPIONSHIPS

http://www.youtube.com/watch?v=1wBafH536YY

Talent wins Games but TEAMWORK wins CHAMPIONSHIPS

Effective code of cooperation
Effective code of cooperation

§ Help each other…be right, not wrong

§ Look for ways to make new ideas work, not for reasons they won’t

§ If in doubt, check it out!! Don’t make negative assumption about each other

§ Help each other win and take pride in each other victories…

§ Speak positively about each other

§ Maintain a positive mental attitude no matter what the circumstances

§ Act with initiative and courage

§ Whatever you want, give it away

§ Don’t loose faith

§ Have fun