Organisational Organisational Development and Development and

Team BuildingTeam BuildingNIDHI SHUKLANIDHI SHUKLA

XISSXISS

• Is it leadership? Is it leadership? • Is it individual brilliance?Is it individual brilliance?• Is it collective performanceIs it collective performance??

What makes an organization tick?

• Of the peopleOf the people• By the peopleBy the people• For the peopleFor the people

Dynamics is the basis of Dynamics is the basis of Organisational DevelopmentOrganisational Development

Organizations are dynamic entities

Organization Development is a top management supported, long-range effort to improve an organization’s problem-solving and renewal processes, particularly through a more effective and collaborative diagnosis and management of organization culture – with special emphasis on formal work team, temporary work team and intergroup culture – with the assistance of a consultant-facilitator and the use of the theory and technology of applied behavioural science, including action research.

Characteristics of ODCharacteristics of OD• Top management supportedTop management supported• Long range effortLong range effort• Improvement of organisation’s problem-Improvement of organisation’s problem-

solving and renewal processessolving and renewal processes• through effective and collaborative through effective and collaborative

diagnosisdiagnosis• Management of organisational cultureManagement of organisational culture

OD involvesOD involves• Formal work teamFormal work team• Temporary work teamTemporary work team• Inter-group cultureInter-group culture• Consultant facilitatorConsultant facilitator• Applied behavioural scienceApplied behavioural science• Action researchAction research

What is a Team?A team is a group of people who are mutually dependent on one another to achieve a common goal.

How do Teams Work Best?How do Teams Work Best?Teams succeed when members Teams succeed when members

have:have:• commitment to common objectives;commitment to common objectives;• defined roles and responsibilities;defined roles and responsibilities;• effective decision systems, effective decision systems,

communication and work procedures; communication and work procedures; and,and,

• good personal relationships.good personal relationships.

ObjectivesSetting clear goals Defining individual roles Communicating clearly and openly Making effective decisions Balancing participation Valuing diversity Managing conflict Creating a positive atmosphere Developing cooperative relationships Utilizing participative leadership

The speed of the team depends on the pace of The speed of the team depends on the pace of leaderleader

Steps Towards Team Steps Towards Team BuildingBuilding

Setting Clear Goals• Ensure that the everyone in the team works towards a “Common Goal”.•It is a leader’s responsibility to link the individual goals of each team member with the common goal to ensure motivation and desire to achieve it.

Defining individual roles•Everyone in the team must know their roles and responsibilities and there should be no confusion regarding them as this could lead to unnecessary friction amongst team members.•Every team member should know that their role in the team is crucial and is valued by their boss. They should be able to respect the role of everyone in the team.Clear allocation of work reduces the possibilities of intra team conflict.

Communicating clearly Communicating clearly and openlyand openly

•Putting the information across clearly and with the right words and tone ensures trust and confidence in team thus encouraging every team member also to be honest and clear about their views.

•A leader who communicates clearly wins the trust of the team and thus is the focal point of a strong and closely bonded team.

Making effective Making effective decisionsdecisions

•Decision making involves choosing between alternatives, prioritizing and choosing the most feasible alternative. Taking everyone’s views and incorporating them in the decision made increases its acceptability and thus makes the process of change easier.

•The decisions taken should help the team in their development and should be a clear image of their usefulness for the leader, the team mates and the organisation

Balancing Balancing ParticipationParticipation

•There should be an equal participation of everyone in the team in every task taken and every decision made. The energy of enthusiastic members should be routed in the right directions and the shy members should be encouraged and motivated to speak up and participate more.•A leader makes his presence felt best by being encouraging towards everyone’s participation from the team.

Valuing DiversityValuing Diversity•The individuality of each team member should be respected. There shouldn’t be any discrimination based on age, gender, personality traits, race, color etc. The individual charecterisitcs of each are an asset to the team and strengthen it.

