Participant S Workbook

Team Building
Developing High Performance Teams
NIS Sparta
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First published by NIS Sparta in 2008. Publishers: NIS Sparta
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Table of Contents
1: Course Overview
2: Organizations Today2
3: Types of Teams
4: Team Norms 8
5: Towers
10
6: The Four Stages of Team Development
11
7: Beckharts Activities 13
8: Parkers Characteristics
16
9: Pre-Assignment Review
19
10: Civilized Disagreements and Consensus 20

11: Open Communication
22
12: Clear Roles and Assignments
23
13: Shared Leadership 24

14: Egg Transportation Device 26
15: Glenn Parker Team Survey 27
16: The Trust/Relationship Model
17: Team Shaping Factors
42
18: Problem Identification
50
40
19: Exploration 51
20: Analysis
53
21: Evaluation 54
22: Other Problem-Solving Techniques 55
23: Interventions
57
24: Resolving Conflict 62

25: SWOT Analysis
65
26: Developing Team Action Plans

Recommended Reading List
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1: Course Overview
Learning Objectives
At the end of this workshop, you will be able to:
Identify different types of teams.
Build teamwork by recognizing and tapping into the twelve characteristics of an
effective team.
Promote trust and rapport by exploring your team player style and how it impacts on
group dynamics.
Recognize the key elements that move a team from involvement to empowerment
and how to give these elements to your team.
Develop strategies for dealing with team conflict and common situations.
Understand how action planning and analysis tools can help your team perform
better.
Personal Objectives
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2: Organizations Today
There are signs that both the nature of organizations and the self-concept of the
individuals who make them up are changing in fundamental ways. Some basic shifts
are underway. For example, organizations are evolving from pyramid to fishnet
structures, as hierarchies collapse and partnerships and mergers become the order
of the day.
Are there examples you can share about flattened organizations?
What are the advantages?
What are the disadvantages?
Often we see employees looking to themselves and networks of co-workers, rather

than the corporation, for their health benefits and their career planning.
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Can you think of any examples from your own experience?
Within organizations, individuals are less apt to work in big structures and more likely
to participate in business teams and ad hoc alliances.
Can you think of some examples of business teams or ad hoc alliances within your
own organization?
Businesses have shifted their attention from their competitors to their customers.
Competitive analysis still plays a role but blind competition is giving way to cooperative competition. There is an intense interest in customer needs and customer
service.
Can you give any examples of a renewed interest in customer service, either as an
employee or as a consumer?
Electronic networks are replacing office buildings as the centre of business

transaction. You are where your network is.
Diversity is a simple business reality in the global marketplace. What do you see as
the advantages and disadvantages?
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An orientation toward continual learning has replaced one-time training for most
employees. Learning must be life long for everyone.
From your reading, and your analysis of your own organization, can you identify
some of these shifts that are happening? If so, what impact is this having on your
organization? On you?
Can you see other shifts within your organization?
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3: Types of Teams
A rose may be always a rose, but a team is not always a team. So many groups are
called teams these days that the word team has almost lost its meaning. There may
be an executive team, a quality team, a service team, or a sales team, but just calling
a group a team doesnt make it so.
Types of Teams
There are several modern classifications of teams.
The Traditional Model
This refers to a group of people who have a traditional boss but whom also share
some of his/her responsibility and authority. How much is shared is usually
dependent on the topic under discussion. A person is in charge, but on various issues
that person may allow other team members to take the leadership role.
The Team Spirit Model

This is a group of people who are happy working for one boss, and everything seems to
be going well. These people have team spirit, but in reality they arent a team because
one person calls all the shots, with no sharing of authority or responsibility.
The Cutting Edge Model

This is a group of people who manage themselves. No one person in the group has
the authority to make all the decisions about the events that impact the group. This is
referred to as a self- directed work team because everyone has authority and
responsibility for all the decisions they have to make.
The Task Force Model

This is a group that comes together for a specific time to work on a special project or
task. This group has traditionally been called a task force or committee and may
include quality circles (as used in TQM efforts).
The Cyber Team

In this team model, members see one another infrequently or not at all. These are
called cyber or virtual teams. What makes these teams different is that they have to
work together to accomplish goals, but they may meet only at the beginning of their
project and thereafter interact through e-mail and telephone. They can also fit any of
the four models listed above.
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Into which model does your team fit? Why do you feel that way?
Defining a Team
How would you define a team?
We can define a team as a group of people who come together under shared
leadership, mutual responsibility, and conscious authority to achieve agreed-upon
goals in a mutually effective fashion.
If you broke down this definition into its words and phrases, could you justify each
one?
Group
Who comes together
Shared leadership
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Mutual responsibility
Conscious authority
Agreed-upon goals
Mutually effective
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4: Team Norms
All teams, whether they know it or not, have norms, rules, or guidelines that guide the
behavior of team members. In most cases they are not written down: they are simply
understood because thats the way the team always operates.
Norms can be positive and thus help the team be an effective organization. For
example, all team members show up on time for team meetings. Norms can also be
counterproductive as when excessive joking and side conversations prevent a
meeting from being productive.
Identify the norms which you follow while working in a team.

Sr. No.
Team Norm
Yes / No
1
Come on time (office / meeting/ workshop)
2
Dress formally in office
3
Arrange open house
4
Share positive feedback before giving any
negative feedback
5
Weekly status review meeting
6
A team lunch (Once in a month)
7
Sharing of best practices
8
Team training sessions
9
Celebrate birthdays of team members
10
Meet deadlines of critical projects
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Describe several other norms your team follow and positively affects the team
performance.
Do
Dont Do
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5: Towers
The TORI model of team building includes:
T is for Trust: interpersonal confidence and absence of fear.
O is for Openness: free flow of information, ideas, perceptions, and feelings.
R is for Realization: self-determination, being role free, doing what you want to do.
I is for Interdependence: reciprocal influence, shared responsibility, and leadership.
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6: The Four Stages of Team Development

Teams go through various stages of development. Bruce Tuckman and M.A. Jensen
(1965-1977) refer to these stages as Forming, Storming, Norming, and Performing.
Knowing what to expect in each stage can help teams or individuals in the team. Team
leaders and other members of the group have an important role to play in each stage.
Effective team players can successfully move a team toward maturity with specific
positive actions.
Stage 1: Forming
Characteristics of this stage:
Group members may be anxious, adopt wait-and-see attitude, or be formal.
No clear idea of goals or expectations.
Not sure why they are there.
What you can do to help:
Team writes its own charter or mission statement and clarifies goals.
Remember, goals must have personal buy-in.
Help team establish boundaries and determine what is expected.
Team members get to know each other doing non-conflict laden task. This builds
commitment towards one larger goal.
Help them know what to expect; communicate and reassure.
Stage 2: Storming
Team members eager to get going.
Conflict can arise as people bring different ideas of how to accomplish goals, notice
differences rather than similarities.
Some members may drop out mentally or physically.
Continue with no surprises and communicate.
Tensions will increase. This is normal, so recognize and publicly acknowledge
accomplishments.
Lead/participate in meetings.
Value diversity.
Gather information and be supportive.

