Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Belbin and Beyond,Approaches to team building, plus,Windows of self,Teams,As a leader in a modern world it important to know how to design, build and support highly effective teams.,Why?,“Organisations that are willing to rethink old ways and develop teams can profit by increasing quality and productivity.,Teams ,According to Montebello & Buzzotta.,(Montebello, A and Buzzotta, V. (1993) Work Teams That Work, Training and Development Journal.,Productivity 77%,Quality 72%,Waste was reduced 55%,Job satisfaction 65%,Customer satisfaction 55%.,(improvements in respondents companies),Teamwork relationships,(Oliva, L M. 1992. Partners not Competitors, London. Idea Group Publishing.),Team-centred leadership,Management-centred leadership,Manager makes independent decision and announces it,Manager decides team direction and “sells plan to team,Manager develops and presents a variety of approaches for the team to decide on,Team develops different approaches to solve problem; works with management to implement,Team makes decision within its scope of authority,Team is responsible for decision, defines the problem and solution,Range of freedom manager has to exercise authority,Range of freedom team members have to exercise their authority,Stages of Team Development,Forming,Storming,Norming,Performing,Adjourning,Get together, introductions involved - “ritual sniffing,Voice differences, jockeying for position,Begin to share common commitment and purpose,Team is “buzzing,Group disperses / completion of task,Tuckman, B. & Jensen, N. (1977),Woodcocks Analysis of Team Development,The Undeveloped Team,Feelings are avoided,Objectives are uncertain,The leader takes most of the decisions,The Experimenting Team,Issues are faced more openly,Listening takes place,The group may become temporarily introspective.,The Consolidating Team,Personal interaction is established on a co-operative basis,the task is clarified,objectives are agreed,tentative procedures are implemented.,The Mature Team,Feelings are open,the group recognises its responsibility to the rest of the organisation.,a wide range of options are considered,working methods are methodical,leadership style is contributory,individuals are flexible,Woodcock, M. (1979),Team Development Manual, Gower,Teams some types of analysis,MBTI,(Myers Briggs Type Indicators -1979),Bernes Theory,of Transactional Analysis,Belbin Team Types,- Self Perception Inventory,Teams - MBTI,resulting in 16 personality types,Myers-Briggs Type Indicator - instrument for measuring a persons,preferences,(1)extraversion/introversion,(2)sensate/intuitive,(3)thinking/feeling,(4)judging/perceiving,1,Attitudes,:,extrovert,Introvert,2,Functions,:,Perception functions,sensing,Intuition,Judgement functions,thinking,feeling,React quickly,Action,Loneliness = awkward,Follow majority/energy,Acts more slowly,Take time for new ideas,Energised by periods of loneliness,Driven by inner conviction,Reality,Facts/Information,Details,Possibilities,Solutions not based on facts,Analytical, particular, precise and logical,Intellectual not emotional,Other peoples feelings,Dislike analysis,Own values and dislikes,Prefer to work with others,Teams - PAC (Berne),Transactional Analysis,a way of understanding behaviour,studies decision and communications,ego (PAC - Parent/Adult/Child),experiences “tape,words, voice and gestures.,Belbins Team Roles,“What is needed is not well balanced individuals, but individuals who balance well with each other.,Belbin 2003,Complete Belbins Self- Perception Inventory,Team Roles (Belbin),“A tendency to behave, contribute and interrelate with others in a particular way.,(Dr Meredith Belbin, Henley Management College),Roles,Action-oriented roles,Shaper, Implementer, and Completer-Finisher,People-oriented roles,Co-ordinator, Team-worker and Resource Investigator,Cerebral roles,Plant, Monitor-Evaluator and Specialist,Team-Role Descriptions: the Parts People Play in Effective Team operations,Team Role,Contribution,Allowance Weakness,Plant,Creative, imaginative, unorthodox. Solves difficult problems.,Ignores Incidents. Too pre-occupied to communicate effectively,Resource Investigator,Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts.,Over-optimistic. Loses interest once initial enthusiasm has passed.,Co-ordinator,Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well.,Can