•A leader should be capable of making every team member respect the other and the diversity in team and should lead by example.

Managing ConflictManaging Conflict•Conflicts are a part of every group dynamics but the skill lies in handling them skillfully and reducing the intragroup friction to minimal. •A leader should ensure that the conflicts are handled with a good balance of assertiveness and sensitivity and should be totally prejudice free.

Creating Positive Creating Positive AtmosphereAtmosphere

•A leader should guide his/her people towards a goal centric approach.

•If due appreciation is given to every applaud that the team member brings and the team is happy, a positive atmosphere is automatically created.

Developing Developing cooperative cooperative relationshipsrelationships

•A team that is dependent on each other for the completion of their goals and realises the importance of that dependence, churns out maximum output and stays happy together

•A leader should bring professional harmony and mutual dependence in the team to make the team bond stronger and more productive

UtilizingUtilizing Participative Participative leadershipleadership

•Delegation of responsibility helps in developing the team’s leadership skills and the sense of responsibility

•It is a great motivating factor too which leads members of team to own the task and thus work towards it with greater enthusiasm

Why Teams?Why Teams? Teamwork distributes the work load Teams develop a synergy Teamwork develops diverse thinking Teamwork leads to innovative problem solving. Teamwork provides team members an

opportunity to work together in a non-competitive environment and it builds their self-confidence.

TEAMWORK- Better for allTEAMWORK- Better for all

There is no “I” in a There is no “I” in a team…team…

The standing Rule

• Shared leadership Shared leadership roles.roles.

• Mutual accountability.Mutual accountability.• Substitution effect.Substitution effect.• Collective Collective

responsibility.responsibility.

Elements of A teamElements of A team

Effective TeamsEffective Teams

• Manageable size Manageable size • Diverse skills, knowledge, and Diverse skills, knowledge, and

experience experience • Resourceful, competent leadership Resourceful, competent leadership • Common goalsCommon goals• Cooperation Cooperation • Solidarity Solidarity • Open exchange of ideas and Open exchange of ideas and

information information • Mutual respect and support Mutual respect and support

Stages in Team BuildingStages in Team Building

FormingForming

StormingStormingNormingNorming

PerformingPerforming

Stage 1: FORMINGStage 1: FORMING• Team Building Team Building

– Define teamDefine team– Determine Determine

individual rolesindividual roles– Develop trust Develop trust

and and communicationcommunication

– Develop normsDevelop norms

• TaskTask– Define Define

problem problem and and strategystrategy

– Identify Identify information information neededneeded

Team Roles - LeaderTeam Roles - LeaderEncourage and maintain open Encourage and maintain open communication.communication.Help the team develop and follow Help the team develop and follow team norms.team norms.Help the team focus on the task.Help the team focus on the task.Deal constructively with conflict.Deal constructively with conflict.

Team Roles - RecorderTeam Roles - Recorder

Keep a record of team meetings.Keep a record of team meetings.

Maintain a record of team Maintain a record of team assignmentsassignments

Maintain a record of the team's Maintain a record of the team's work.work.

Team Roles – PR PersonTeam Roles – PR PersonContact resource people outside of Contact resource people outside of the team.the team.

Correspond with the team's mentor.Correspond with the team's mentor.

Work to maintain good Work to maintain good communication among team communication among team members.members.

Team NormsTeam Norms

How do we support each other? How do we support each other?

What do we do when we have What do we do when we have problems? problems?

What are my responsibilities to the What are my responsibilities to the team? team?

Stage 2: STORMINGStage 2: STORMINGDuring the Storming stage team During the Storming stage team

members:members:– realize that the realize that the task is more task is more

difficult than they imagineddifficult than they imagined;;– have have fluctuations in attitude fluctuations in attitude about about

chances of success; chances of success; – may be may be resistant to the taskresistant to the task; and, ; and, – have have poor collaboration.poor collaboration.