Stage 3: Norming
People begin to recognize ways they are alike.
They realize its sink or swim, were in this together.
People get more social.
May forget their focus in favor of having a good time.
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Recognize how they are alike.
Help with training if applicable.
Encourage them to feel comfortable with each other and with systems.
Help group stay focused on goal.
Stage 4: Performing
Team members are trained and competent, and able to do their own problem-solving.
Leader will ask for critical self-assessment and look at ways to challenge them and
develop them.
Mature, understand their roles and responsibilities.
Want more input in processes.
Self-motivated and self-trained.
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7: Beckharts Activities
Richard Beckhart said in 1972 that there are four activities a group should perform on
a regular basis if they desire to grow into a team. Researchers today still agree on
these four activities.
Set and reset goals and priorities.
Analyze or allocate the way work is being performed, according to team members
roles and responsibilities.
Examine the way the team is working.
Examine how the group handles agreement and how it handles conflict and how group
members relate to one another.
Set and reset goals and priorities.
Ways to Implement
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Analyze or allocate the way work is being performed, according to team

members roles and responsibilities.
Ways to Implement
Examine the way the team is working.
Ways to Implement
Examine how the group handles agreement and how it handles conflict and how
group members relate to one another.
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Ways to Implement
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8: Parkers Characteristics
The twelve characteristics of effective teams were developed by Glenn Parker, who
has devoted his whole lifes work to studying teams. For the remainder of the
afternoon and for part of tomorrow, the group will look at some of these
characteristics.
Clear Purpose
Informality
Participation
Listening
Civilized Disagreements
Consensus Decisions
Open Communication
Clear Roles and Work Assignments
Shared Leadership
External Relations
Style Diversity
Self-Assessment
Clear Purpose
Do your team members know and accept the vision or mission of the organization?
Are they part of the goal setting for the department or unit?
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On a personal note, having goals or a clear purpose is important to each of us. In one
landmark study done with Yale graduates, only 3% of the graduates set goals, but that
3% earned more money and were more successful than the other 97% put together.
For leaders who are serious about setting goals, there are some things to keep in mind,
and these were nicely summed up by an acronym: SMART PPP. This acronym stands for
Specific, Measurable, Attainable, Realistic, and with Timelines. Goals should also be
expressed Positively, be Personalized for each member of the team, and all goals should
be Put in writing, where you and the team can see them often.
Once you sit down with your team and set some goals, it can be very useful to
develop some type of action plan for accomplishing that goal.
Informality and Participation

With high-performance teams, the climate tends to be informal, comfortable, and
relaxed. There are no obvious tensions or signs of boredom. Teams enjoy getting
together, they interact easily, and there is lots of good-natured kidding and laughter.
Seating arrangements can facilitate this. A circle is usually the best seating
arrangement; a typical classroom arrangement is the worst.
Listening
High-performance team members also use effective listening techniques such as
questioning, paraphrasing, and summarizing to get out ideas. Listening is the single
most effective factor that distinguishes effective teams from ineffective teams.
Unfortunately, it gets more lip service than action.
The ability to really listen is an important skill for any team member to have. Listening
allows you to understand where the other person is coming from, and shows youre
interested in what he/she has to say. Unfortunately, we all experience common
listening problems.
We let our attention wander.
We miss the real point of what is being said.
We let our emotions interfere with our judgment.
We interrupt and step on the statements of others.
We think ahead to what we want to say next and miss whats being said right now.
To improve your listening skills, use the three steps of active listening.
Non-Verbal Messages. Eye contact, an alert expression, head nodding, and a forward
lean to the body expresses listening.
Cues or Invitations. These are the phrases like uh-huh, OK, yes, or go on that signal
our attention and invite an individual to continue talking.
Clarification of what has been said. We can do this in one of several ways: by asking
questions, summarizing what has been said, or paraphrasing the message in your
own words.
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Paraphrasing is a fundamental listening skill.

Why
How
Paraphrasing has both a calming effect and
Use your own words to say what you think
a clarifying effect. It reassures the speaker
the speaker said.
that his/her ideas are worth listening to. It
If the speakers statement is one or two
also provides the speaker with a chance to
hear how his/her ideas are being heard by

sentences, use roughly the same number
others.
of words when you paraphrase it. If the
speakers statement is many sentences
long, summarize it.

Paraphrasing is especially useful on
Preface your paraphrase with a comment
occasions when a speakers statements are
like one of these:
convoluted or confusing. At such times, the
It sounds like what youre saying is .
paraphrase will help the speaker gauge how
This is what Im hearing you say .
well his/her ideas are getting across.
Let me see if I understand you
In sum, paraphrasing is the tool of choice for
When you have completed the paraphrase,
supporting people to think out loud.
look for the speakers reaction. Say
something like, Did I get it? Verbally or
non-verbally, s/he will indicate whether or
not s/he feels understood. If not, keep
asking for clarification until you understand
what s/he meant.
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9: Pre-Assignment Review
Weak Area
Ideas for Improvement
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10: Civilized Disagreements and Consensus
Definitions
Civilized disagreements mean there is disagreement, but the team is comfortable with
this and shows no sign of avoiding, smoothing over, or suppressing conflict.
Some people may find team contracts something they feel comfortable with, while
others may dislike them.
Advantages
Disadvantages
For important decisions, the goal is substantial (but not necessarily unanimous)
agreement through open discussion of everyones ideas and avoidance of formal
voting or easy compromises. Consensus is finding a proposal acceptable enough that
all members can support it; no member opposes it. Consensus, however, is not a
unanimous vote as a consensus may not represent everyones first priorities. In a
majority vote, only the majority gets something they are happy with; people in the
minority may get something they dont want at all, which is not what consensus is all
about.
A state where everyone is totally satisfied requires these elements:
Time
Active participation of all group members
Skills in communication: listening, conflict resolution, discussion facilitation
Creative thinking and open-mindedness

Ideas to be heard and understood
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The Perfect Menu
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11: Open Communication

Team players can encourage open communication and trust by being dependable,
pitching in and helping out, reading and responding to verbal cues, and candidly
sharing views. The basic principles of good communication include:
Objective
You should have an end result or objective clearly in mind before communicating.
Examine your purpose. What specifically do you want the receiver to understand or to
do, as a result of the communication?
Method
What's the best method for achieving your objective? Obviously, some communication
methods or channels are better than others for a given objective. Weigh the
alternatives (written or oral, group or individual, formal or informal) before selecting a
specific method such as a letter, memo, meeting, telephone call, or e-mail.
Structure
How you organize and construct your communication is very important to its success.
There are many considerations: How much or how little to cover? What's the best way
to organize the message? How can you keep it simple and concise, yet complete?
How can you gear it to your audience's needs (frame of reference)?
Feedback
In order to ensure that your message has been understood and to evaluate the
emotions of your receiver (how does he/she feel about it?), you should encourage
frequent responses.
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12: Clear Roles and Assignments

The next characteristic of effective teams is that there are clear expectations about the roles
played by each team member. When action is taken, clear assignments are made, accepted,
and carried out. Work is fairly distributed among team members.
Teams can use this checklist to evaluate their leaders ability to give clear assignments.
Leaders Expectation Checklist

Area
Explanation
Rating (1-10)
Work Methods
Understanding our leaders expectations
regarding required work methods and
procedures when completing jobs or projects.
Time Frames
Understanding due dates for the completion
of projects; determining when dates have
slipped and which completion dates are final
and nonnegotiable.
Work
Understanding each team members role
Responsibilities
when we are assigned to a given job or
responsibility.
Customer/Supplier
Understanding our leaders expectations
Interface
when dealing with supplier problems or
customer complaints or requests;
understanding how far we should go to build
effective relationships with other work groups.
Work Priorities
Understanding which jobs take priority and
the changes in work priorities; being able to
clearly differentiate between hot jobs and
other jobs.
Performance
Understanding what our leader expects in the
Expectations
way of desired outcomes, what it means to do
a good job, and the degree of effort we are
expected to put into a job (as opposed to
overworking low-priority jobs).
Resources
Understanding what resources (facilities,
support staff, equipment, software, and
budget) have been allocated to perform a job
and how much control we have over resource
decisions.
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13: Shared Leadership
Being a leader doesnt mean doing it all yourself. Nor does it mean always being the
one out in front. Shared Leadership is an idea to consider when working in team
environments (and we all function in them in some form). One idea is to have different
people serve as SMEs (subject matter experts).
What are some benefits of sharing the burden of leadership?
What are some possible disadvantages of shared leadership?
The key to shared leadership is communication. If several (or all) members of the
group are going to share in leading the group, they must agree on where they are
going and how they are going to get there. They must also communicate along the
way to make sure they are on track.
As an example, lets look at a traditional construction team. Typically, you have the
foreman or forewoman. This person directs the rest of the workers to get the
construction project accomplished.
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Now, lets say that this team decided to use shared leadership and eliminate the
foreperson position. Without communication, this could be a disaster. You would
probably end up in a situation where one person is laying carpet before painting has
been completed.
However, if the team meets each morning and lays out responsibilities and plans
together, this shared leadership formula might work very well for them.
How can you implement shared leadership in your team?
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14: Egg Transportation Device
Your team represents a company that builds space craft. The teams will be competing
for a lucrative contract to build a particular type of craft for the next decade. Your task
is to design, construct, and build a spacecraft suitable for the transportation of boiled
eggs: an Egg Transportation Device. Use the space below to design your ETD.
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15: Glenn Parker Team Survey
About the Survey

