Teambuilding is important to today’s organization, business, athletic team, and corporations. Effective teams can make the difference between success and failure. The three pillars to teambuilding are common goals, strong leadership and communication. Teams need these thee concepts to be successful
Each team needs to have specific goals, measurable goals, attainable goals, realistic goals, and timely goals. This means a team needs to have SMART goals. Specific, Measurable, Attainable, Realistic, Timely. The common goal unites and bonds the team. Teambuilding requires a goal that motivates individuals to work together toward a common goal. The goal can be to increase sales or profit, to win the league the championship or improve customer service. The team needs s to take ownership for the goal.
Each team needs a strong leader. Leadership is the second pillar for teambuilding. Leadership can be described as influence. Leadership makes or breaks a team. The leader needs to keep the team on task and confront the social loafer who drags the team down. The team leader will keep the team on task and motivated to reach the common goal.
The third and the most important pillar to teambuilding is communication. The team must communicate face-to-face, team meeting, using technology with website, facebook, my-space, or twitter. When the team starts to stop communicating then the team starts to fail. The team leader must keep the channels open .
Teambuilding has become more important since the quality crisis of the 1970’ and 1980’s. After World War II, Dr. Deming went over to Japan to introduce Total Quality management and the use of quality circles. This was the beginning of teambuilding in corporations. Wikipedia has put together a time line for the history of teambuilding.
· Sigmund Freud (1921, 1960) discussed a theory of group dynamic termed identification with the leader which is the foundation of group formation.
· McDougall (1920) tends to be credited for being the first team builder and suggested five different conditions needed for a high functioning group.
· Taylor (1947) discovered how group norms impact performance.
· Lewin (1945) founded the Center for Research in Group Dynamics and laboratory studies were conducted.
· World War II brought increased research/attention to team performance.
· During the 1970s theory and methodologies were available for large-scale team building. However, work culture tended to not be supportive of teamwork and rather rewarded individual behavior.
· From the early 1980s until 1990, the United States began to rethink business and viewed teams differently given the economics with inflation rising and significant international debt. Team-based reward systems were implemented. The years 1990 to present are considered the era of high-performance teams. Consulting firms developed methods and tools to help organizations with the transition to team-based organizations
Teambuilding is a process and different every time. You need a strong foundation using the three pillars: a common goal, strong leadership and effective communication. It takes hard work and 100 % effort of all team members. No social loafers are allowed to be on team.
Do you need some teambuilding tools? I would recommend Jungle Escape by HRDQ/ I have used this activity several times with great success. HRDQ has several other types of tools to help you with you teambuilding.
Watch these free movies on Teambuilding. I have used them in workshops and classes in teambuilding.
Watch Simple truths movies now.
Team Effectivness Profile
Help teams learn how to surface, diagnose, and work through the issues that impede effective teamwork. For more than 15 years, the Team Effectiveness Profile (TEP) has helped teams eliminate or reduce blockages in the 5 vital areas of team activity: Mission, Vision, and Goals; Team Roles; Operating Processes; Interpersonal Relationships; Interteam Relationships.
Identify issues that block effectiveness Reduce or eliminate problems that can drain a group’s energy Maximize the group’s productive efforts Theory
The Team Effectiveness Profile focuses on the 5 Categories of Team Effectiveness. The first 4 of these categories are based on those presented by Richard Beckhard in Organization Development: Strategies and Models (1969). Interteam relationship theory is the basis for the fifth category.
5 Categories of Team Effectiveness
Mission, Vision and Goals Team Roles Operating Processes Interpersonal Relationships Interteam Relationships How It Works
The TEP has been designed to function as a self-administered learning instrument. The TEP yields an overall Team Effectiveness Score as well as separate scores for each of the 5 areas indicating the general health of the group and blockages that hinder team effectiveness.
Uses for the TEP
Appropriate for any type of team and all levels of team members and leaders, the TEP can be used as a stand-alone instrument or as a component in a larger team-building program. The TEP can be used to:
Measure pre-team building conditions Orient new teams to potential problems Unblock struggling teams Determine post- team-building results We recommend administering the TEP periodically, as issues will change over a period a time.
What to Order/Product Contents
Order one Facilitator Guide per trainer and one Participant Guider per participant.
Facilitator Guide includes:
Administrative guidelines Team development theory Experiential learning methodology Normative and reliability data Sample copy of the Participant Guide 2-hour workshop 6 optional activities 2 alternative training designs Overhead transparency masters Reproducible participant handouts Reproducible article Building a Winning Team CD-ROM containing all reproducible materials, certificate of achievement, training evaluation, PowerPoint presentation Convenient binder format Participant Guide includes:
50-item profile Pressure-sensitive scoring form Interpretive information Descriptions of the 5 team effectiveness areas Discussion guide Action planning
Use these tolls for teambuilding. Click on HRDQ and go to teams:
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