Storming Diagnosis Storming Diagnosis • Do we have common goals and Do we have common goals and

objectives?objectives?• Do we agree on roles and Do we agree on roles and

responsibilities? responsibilities? • Do our task, communication, and Do our task, communication, and

decision systems work?decision systems work?• Do we have adequate interpersonal Do we have adequate interpersonal

skills?skills?

Negotiating ConflictNegotiating Conflict

• Separate Separate problem issues problem issues from from people people issuesissues..

• Be Be soft on people, hard on problem.soft on people, hard on problem.• Look for Look for underlying needs, goals underlying needs, goals of of

each party rather than specific each party rather than specific solutions.solutions.

Addressing the ProblemAddressing the Problem• State your views in State your views in clear non-clear non-

judgmental language.judgmental language.• Clarify the Clarify the core issuescore issues. . • Listen carefullyListen carefully to each person’s to each person’s

point of view.point of view.• Check understanding by Check understanding by restating restating

the core issues.the core issues.

Stage 3: NormingStage 3: Norming• During this stage During this stage members members

accept:accept:– their their team;team;– team team rulesrules and procedures; and procedures;– their their roles roles in the team; and,in the team; and,– the individuality the individuality of fellow members.of fellow members.• Team members realize that they are not Team members realize that they are not

going to crash-and-burn and start helping going to crash-and-burn and start helping each other.each other.

BehaviorsBehaviors• Competitive relationships become Competitive relationships become

more cooperative.more cooperative.• There is a willingness to confront There is a willingness to confront

issues and solve problems.issues and solve problems.• Teams develop the ability to express Teams develop the ability to express

criticism constructively.criticism constructively.• There is a sense of team spirit.There is a sense of team spirit.

Giving Constructive Giving Constructive FeedbackFeedback

• Be descriptive. Be descriptive.

• Don't use labels.Don't use labels.

• Don’t exaggerate.Don’t exaggerate.

• Don’t be judgmental.Don’t be judgmental.

• Speak for yourself.Speak for yourself.

Receiving FeedbackReceiving Feedback

• Listen Listen carefully.carefully.• AskAsk questions for clarity. questions for clarity.• AcknowledgeAcknowledge the the feedback.feedback.• AcknowledgeAcknowledge the the valid pointsvalid points..• Take time to sort outTake time to sort out what you what you

heard.heard.

Stage 4: PERFORMINGStage 4: PERFORMINGTeam members have:Team members have:

– gained insight gained insight into personal and team into personal and team processes;processes;

– a a better understanding better understanding of each other’s of each other’s strengths and weaknesses;strengths and weaknesses;

– gained the gained the ability to prevent ability to prevent or work or work through through group conflict group conflict and resolve and resolve differences; and,differences; and,

– developed a developed a close attachment to the close attachment to the team.team.

• Commitment,Commitment,

• Coordination,Coordination,

• Camaraderie ,Camaraderie ,

• Consideration Consideration

4 C4 Css of team culture- of team culture-

Hurdles in TeamworkHurdles in Teamwork• EgoEgo

• Unhealthy CompetitionUnhealthy Competition

• Inferiority & Superiority ComplexesInferiority & Superiority Complexes

• ““Only I Can Do It” attitudeOnly I Can Do It” attitude

• Self over estimation, and under estimation othersSelf over estimation, and under estimation others

• JealousyJealousy

• DistrustDistrust

Advantages of having Advantages of having a happy teama happy team

More input leads to better ideas and decisions. More input leads to better ideas and decisions. Higher quality output. Higher quality output. Involvement of everyone in the process. Involvement of everyone in the process. Shared information means increased learning. Shared information means increased learning. Increased understanding of other people’s Increased understanding of other people’s

perspectives. perspectives. Increase opportunity to draw on other people’s Increase opportunity to draw on other people’s

strengths. strengths. Ability to compensate for individual Ability to compensate for individual

weaknesses. weaknesses.

Anything extra that you can think of?