This survey was constructed by Glenn Parker, a noted business consultant who has
done a great deal of research on teams. This has been around for about 20 years now
and is a pretty reliable and valid tool. The survey will take perhaps 30 minutes to
complete. It is a survey, not a test, so there are no wrong answers. Dont take a long
time to decide on your answer.
There is a series of 18 questions. For each one you will select your best or most
frequent response, and for that, you write a 4 in the appropriate box. It might be
easiest if you then choose the response that is least like what you would do. For this
you will write a 1 in the appropriate box. Now you have to choose a 3, one that is your
second most likely response, and 2, the response that is next to your least likely.
No ties are allowed; you cant use any number twice in any given situation, nor can
you leave a box blank. This is known as forced choice and is common in studies such
as this.
Once you have finished your 18 questions, you are to transfer your four responses to
a score sheet that is provided. Count up your score for each of the four columns.
Each column represents one team player style. The column for which you have the
highest score is your primary style. To see if this describes you, read the page that
describes your primary style: what you are apt to do and how other people see you.
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During team meetings, I usually:

Provide the team with technical data or information
Keep the team focused on our mission or goals
Make sure everyone is involved in the discussion
Raise questions about our goals or methods
In relating to the team leader, I:
Suggest that our work be goal-directed.
Try to help him/her build a positive team climate
Am willing to disagree with him/her when necessary
Offer advice based upon my area of expertise
Under stress I sometimes:
Overuse humor and other tension-reducing devices
Am too direct in communicating with other team members
Lose patience with the need to get everyone involved in discussions
Complain about lack of progress toward our goals
When conflicts arise on the team I usually:
Press for an honest discussion of the differences.
Provide reasons why one side or the other is correct
See the differences as a basis for a possible change in team direction
Try to break the tension with a supportive or humorous remark
Other team members usually see me as:
Factual
Flexible
Encouraging
Candid
At times I am:
Too results-oriented
Too laid back
Self-righteous
Short-sighted
When things go wrong on the team I usually:

Push for increased emphasis on listening, feedback and participation
Press for a candid discussion of our problems
Work hard to provide more and better information
Suggest that we re-visit our basic mission
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When necessary I am able to:

Question some aspect of the team's work
Push the team to set higher performance standards
Work outside my defined role or job area
Provide other team members with feedback on their behavior as a team member
Sometimes other team members see me as:
A perfectionist
Unwilling to re-assess the team's mission or goals
Not serious about getting the real job done
A nit-picker
I believe team problem-solving requires:
Co-operation by all team members
High-level listening skills
A willingness to ask tough questions
Good solid data
When a new team is forming I usually:
Try to meet and get to know other team members
Ask pointed questions about our goals and methods
Want to know what is expected of me
Seek clarity about our basic mission
At times I make other team members uncomfortable because they:
Are not able to be as assertive as I am
Dont live up to my standards of quality
Dont think about long-range issues
Dont care about how the team works together
I believe the role of the team leader is to:
Insure the efficient solution of business problems

Help the team establish long-range goals and short term objectives
Create a participatory decision-making climate
Bring out diverse ideas and challenge assumptions
I believe team decisions should be based on:
The team's mission and goals
A consensus of team members
An open and candid assessment of the issues
The weight of the evidence
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Sometimes I:
See team climate as an end in itself
Play devil's advocate far too long
Fail to see the importance of effective team process
Overemphasize strategic issues and minimize short term task accomplishments
People have often described me as:
Independent
Dependable
Imaginative
Participative
Most of the time I am:
Responsible and hard-working
Committed and flexible
Enthusiastic and humorous
Honest and authentic
In relating to other team members at times I get annoyed because they don't:
Re-visit team goals to check progress
See the importance of working well together
Object to team actions with which they disagree
Complete their team assignments on time
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Scoring
Transfer your answers for questions 1 through 18 to the appropriate box below.
Be careful when recording the numbers as the order of the letters change for each
question.
The totals for the four styles must equal 180.
Question
1
a
b
c
d
2
d
a
b
3
c
d
a
4
b
c
d
5
a
b
c
6
d
a
b
7
c
d
a
8
b
c
d
9
a
b
c
10
d
a
11
c
d
a
12
b
c
d
13
a
b
c
14
d
a
b
15
c
d
a
16
b
c
d
17
a
b
c
18
d
a
b
Totals
= 180
Contributor
Collaborator
Communicator
Challenger
The highest number designates your Primary Team Player Style. If your highest
numbers are the same or within three points of each other, consider them both as your
primary style. The lowest total indicates your Least Active Team Player Style.
Your primary team player style defines a set of behaviors that you use most often as a
member of a team. It does not mean that it is the only style that you use. All of us have
the capacity to use any one of the four styles. We simply use one style our primary
style more often.
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Glenn Parker Team Player Types

If you have one primary style:
Contributor - Task Oriented
The contributor is a task-oriented team member who enjoys providing the team with
good technical information and data. You do your homework, push the team to set high
performance standards, and use your resources wisely. Most people see you as
dependable although they believe at times you may become too bogged down in
details or data. The contributor does not see the big picture or the need for positive
team climate.
Check as many as apply to you.
Most of the time you:
But sometimes you:
Complete all team 'homework' in a timely and

Go into data overload with reports
efficient manner and detailed
that are too long
Freely share all of the information and

Push for unrealistic performance
materials you have
standards
Push the team to set high performance

Lose sight of the big picture - the
standards
goal or charter of the team
Provide technical training for team members

Lack patience with team climate
and serve as a mentor
and process issues
Can be depended upon to do what is asked

Become impatient with other team
of you
members who do not live up to your
standards
Usually people see you

However, occasionally you are:
as:
dependable
short-sighted
systematic
data-bound
proficient
perfectionist
efficient
narrow
practical
cautious
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Collaborator - Goal Oriented

The collaborator is a goal-directed member who sees the vision, mission or goal of the team as
paramount. You are flexible and open to new ideas, willing to pitch in and work outside your
defined role and are able to share the limelight with other team members. Most people see you
as a big picture person but they believe, at times, you may fail to periodically re-visit the
mission. The collaborator often does not give enough attention to the basic team tasks and
overlooks the individual needs of the other team members.
But sometimes you:
Help the team establish goals, objectives

Do not give attention to the basic team
and action plans
tasks
Pitch in to help out other members who

Fail to periodically re-visit or challenge
need help
the mission or goals
Are willing to work outside your defined role

Do not focus on the individual needs of
to help the team
team members
Are willing to share the limelight with other

Publicly complain about team failures
team members
Work hard to achieve team goals even if

Do not give sufficient attention to the
you don't agree with them
process by which goals are reached
Usually people describe you as:

forward-looking
too future oriented
cooperative
not task-focused
independent
unrealistic
flexible
unconcerned about group process
imaginative
s dreamer
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Communicator - Process Oriented

The communicator is a process oriented member who is an effective listener. You are a
facilitator of involvement, conflict resolution, consensus-building, feedback and the building
of an informal, relaxed climate. Most people see you as a positive people person but they
find that, at times, you may see process as an end in itself. The communicator does not
confront other team members or not give enough emphasis to completing task assignments
and making progress toward team goals.
But sometimes you:
Help the team relax and have fun by

See team process and climate as an end
joking, laughing, and discussing
in itself
personal interests
Step in to resolve process problems

Fail to challenge or contradict other team
(e.g. conflict, lack of involvement)
members
Listen attentively (while withholding

Do not recognize the importance of task
judgment) to all viewpoints
accomplishment
Recognize and praise other team

Overuse humour and other process
members for their efforts
techniques
Encourage all team members to

Do not give enough emphasis to longparticipate in team discussions and
range planning
decisions

as:
encouraging
impractical
enthusiastic
vague
supportive
manipulative
humorous
not sufficiently serious
relaxed
not bottom-line focused
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Challenger - Question Oriented

The challenger is the team member who questions the goals, methods and even the
ethics of the team. You are willing to disagree with the leader or higher authority and
encourage the team to take well conceived risks. Most people appreciate the value of
your candour and openness although, at times, you may not know when to back off an
issue. The challenger often becomes self-righteous and tries to push the team too far.

But sometimes you:
Are willing to disagree with the team

Do not know when to back off
leader
Candidly share your views about the

Push the team to unreasonable risks
work of the team
Challenge the team to take wellBecome rigid and inflexible

considered risks
Push the team to set high ethical

Paint yourself into a corner
standards for teamwork
Are willing to back off when your views

Are too direct in communicating with
are not accepted
other team members.