be seen as manipulative. Offloads personal work.,Team Role,Contribution,Allowance Weakness,Shaper,Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles.,Prone to provocation. Offends peoples feelings.,Monitor Evaluator,Sober, strategic and discerning. Sees all options. Judges accurately.,Lacks drive and ability to inspire others.,Team-worker,Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction.,Indecisive in crunch situations.,Team-Role Descriptions: the Parts People Play in,Effective Team Operations,Team Role,Contribution,Allowance Weakness,Implementor,Disciplined, reliable, conservative and efficient. Turns ideas into practical actions.,Somewhat inflexible. Slow to respond to new possibilities.,Completer Finisher,Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time.,Inclined to worry unduly. Reluctant to delegate.,Specialist,Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.,Contributes on only a narrow front. Dwells on technicalities.,Source-Belbin, R.M. Team Roles at Work, Butterworth-Heinemann, Oxford, 1993,Team-Role Descriptions: the Parts People Play in Effective Team Operations,Belbin,Dominant Traits,Cerebral Role,Plant,Monitor Evaluator,Specialist,PeopleOrientated,Co-ordinator,Resource Investigator,Team Worker,Action Orientated,Shaper,Completer/Finisher,Implementer,A functional role,(determined by their professional and/or technical knowledge),A team role,(determined by their characteristic pattern of team interaction).,According to Belbin ,Each team member contributes towards achieving the teams objectives by performing: -,The team needs an optimal balance in both functional & team roles,That balance is dependent on the goals & tasks that the team faces.,The effectiveness of the team will be promoted by the extent to which members correctly recognise and adjust themselves to the relative strengths of the team, both in expertise and ability to engage in specific team roles.,Belbins Ideal Team,One Co-ordinator or one Shaper,One Innovator,One Monitor-Evaluator,One or more,Implementer,Team worker,Resource Investigator,One Finisher-Completer,Johari Window,(Windows of Self),The Johari Window is a communication model that can be used to improve understanding between individuals.,Developed by Joseph Luft and Harry Ingham (the word “Johari comes from Joseph Luft and Harry Ingham).,Two key ideas behind the tool:,Individuals can build trust between themselves by disclosing information about themselves.,They can learn about themselves and come to terms with personal issues with the help of feedback from others.,Using the Johari model, each person is represented by their own,four quadrant, or four-pane, window.,Each of these contains,and represents,personal information,- feelings, motivation - about the person, and shows whether the information is known or not known by themselves or other people.,The four quadrants are:,Quadrant 1: Open Area,What is known by the person about him/herself and is also known by others,Quadrant 2: Blind Area, or Blind Spot,What is unknown by the person about him/herself but which others know. This can be simple information, or can involve deep issues (for example, feelings of inadequacy, incompetence, unworthiness, rejection) which are difficult for individuals to face directly, and yet can be seen by others.,Quadrant 3: Hidden or Avoided Area,What the person knows about him/herself that others do not,Quadrant 4: Unknown Area,What is unknown by the person about him/herself and is also unknown by others,Known By Self,Unknown,By Self,Known,By Others,Unknown,By Others,Ask,Tell,Open/Free Area,Shared Discovery,Blind,Area,Others Observation,Hidden,Area,Unknown,Area,Self-discovery,1,2,3,4,Self-disclosure/Exposure,Feedback Solicitation,Key Points:,In most cases, the aim in groups should be to develop the Open Area for every person.,Working in this area with others usually allows for enhanced individual and team effectiveness and productivity. The Open Area is the space where good communications and cooperation occur, free from confusion, conflict and misunderstanding.,Self-disclosure is the process by which people expand the Open Area vertically. Feedback is the process by which people expand this area horizontally.,By encouraging healthy self-disclosure and sensitive feedback, you can build a stronger and more effective team.,Is that an elephant youre hiding?,