Techniques in Team Bldg Interventions

Techniques and Exercises include

1.Role Analysis Technique
2.Interdependency Exercises
3.Role Negotiation
4.Appreciation and Concern Exercise
5.Force Field Analysis

Role Analysis Technique/Process (RAT/RAP)- Dayal & Thomas

Aims to CLARIFY about the ROLES Expectations and Obligations for
Improvement
in TEAM effectiveness and mainly applicable to NEW teams or where
AMBIGUITY
Exists.
Initiation includes Role Incumbents define and Delineate (detailing) Role
Requirements ..A focal
Role is defined (In new teams each Major Role analysis is conducted).
Successive Steps include
1.Focal Role Analysed - Rationale for it , its place ,Duties , Behaviors detailing
2.Expectations of Incumbent of the Focal Role – Relates to Other Roles &
impact on Focal Role – Duly Discussed/Modified and agreed .
3.Exchange of Expectations /desired behaviors of Focal Role and acceptance
of these post discussion esp by Focal Role Person.
4.Create Written Summary – Role Profile (Capture set of activities,
elements, obligations & Expectations – Comprehensive Summary) –
Summary reviewed & followed by another Role
Attributes of Role Analysis Technique
1.Public Examination of Roles that are interdependent.
2.Collaboration leading to sharing the purpose of others Roles.(Gaps
between Reality
& presumptions)
3.Non Threatening, being Collaborative with High yield
Where visibility of Role Clarity is noticeable the steps in Technique can
be shortened

Interdependency Exercises
Useful tool where Co-operation enhancement is sought by Team
Members/Units.
Also improves level of acquaintance.
Structuring involves
1.Pairing people facing one another
2.Interview conducted between the pairs on an assessment sheet * (10
Mins /Cover
what’s going on fine or snags esp in interdependencies , with
plans of action or Re-meet @)
3. The Pairing changes and process continues.
4.Coverage of those not covered also completed
e.g.
1 2 3 4 5
6 7 8 9 10 followed by
The Notes taken consist of queries on @
1.Particulars of Person interviewed and His unit
2.Important Interdependencies between UNITS/JOBS
3. What’s Going on Well
4.Snags – Present/Potential
5.Action Plan OR agreement to meet further ……..
Interviews in Clusters also possible for arriving at common Deductions by switch
and regrouping to carry out the mechanism as in smaller group (all 1 or all 2 o
Etc) in case of Large Groups
Role Negotiation Technique (Roger Harrison )

Very Objective (Devoid of Personal likings/ Dislikings ) in nature concerns

Relationship of
Power , Authority and Influence within a Group. Based on concept that
people avoid
change due to fear of Loss of Power or Influence. As name suggests
involves a Give and
Take (Negotiations) like
Parties agree to Change Behaviour in Return of Change from
Other Party
Individuals also Negotiate to arrive at Written Contract.
The Process involves
1. Contract Setting – Parties spell out their Expectations of other/s
in terms of
3. Influence Trade or Negotiation Period
Parties negotiate on mutual actions as a Traded component of
Changed
Behaviour. The stage concludes post negotiated and documented
agreement
on The Give and take of change in Behaviour .It is advisable to
Review the
effects of this on effectiveness.

Appreciations and Concern Exercise (Consultant intervention)

Recommended where interviews reflect avoidance of Conflict / Lack of
expression of
Appreciation. The conduct is as under
1. Each group Member asked to record 1 to 3 Appreciations for
each member
2. Each group Member also asked to record 1 to 3 minor irritations
for each member (These must be those that interfere
effectiveness)
3. Facilitator invokes query on concerns and may make
suggestions on private or
Public Resolution (Validation by comparing perceptions of
Members)
4. A volunteer is sought to commence a Hearing of Both
Appreciations and Concerns and responding is post
Force Field Analysis ( Kurt Lewin 1947)
Relates to Vector Analysis (Effect of Forces and an Equilibrium) e.g.
satellites in a fixed
Location. And considers the application as in Social problems , equilibrium
and Change at Par with Productivity, Morale etc where corrective action
changes this equilibrium to a new Desired level. Steps include
Step 1. Decide on the Situation to be improved its Status quo and
describe it and why the change is Desired
Step 2. Describe desired condition
Step3. Identify Forces and Factors and the DRIVERS and RESTRAINERS
through EXHAUSTIVE search/query leading to understanding of
the State of Equilibrium
Step 4. Analyse Forces according to Weakness or Strength and
influenciblity /Control.
(Important forces may need independent subjecting to Force Field
Analysis )
Step 5. Develop ACTION PLAN to implement new Driving Forces . The
Strategy
to move Equilibrium involves,
Adding More Driving Forces or /and
Removing restraining Forces
( Attn to ^ Tension & Resistance and need to implement
adaptable restraining forces is a must )
Step 6. Implement the ACTION Plan for achieving desired condition
Force Field Analysis – The analysis involves a Schematic Plotting of the
Driving Forces (Enablers ) and the Restraining Forces in a Fish Bone like Diagr
Constructed in a Vertical Fashion as under
Desired
Current Condition
Condition
Attrition @ x %
Reduce
Attrition to
Driving Restraining Forces
.5 X
Forces
Sense of Job Security Wage Level low compared to similar Co’s

Management Support
Selection Process is adhoc