However, occasionally you
as:
are:
candid
rigid
honest
arrogant
principled
self-righteous
assertive
aggressive
ethical
unyielding
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If you have two primary styles:

Contributor and Collaborator
You are well focused on both the short and long-term aspects of the job. You will do
whatever it takes to complete the immediate task and reach the teams overall goals.
Such things as sharing your expertise, training, pitching in and working outside your
designated role comes naturally to you.
You focus on the strategic and tactical issues which mean that you may not give
sufficient attention to the internal dynamics of the team. You may be so focused on the
work that you may fail to raise important questions about the teams efforts.
Contributor and Communicator

Some may say this is the best of all possible combinations because you emphasize
both task and process getting the job done and how it gets done. You push the team
to do excellent work and you are able to facilitate a supportive work environment by
encouraging involvement, using your listening skills and resolving differences.
At times, however, you may lose sight of the big picture where your team is going.
You may be reluctant to criticize anything about the team for fear of disrupting the
positive climate.
Contributor and Challenger

You bring to the team an emphasis on delivering quality work and meeting deadlines
combined with an ability to question the teams tasks and process. You push the team
to set higher standards, live up to those standards and to periodically question both
the standard and the work produced. While you like to get things done, you are willing
to consider alternatives when legitimate questions are raised.
You may push the team to unrealistic standards, excessive analysis and fail to see the
need to move forward expeditiously toward the long-term goals. Extensive questioning
combined with a strong task focus may result in a lack of concern for internal team
climate.
Collaborator and Communicator

Some people may refer to you as a participative visionary because of your emphasis
on long-term goals combined with a need to get team members involved in the
development and implementation of the goals. Your willingness to pitch in and work
outside your defined role meshes nicely with the capability to help establish a
supportive and positive team climate.
At times you may not give sufficient attention to the immediate task or short-term
objectives of the team. You also may not be concerned with the need to create a
climate which welcomes critical comments about the teams goals and internal
dynamics.
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Collaborator and Challenger

You bring to the team a focus on the future and constant reminders to stay on track
coupled with a willingness to question the teams purpose, goals and methods. When
necessary, you can be the teams risk taker as you suggest that the team take a hard
look at some innovative and far-reaching ideas.
However, if you go too far or are confrontational you run the risk of being disruptive to
the teams dynamics. Your strong emphasis on the future and the big picture may
mean you become impatient with other team members who are concerned with the
teams near-term deliverables and the maintenance of a positive climate.
Communicator and Challenger

Your primary contributions are on the process side of the teams success. You insure
that the members work well together while you push the team to address important
questions about their strengths and weaknesses.
However, you run the risk of seeing process as an end in itself. You need to keep in
mind that the team must set long-term goals and work hard to deliver high quality
products and services that satisfy current customer needs.
If you have three primary styles
Look at the strengths of each of these styles and recognize that you use each of them
with about equal frequency. You have the flexibility to use many behaviors as required
by the needs of your team. However, you may want to look at the one piece of the
puzzle which is missing.
If your least active style is Contributor, ask yourself if you are sufficiently task-oriented.
If your least active style is Collaborator, are you sufficiently focused on the long-term
aspects of the teams work?
If your least active style is Communicator, are you adequately concerned about
developing and maintaining a positive team climate?
If your least active style is Challenger, do you see yourself as willing to candidly
question the teams mission, goals, work quality, internal climate and other important
factors?
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If your results show a uniform pattern

If your scores on all four styles are within three points of each other you have the
capacity to easily use the strengths of all four styles. Since you are not strongly
committed to one style you have the flexibility to provide the team with what is needed
at the appropriate time. You should also have the ability to easily relate to other team
members.
However, your impact as a team player may be diffused because you have no strong
preference for one type. Other team members may find you hard to read and
understand because you lack a dominant style.
Increasing your Effectiveness as a Team Player
Here are some tips for making use of the information you have learned about yourself
through completing the Team Player Survey.
Affirm your strengths. Acknowledge that youre O.K. Look for ways to add to your
strengths. Be the best Contributor, Collaborator, Communicator, or Challenger.
Look for teams and organizations where your strengths are appreciated; avoid those
situations where they are not valued. For example, Challengers should avoid
conservative, risk-adverse environments.
Extend your repertoire by incorporating more of the strengths of other styles. For
example, if your least active style is Communicator, develop a plan to increase your
skills as a group facilitator.
Develop your ability to analyze your team. When you observe the need for a particular
strength (i.e. to challenge complacency) provides an appropriate intervention and/or
encourage others to do the same.
Be aware of your tendencies to become an ineffective team player to use your
strengths to excess. If possible, work with a colleague or use feedback from the Team
Player Survey provided by colleagues to identify your potential excesses, when they
are likely to appear and what you can do, perhaps with the help of others, to minimize
the tendencies.
If you ask colleagues to complete the styles for you, the results may be recorded here.
Your strengths as a team player
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Things that decrease your effectiveness as a team player
Ways you can improve as a team player
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16: The Trust/Relationship Model
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How can we use this model to help our team grow?
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17: Team Shaping Factors

The Four Factors
There are four factors that interact to shape a teams performance. These factors are:
Problems related to internal relationships
Problems related to team focus
Problems related to change and adaptability
Problems related to external relationships
Effective problem-solving involves a three-way process of:
Exploration
Analysis
Evaluation
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Case Study
Background
At the June 12 staff meeting of the Information Technology (IT) division, Division
Director Smita Shah expressed great concern about the recently released results of
the Corporate Customer Attitude Survey which is as follows:
Customer Attitude Survey Results, Information Systems Division

Question
Favorable
Unfavorable
Neutral
When a customer has a problem, this unit

16%
56%
28%
shows a sincere interest in solving it.
Employees in this unit are consistently

21%
58%
21%
courteous in dealing with customers.
Employees in this unit try to understand

24%
59%
17%
the real needs of their customers.
Employees in this unit provide prompt

13%
64%
23%
service.
Employees in this unit work together to

20%
65%
15%
service customer needs.
The survey measures the attitudes of both internal and external customers. In
particular, Smita pointed to the low level of satisfaction among users with the way they
are treated by the IT staff. Smita was especially upset because the percentage of
favorable responses among division users was much less than overall company
results, and lower than other divisions reporting to the same vice president.
Several managers in the meeting told Smita not to worry because most of the
dissatisfaction probably comes from the employees in the marketing area. Although
data are not available for specific work groups, these managers feel that the new
system deployed earlier this year stirred up this discontent. In fact, one of the
managers says, If the marketing groups data was separated out, the overall results
would be much different.
Smita is not impressed. I want those numbers up next year, she declares. As a result,
she appoints a Quality Action Team (QAT) to investigate the customer service problem
in the division. Subsequently, she names Meenal Singh as chairperson of the team
Meenal is a surprise choice to head the QAT. She is a marketing specialist with about
two years with the company. Meenal came over from one of our competitors, Crocker
and Ramble. In that time she has impressed everyone with her technical expertise and
willingness to work hard and long to meet project deadlines. Marketing is one of ITs
principal users.
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Meenal is, by all accounts, a real mover and shaker. Nevertheless, she is not a people
person and more than once she has become impatient in meetings with developers.
Other members of the QAT include:
Ravi Sharma, Personnel Specialist, 35 yrs, B.A., Organizational Behavior, TISS
College. Ravi is an experienced group facilitator. He is a facilitator-trainer for other
teams in the organization. However, Ravi is unhappy because he feels he should have
chaired the QAT.
Kedar Nair, Senior Systems Analyst, 47 yrs, B.E., Electrical Engineering, Pune
University. Kedar came up through the ranks and is considered a solid, dependable
person.
Abhishek Pandey, Programmer II, 29 yrs, NIIT 1 year Diploma in Computer Science.
Abhishek is a hard worker and is well respected by the users for his no-nonsense
approach to the job.
Rahul Kadam, Director of Business Planning, 28 yrs, B.A., Economics, Mumbai
University, M.B.A.., Manipal University. Rahul is known to be a fast tracker in the
company. Joining the organization after he got out of school, Rahul is considered an
expert in strategic planning and as a result, likes to look at the long-term aspects and
big picture of any project.
A few days later Smita meets with Meenal to tell her about the Quality Action Team, her
role as chairperson, and the names of the other team members. She explains that the QAT
has an important charge because she is very unhappy with the results.
Frankly, she says, Im just plain embarrassed.

When Meenal asks what type of programs she wants, Smita replies, Oh, thats up to
you and the team. Youre empowered. I just want to see results and I want to see
something by August 4.
Smita does agree to send a memo to the other members informing them of their
appointment to the QAT and to expect to hear from Meenal soon.
Shortly thereafter Meenal sends a memo to the QAT announcing the first meeting of
the team. In the memo she asks people to begin thinking about customer service
problems and some ways of attacking those problems for discussion at the meeting.
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The First Meeting of the Quality Action Team

The opening of the meeting was somewhat awkward and slow. While some members
of the team knew each other, several others had never met before. None of the team
members had ever worked together. Abhishek Pandey was uncomfortable around all
these educated types. Similarly, Kedar Nair wondered what he was doing on the
committee with all these educated types.
Meenal started the meeting by suggesting that they present their ideas on customer
service. She turned first to Ravi. Ravi said he believed the real need is for
programmers to have the interpersonal skills to interact effectively with users.
Therefore, he recommends a training program for division employees on listening,
empathy, and other communication skills.
Kedar Nair then gave a long, philosophical presentation on how education on systems
development is the personal responsibility of each employee. This is the age of
technology, he says. He resents the time wasted in these long meetings with users.
Kedar believes what users need is a resource booklet informing them of the systems
development process. At one point, Kedar pulls out a booklet produced by the
company where his wife works.
Rahul says the division needs to develop a strategy that incorporates specific user
needs with the overall corporate strategy for the future. He believes the QAT should
prepare a plan that will link external business strategy, internal customer needs, and IT
resources.
Somewhat reluctantly, Abhishek Pandey says, We really dont know what the users
want from uswe just know theyre unhappy. So, I suggest that we conduct a survey
to find what they really want from IT.
There is little discussion of each idea. However, body language seems to indicate
disagreement by other members as each idea is presented.
Meenal asks for ideas on what to do next. Rahul suggests that each person gather
information on their idea and report back in a month. In the meantime, each person
will stay in touch with Meenal. There is some nodding in agreement and the meeting
adjourns.
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The Second Meeting of the QAT

Set for 9 a.m., the meeting doesnt really get underway until 9:20 when the last person
arrives. Meenal reviews the agenda which calls for reports by each person.
Ravi begins by presenting, in great detail, a customer service workshop for systems
designers. He uses an overhead projector, a flip chart, and handouts to describe a
program that would provide training in brainstorming, goal-setting, action planning,
and a heavy dose of interpersonal skills. Before he can finish, Don interrupts to say,
Training is a waste of time. Besides, developers are already overworked with
irrelevant responsibilities.
Abhishek disagrees. He says the training looks good and that other people could
benefit from the skills.
Meenal also likes it but asks, Ravi, how does this differ from the program already
being offered by corporate human resources? Ravi says he will check into the
corporate program. He also shoots a sharp look at Kedar and says, My program will
do more good than another publication that no one will read.
Meenal cuts off the exchange and asks Kedar to give his report. Kedars report is
brief. He distributes copies of the employee booklet from his wifes company and says,
This is what I had in mind.
As people are flipping through the pages, Rahul says that he thinks the booklet is
good and will provide users with helpful information.
Somewhat hesitantly, Abhishek says, The booklet looks good, but frankly, users are
just not going to read it. Some of them will see it as more IT propaganda while others
just do not read anything.
Kedar immediately reacts strongly and says, Well never know unless we try it, right?
Abhishek says we can save a great deal of time and expense if we ask users what
they want from IT and how they want to work with developers. He distributes a onepage survey form. Ravi responds, Im sorry Abhishek, but our people have been
surveyed to death. They want answers, not more questions.
Kedar agrees. Meenal goes on to point out that Smita will probably not react well to a
QAT recommendation for another survey as a response to a problem caused by a
previous survey.
Meenal then says, All this bickering is not getting us anywhere. Despite her pleas for
calm discussion, the meeting continues to include a great deal of disagreement.
Finally, the meeting concludes with Meenal saying she will report to Smita on the
recommendations to conduct customer service training and publish a user information
booklet.
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Discussion Questions
What are the critical team issues facing this team?
What are the positives in this situation? For example: what are the teams strengths?
What other potentially effective things have been done (by Smita, Meenal, and the
team)?
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What are the negatives in this situation?
What things have been done by Smita, Meenal, and the team that have been (or are
potentially) counterproductive?
What steps should Meenal have taken prior to the first meeting? After the first
meeting?
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As a team building consultant, what would you advise Meenal to do right now (at the
end of the second meeting)?
If Smita had come to you prior to establishing the QAT and asked your advice, what
would you have proposed?
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18: Problem Identification
Dictation One
Dictation Two
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19: Exploration
Ideas for developing the interior of the house (part one)
Ideas for developing the interior of the house (part two)
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Keys to Exploration
Encourage your team to come up with the broadest possible range of creative
solutions to the current problem.
Encourage building on one anothers ideas.
Avoid the concept of team leader as hero, or team members will rely too heavily on
you to come up with all the creative solutions.
Try not to rephrase team ideas or censor them in any way. If you are unclear about
what they mean, ask them for clarification.
Suggest to the group you want multiple options, just not the single best solution to a
problem.
Depersonalize ideas. Post them all so they become the common property of the team.
When the ideas are reviewed, team members are less apt to take criticism personally.
Encourage input from outside your team.
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20: Analysis
Many teams fail to utilize this phase of problem-solving. They dont stop to consider
alternative approaches to analyzing and reviewing a problem. Some ways to get your
group to pause and reflect include:
Review all the potential solutions to make sure they are understood.
Generate a list of pros and cons for each option.
Compile a list of questions the team would use to review each option.
Encourage team members to identify one benefit and one drawback to each solution
before discarding or selecting it.
Set a time limit so the team doesnt get bogged down in the process.
Pairs Exercise
Rural
Urban
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21: Evaluation
In this phase the team evaluates the solutions they have generated. Encourage the
team to discuss the relative merits of each solution before attempting to rate them.
Suggestions for this process include:
Most solutions must meet a number of criteria in order to be deemed effective.
List the criteria and discuss them before evaluating solutions. These can include cost, time
required for completion, ease of implementation, support of senior management, impact on
other groups such as customers or suppliers.
Sometimes team members can become attached to their own solution. The multivoting technique is one way to encourage a more balanced approach.
Some easy ways to evaluate ideas include:
Sort solutions by category.
Identify the advantages and disadvantages to each solution.
Identify what you like about each idea and what you dont like.
Number your ideas in order, from the one that seems the most feasible to the one that
seems the least feasible. This is useful for small problems.
You can also use a criteria checkerboard. Our criteria are listed across the top and the
options are listed down the side. You can then rank each option based on various
criteria. This is a great option for thorough evaluation.
Is this doDo I like it as a

Is it affordable?
able?
solution?
Have marketing team come up

Yes
Yes
Unsure
with new product
Fire CEO and CIO; promote self

No
No
Yes
Double size of factory to make

Unsure
Yes
Unsure
more product
Close factory
No
No
Yes
Switch to paperless system

Yes
Yes
Yes
Hire Mickey Mouse to promote

Unsure
Yes
Unsure
product
Create new TV commercials

Yes
Yes
Unsure
Develop liaison with Natty

Unsure
Yes
Unsure
Nails
We can now easily see which solutions are possible, which are out of the question,
and which ones need more investigation.
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22: Other Problem-Solving Techniques

Another tool for solving problems is the reframing technique. This involves redefining a
problem by placing it within a completely different context. Quite often our perception
of a problem dictates the types of solutions we come up with for resolving the issue.
The following steps can help you apply the reframing method to your own team
problems:
Begin by writing a brief statement of your problem on a flip chart.
Next, challenge team members to come up with two or three different ways of
rethinking and reworking this statement. For example, if your teams problem is, How
can we meet together more often to manage team projects? you could suggest that
another way of looking at the problem is, How can we each provide input on our plans
despite different schedules and locations?
Discuss the different lines of inquiry presented by the reframed statements. Perhaps
instead of scheduling meetings everyone can attend, we can purchase Groupware
software, so team members can provide their input no matter where they are.
Another version of this technique involves dividing your team up into two or three subteams. Assign each team to brainstorm potential solutions to different definitions of the
problem. Later, bring them together to compare their lists of solutions.
The Problem-Solving Toolkit

There are some techniques we can use to help us at every stage of the problemsolving process.
The Lasso
Can we use a lasso technique to tighten up our definition of the real problem? When
would a lasso be useful?
How can we improve communication in our group? Lets tighten up that word
communication. What do we mean by it?
How can we get our work done more efficiently? What do we mean by efficiently?
Is/Is Not
The Is/Is Not technique lets us eliminate assumptions and emphasize facts. For
example, someone says, The telephone system isnt working. You might ask them to
list what isnt working and list what is working. Perhaps all functions are affected, or
perhaps only incoming calls have been affected.
Graphics
A diagram allows us to see things visually. For example, think of the Kohlbergs six
stages that we looked at yesterday. These can be depicted visually as well as verbally.
For some, the diagram was more beneficial than the discussion. For some, one type of
categorizing is better than another type of categorizing.
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Basic Questions
Who, what, where, when, why, how?
Break it Up
Breaking a problem down into mini-problems or sub-problems lets you eat the
elephant one bite at a time. For example, lets say you are having problems with your
garden. If we break this problem down into separate problems, you can deal with
slugs, acid soil, and no rain. Then we can deal with each issue separately.
Force Field Analysis
Force field analysis will examine restraining forces (forces that discourage the
problem) vs. sustaining forces (forces that encourage a problem). Take an example
like John arriving late for work.
What are the restraining forces?
Boss is angry
Hes behind with his work
Parking spots all gone
What are the sustaining forces?
Gets to sleep an extra 15 minutes
Takes the kids to the babysitter
Misses traffic on way to work
How can we weaken the sustaining forces and strengthen or shore up some of the
restraining forces?
Generalize/Exemplify
This allows us to move from the general to the specific or vice versa to make certain
we are seeing the situation from all sides.
Expert
Avoid rumors and dont reinvent the wheel. Ask, Who can we invite in to talk about
this? or Who has dealt with this before?
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23: Interventions
Problems and Solutions

Problem 1
A team member makes a comment or asks a question that is off the subject. How to
Prevent It
How to Handle It
Problem 2
A side conversation takes place between two team members.
How to Prevent It
How to Handle It
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Problem 3
Team members are distracted.
How to Prevent It
How to Handle It
Problem 4
Two or more team members argue with each other.
How to Prevent It
How to Handle It
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Problem 5
One or two team member dominate the meeting.
How to Prevent It
How to Handle It
Problem 6
Team members get nervous and are anxious to leave.
How to Prevent It
How to Handle It
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Problem 7
The team members refuse to participate.
How to Prevent It
How to Handle It
Problem 8
The leader gets off the subject.
How to Prevent It
How to Handle It
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Case Study
A Hidden Agenda
Look, youve had more than enough time, exclaimed Mohini, the director of planning,
to Raj, the manager of production control. I put you in charge of this committee so
you could get everyones ideas and generate some intelligent solutions.
I wasnt able to get past the first point on the agenda, replied Raj. I tried, but it felt
like I was on a treadmill. I just couldnt get the staff to come to any decisions. Mohan
kept telling the group our ideas would never fly. He said hes tried them all before. Bani
put down every suggestion I made, and seemed to enjoy making me look like a fool.
Sandeep just sat there like a dummy and never said anything at all. I can certainly see
why hes been passed over for a promotion. And I know Atul is a bright enough guy,
but he only talked about the baseball game last night.
Raj sighed and continued, It was a rough afternoon, Mohini. Everyone seemed to be
working at odds with each other.
People often use meetings such as Rajs to satisfy their own needs at the expense of
others.
An awareness of the hidden agendas and needs people bring to a meeting can help
the group leader understand the groups dynamics and better direct the meeting. What
might you suggest to Raj as a way he could get different results from his meeting?
What might you suggest to Raj as a way he could get different results from his
meeting?
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24: Resolving Conflict

Ways to Resolve Conflict
The easiest way to deal with difficult people is to stay as far away from them as
possible. This is great advice, but it's not always an option. In fact, if you avoid dealing
with a touchy problem, it's not going to go away. In all probability, avoiding it will just
make the problem worse.
Most of us dislike conflict. We want everything to go smoothly at work, and we want
everyone to like one another and to like us. But is that a realistic scenario? Most of the
time, it isn't.
And indeed, conflict can be a very positive thing for you and your workgroup. Why? If
you try to ignore all conflict, and keep the anger and frustration tamped down, it can
smolder underground, until all of a sudden, it blazes up out of control. This creates a
problem that never needed to happen in the first place.
A manager who avoids conflict sets a workgroup or an organization on a calamitous
course. For example, maybe you have an employee who is constantly late for work,
but you let the situation ride without dealing with it. Not only will you reinforce bad
work habits, but you will lose the respect of those who see you not dealing with the
conflict.
On the other hand, you can't go around confronting everyone and everything. If you
read the riot act to an employee who is late for work for the first time, you won't earn
respect. You will be seen as a tyrant. This leads to the questions: when do you ignore
and when do you confront?
Here are some guidelines that might help you. You should consider confronting
employees when:
An employee's performance impedes your organization's goals or slows down
production.
You determine an employees actions will impede your own success. Ask yourself:
Can I afford to ignore this?
Other employees ask you to intercede. Internal bickering can cause low morale.
The people involved ask you to intercede because they are unable to resolve their
differences themselves. You also have to stop and ask yourself if you are doing
anything that contributes to this problem.
Even members of the most exceptional team will occasionally find themselves locked in
conflict. Sometimes you, as team leader, are reluctant to ask for your teams help in
resolving conflicts because you feel that the burden for conflict resolution rests entirely on
your shoulders. This is not only inaccurate; it can also be detrimental to you and your
group in a number of ways. Team leaders who appoint themselves sole arbitrators and
harmonizers for their teams are headed for disaster.
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Resolving Internal Conflict

When a team is in internal conflict, what can you do?
Remove all masks.

Sincerity is the ideal mindset for conflict resolution. If we cannot achieve sincerity, at
least aim for authenticity. Being authentic means not hiding behind masks, but
showing up as yourself.
Identify the real problem.
Often the real problem lurks somewhere behind or underneath the apparent problem.
Conflict will not be resolved until the process can address the true problem.
Give up a must-win attitude.

When players compete too hard all the time, a good deal of life passes them by. They
go to the wall to defend a position and will go down screaming, taking as many people
with them as possible. Conflicts are not won; they are resolved.
Develop several possible solutions.
In reality, most situations can go in a variety of directions. It may be up to you to create
the choices.
Evaluate options and select a solution.
Choose the best workable choice from the possibilities you have gathered. The goal is
to choose the possibility that will hold the most for both you and the other party.
Communicate in a manner certain to be received.
A great idea goes nowhere if you dont communicate it to others. Only when someone
feels you have heard their message are they ready to listen to yours, so listen actively.
Communication that is full of anger, lacks clarity, and has no commitment behind it, will
not bring about action.
Acknowledge and preserve the value in the relationship.
Resolving conflict is about preserving relationships. If that were not so, people would
not try to resolve their conflicts. Disputes would just fester and eventually destroy the
relationship.
To provide a temporary time-out for individuals who feel they are locked in conflict, ask
questions such as these:
How do you think we are doing?
Are we making progress on this issue?
Do you feel your views are being heard?

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Preventing Internal Conflict

To prevent internal conflict, keep in mind what Dale Carnegie said:
Talk about what the other person is interested in.
Be genuinely interested in people.
Tell them to ask WIIFM (Whats In It For Me?).
Make them feel important.
See things from the other persons point of view.
Smile!
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25: SWOT Analysis

The Meaning of SWOT
SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. SWOT
Analysis is used for understanding your Strengths and Weaknesses and for looking at
the Opportunities and Threats you face. In a business sense, it can help you carve out
your niche in the market and can help your business grow in the right way. In a team
sense, it is used for identifying a teams strengths and weaknesses, and for areas of
growth and potential problems that lie ahead. It can even be used in a personal sense
to develop your career.
It is a good idea to perform a SWOT analysis of your team at pre-defined points in
time. These points depend on the type of team and how often it meets. For example, a
team responsible for publishing a daily company newsletter may want to do a SWOT
analysis as often as every two weeks. If the team was responsible for publishing a
quarterly newsletter, however, the analysis would probably only be necessary once or
twice a year.
As well, a SWOT analysis of the company can also help direct the team and make it
more productive. For example, if the newsletter team knows that the company has a
great opportunity to extend its market into Canada, it may discuss ways that the team
can help the company achieve this goal.
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Case Study
Hansen and Hansen Case Study
Background

Question
Favorable
Unfavorable
Neutral

16%
56%
28%

21%
58%
21%

24%
59%
17%

13%
64%
23%
service.

20%
65%
15%
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two years with the company. Meenal came over from one of our competitors, High
performance Private LTD. In that time she has impressed everyone with her technical
expertise and willingness to work hard and long to meet project deadlines. Marketing
is one of ITs principal users.
person and more than once she has become impatient in meetings with ES
developers.
Ravi Sharma, 35, B.A., Organizational Behavior, TISS College. Ravi is an experienced
group facilitator. He is a facilitator-trainer for other teams in the organization. However,
Ravi is unhappy because he feels he should have chaired the QAT.
Kedar Nair, 47, B.E., Electrical Engineering, Pune University. Kedar came up through
the ranks and is considered a solid, dependable person.
Abhishek Pandey, 29, NIIT 1 year Diploma in Computer Science. Abhishek is a hard
worker and is well respected by the users for his no-nonsense approach to the job.
Rahul Kadam, 28, B.A., Economics, Mumbai University, M.B.A.., Manipal University.
Rahul is known to be a fast tracker in the company. Joining the organization after he
got out of school, Rahul is considered an expert in strategic planning and as a result,
likes to look at the long-term aspects and big picture of any project.

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SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
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26: Developing Team Action Plans

Planning Tools
After working with your team to identify a tentative solution, you must construct a
doable action plan together. A concise, unambiguous plan that is fully supported by
your team will help you avoid disappointing outcomes. A good action plan should cover
the following topics:
What is doable? How much improvement activity can we manage over the next few
weeks?
Whats fair? How can we ensure that everyone on the team is an equal partner in our
improvement project?
Where do we need help? For what areas will we need the help of other work groups or
managers or external resources? How will we go about getting the help we need?
What could go wrong? What obstacles are we likely to face and how can we prevent
or work through them?
Making Your Team Improvement Plan
There are five steps to constructing a Team Improvement Plan:
Identify the required actions
Agree on desired outcomes
Ask for or assign responsibility for specific areas
Construct an action-planning chart
Perform troubleshooting
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SMART
Goals should be SMART.
S-SPECIFIC
When we make our goals too general we arent able to visualize them, and if we cant
see them, we have a hard time devoting our efforts toward reaching them. We are
more apt to do a good job of redecorating the bathroom if we have a picture in our
mind of how it will look when its done.
M-MEASURABLE
If we cant measure a goal, we have no idea how close we are getting to reaching it,
and that can be de-motivating. For example, you have decided you will save some
money from every paycheck in order to take a vacation this summer. But if you dont
set a specific amount each pay, and you dont have an amount you want to reach, you
are less apt to put the money away.
A-ATTAINABLE
We sometimes think that we should set high targets or goals for ourselves, in order to
grow and stretch. Well, we do want to grow and stretch, but if we set goals that arent
doable, we soon get discouraged and we stop trying. The really high achievers in the
world know this. They set goals that they know they can reach, with a little stretching,
and when they get there, they set another goal they know they can reach. They climb
the mountain one foot at a time.
R-RELEVANT
Goals have to make sense, and have some importance, or they will soon be
discarded. Set goals that make sense to you. (Another word that is often used for the
R in this acronym is Realistic.)
T-TIMED
Put a deadline on your goals. Deadlines are great for getting things done.
You will also want to make sure that your goals have the three Ps. Personal: There
has to be a buy-in.
Positive: You won't want to work towards if it isn't.
Put in writing: Remember and can refer back to for all of the above.
Make them Personal.
You set goals because you want to reach them, not because your boss or your spouse
wants you to. Similarly, when you are helping your employees set goals, they must be
goals that your employees want, not the goals you want for them. Without buy-in, you
are wasting your time.
Make them Positive.
We can create some negative energy by saying what we arent going to do, but the
effect is more sustainable when we say what we will do.
Goals arent just about work. You are a whole person with many more sides to you
than just your skill as a supervisor for your organization. While you are thinking about
setting goals, lets think about areas in which you want to set goals.
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Setting a goal isnt enough though. The next step is deciding how we can achieve that
goal. Do any of you have a goal you are willing to share? If nobody is willing to share a
goal and the strategy they will use to get there, you might use common goals (such as
losing weight or saving Rs.1000 for an escape weekend) and get the group to suggest
strategies that will get you there.
According to Brian Tracy, a Canadian who is doing very well as a motivational speaker
and trainer, most people do not have goals. So if you do have goals, you are one step
ahead of the pack. And if you have a strategy for reaching your goals, you are two
steps ahead of the pack. Now the final thing I would suggest to keep you out there is
to put these goals where you will see them often, to remind you of what you want to
achieve.
Put these goals or targets in writing.
So everyone will remember them all the time and work towards them.
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Intention vs. Actions

A frequent problem with teams is that they have wonderful intentions that are rarely
translated into actions. To prevent this, use action statements instead of intention
statements. Here are some examples.
Team Improvement Area
Intention
Action
We seem to lack
Well pay more attention
During the next six weeks,
foresight. Team members
to our planning.
each project leader will
are too often taken by
create a troubleshooting
surprise with performance
checklist detailing potential
problems, such as errors
obstacles and indicating
or project delays.
appropriate preventive
actions.
Communication
Well schedule more
During the next three
breakdowns are occurring
meetings.
weeks, Theresa will
within the team.
schedule two
videoconferences. The
meetings will take place
after 1pm Eastern time to
allow for the time
difference on the West
Coast.
Were experiencing a lack

During the next few
By the 15th of this month,
of direction. There is
weeks, well discuss each
our team will meet to draft
some confusion within our
team members view of
a vision statement. Prior to
team regarding our
our team vision.
this meeting, each team
objectives and direction
member will compile a list
over the next few years.
of projected changes in
our customer base, service
output, and organizational
charter for the next two
years.
Were receiving an
Well ask our internal
On the 23rd of this month,
increasing number of
customers for feedback
Jim and Lisa will conduct a
complaints from our
on our performance.
focus group with
internal customers.
representatives from our
engineering department to
identify service areas in
which our performance is
less than satisfactory.
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Action Planning Chart

Here is a chart that can be used to plan out your teams actions to make sure its
intentions are fulfilled.
Action to be
Team
Date this
Date this
Date for team
taken
member(s)
action will
action will be
review
responsible
begin
completed
for action
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Action Planning Exercise

Background

Question
Favorable
Unfavorable
Neutral

16%
56%
28%

21%
58%
21%

24%
59%
17%

13%
64%
23%
service.

20%
65%
15%
two years with the company. Meenal came over from one of our competitors, Crocker
and Ramble. In that time she has impressed everyone with her technical expertise and
willingness to work hard and long to meet project deadlines. Marketing is one of ITs
principal users.
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person and more than once she has become impatient in meetings with ES
developers.
Ravi Sharma, Personnel Specialist, 35 yrs, B.A., Organizational Behavior, TISS
College. Ravi is an experienced group facilitator. He is a facilitator-trainer for other
teams in the organization. However, Ravi is unhappy because he feels he should have
chaired the QAT.
Kedar Nair, Senior Systems Analyst, 47 yrs, B.E., Electrical Engineering, Pune
University. Kedar came up through the ranks and is considered a solid, dependable
person.
Abhishek Pandey, Programmer II, 29 yrs, Bachelors in Computer Science, Community
College. Abhishek is a hard worker and is well respected by the users for his nononsense approach to the job. He is a knowledgeable techie and is considered an
excellent motivator and mentor of other people.
Rahul Kadam, Director of Business Planning, 28 yrs, B.A., Economics, Mumbai
University, M.B.A.., Manipal University. Rahul is known to be a fast tracker in the
company. Joining the organization after he got out of school, Rahul is considered an
expert in strategic planning and as a result, likes to look at the long-term aspects and
big picture of any project.

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The First Meeting of the QAT

The opening of the meeting was somewhat awkward and slow. While some members
of the team knew each other, several others had never met before. None of the team
members had ever worked together. Abhishek Pandey was uncomfortable around all
these educated types. Similarly, Kedar Nair wondered what he was doing on the
committee with all these educated types.
Meenal started the meeting by suggesting that they present their ideas on customer
service. She turned first to Ravi. Ravi said he believed the real need is for
programmers to have the interpersonal skills to interact effectively with users.
Therefore, he recommends a training program for division employees on listening,
empathy, and other communication skills.
Kedar Nair then gave a long, philosophical presentation on how education on systems
development is the personal responsibility of each employee. This is the age of
technology, he says. He resents the time wasted in these long meetings with users.
Kedar believes what users need is a resource booklet informing them of the systems
development process. At one point, Kedar pulls out a booklet produced by the
company where his wife works.
Rahul says the division needs to develop a strategy that incorporates specific user
needs with the overall corporate strategy for the future. He believes the QAT should
prepare a plan that will link external business strategy, internal customer needs, and IT
resources.
Somewhat reluctantly, Abhishek Pandey says, We really dont know what the users
want from uswe just know theyre unhappy. So, I suggest that we conduct a survey
to find what they really want from IT.
There is little discussion of each idea. However, body language seems to indicate
disagreement by other members as each idea is presented.
Meenal asks for ideas on what to do next. Rahul suggests that each person gather
information on their idea and report back in a month. In the meantime, each person
will stay in touch with Meenal. There is some nodding in agreement and the meeting
adjourns.
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The Second Meeting of the QAT

Set for 9 a.m., the meeting doesnt really get underway until 9:20 when the last person
arrives. Meenal reviews the agenda which calls for reports by each person.
Ravi begins by presenting, in great detail, a customer service workshop for systems
designers. He uses an overhead projector, a flip chart, and handouts to describe a
program that would provide training in brainstorming, goal-setting, action planning,
and a heavy dose of interpersonal skills. Before he can finish, Don interrupts to say,
Training is a waste of time. Besides, developers are already overworked with
irrelevant responsibilities.
Abhishek disagrees. He says the training looks good and that other people could
benefit from the skills.
Meenal also likes it but asks, Ravi, how does this differ from the program already
being offered by corporate human resources? Ravi says he will check into the
corporate program. He also shoots a sharp look at Kedar and says, My program will
do more good than another publication that no one will read.
Meenal cuts off the exchange and asks Kedar to give his report. Kedars report is
brief. He distributes copies of the employee booklet from his wifes company and says,
This is what I had in mind.
As people are flipping through the pages, Rahul says that he thinks the booklet is
good and will provide users with helpful information.
Somewhat hesitantly, Abhishek says, The booklet looks good, but frankly, users are
just not going to read it. Some of them will see it as more IT propaganda while others
just do not read anything.
Kedar immediately reacts strongly and says, Well never know unless we try it, right?
Abhishek says we can save a great deal of time and expense if we ask users what
they want from IT and how they want to work with developers. He distributes a onepage survey form. Ravi responds, Im sorry Abhishek, but our people have been
surveyed to death. They want answers, not more questions.
Kedar agrees. Meenal goes on to point out that Smita will probably not react well to a
QAT recommendation for another survey as a response to a problem caused by a
previous survey.
Meenal then says, All this bickering is not getting us anywhere. Despite her pleas for
calm discussion, the meeting continues to include a great deal of disagreement.
Finally, the meeting concludes with Meenal saying she will report to Smita on the
recommendations to conduct customer service training and publish a user information
booklet.
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Action Plan
Action to be
Team
Date this
Date this
Date for team
taken
member(s)
action will
action will be
review
responsible
begin
completed
for action
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Developing Individual Action Plans
I know where Im starting from. I know I am already good at these things, and I can do them
more often:
I can learn this, I am learning this, and I am doing what I can at this stage as well. I have
already learned:
I will start with small steps, especially in areas that are difficult for me. My short term goals for
improvement are:
I promise to congratulate and reward myself every time I do something, no matter how small,
to maintain and improve my skills. My rewards will be:
Im setting myself up for success by choosing long-range goals to work for gradually. My longterm goals for success are as follows:
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Recommended Reading List

Barner, Robert W. Team Troubleshooter. Davies-Black Publishing, 2001. Bendaly,
Leslie. Strength in Numbers. McGraw-Hill, 1997.
Bennis, Warren. On Becoming A Leader. Perseus Publishing, 2003.
Bennis, Warren, and Burt Nanus. Leaders: Strategies for Taking Charge. Collins,
2007.
Blanchard, Ken, and Sheldon Bowles. High Five! The Magic of Working Together.
William Morrow, 2000.
Book, Howard, and Stephen Stein. The EQ Edge. Wiley, 2006. Bothwell, Lin. The Art of
Leadership. Prentice Hall, 1983.
Byham, William C., Richard S. Wellins, and Jeanne M. Wilson. Empowered Teams.
Jossey-Bass, 2003.
Carnegie, Dale. How to Win Friends and Influence People. Pocket Books, 1998
(Reprint).
Caroselli, Marlene. Leadership Skills for Managers. McGraw-Hill, 2000. Cava,
Roberta. Difficult People. Key Porter Books, 1992.
Covey, Stephen. The Seven Habits of Highly Effective People. Free Press, 2004.
DeBono, Edward. The Six Thinking Hats. Penguin Books, 2000.
Fisher, Kimball. Leading Self-Directed Work Teams. McGraw-Hill, 1999.
Guffey, Mary Ellen. Essentials of Business Communication . South-Western College
Pub, 2006.
Hamilton, Cheryl, and Cordell Parker. Communicating for Results. Wadsworth
Publishing, 2007.
Harrington-MacKin, Deborah. The Team Building Tool Kit. AMACOM, 1994. Huszczo,
Gregory. Tools for Team Excellence. Davies- Black Publishing, 1996. Manz, Charles.
Superleadership. Berkley Trade, 1990.
Parker, Glenn M. Team Players and Teamwork. Jossey-Bass, 1996.
Portnoy, Robert. Leadership: 4 Competencies for Success. Prentice Hall, 1998.
Templar, Richard. The Rules of Work. Pearson Education, 2003.
Tjosvold, Dean. Teamwork for Customers. Jossey-Bass, 1993.
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Team Building

Developing High Performance Teams

6: The Four Stages of Team Development

10: Civilized Disagreements and Consensus 20

12: Clear Roles and Assignments

13: Shared Leadership 24

18: Problem Identification

24: Resolving Conflict 62

26: Developing Team Action Plans

What are the advantages?

What are the disadvantages?

Often we see employees looking to themselves and networks of co-workers, rather

Can you think of any examples from your own experience?

Electronic networks are replacing office buildings as the centre of business

Can you see other shifts within your organization?

The Team Spirit Model

The Cutting Edge Model

The Task Force Model

The Cyber Team

Who comes together

Identify the norms which you follow while working in a team.

6: The Four Stages of Team Development

Gather information and be supportive.

What you can do to help:

Set and reset goals and priorities.

Analyze or allocate the way work is being performed, according to team

Examine the way the team is working.

Informality and Participation

Paraphrasing is a fundamental listening skill.

hear how his/her ideas are being heard by

speakers statement is many sentences

long, summarize it.

something like, Did I get it? Verbally or

non-verbally, s/he will indicate whether or

not s/he feels understood. If not, keep

asking for clarification until you understand

what s/he meant.

10: Civilized Disagreements and Consensus

Creative thinking and open-mindedness

The Perfect Menu

11: Open Communication

12: Clear Roles and Assignments

Leaders Expectation Checklist

regarding required work methods and

procedures when completing jobs or projects.

of projects; determining when dates have

slipped and which completion dates are final

customer complaints or requests;

understanding how far we should go to build

effective relationships with other work groups.

the changes in work priorities; being able to

clearly differentiate between hot jobs and

a good job, and the degree of effort we are

expected to put into a job (as opposed to

overworking low-priority jobs).

support staff, equipment, software, and

budget) have been allocated to perform a job

and how much control we have over resource

13: Shared Leadership

What are some benefits of sharing the burden of leadership?

What are some possible disadvantages of shared leadership?

14: Egg Transportation Device

15: Glenn Parker Team Survey