Teamwork anna'hileymanchester'ac'uk

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Teamworkanna.hiley_at_manchester.ac.uk
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What is a team?

• A team is a group of people with complimentary
  skills who are committed to a common purpose and
  hold themselves mutually accountable for its
  achievement
• (Katzenbach and Smith, 1993)
• Facilitation note
• Discussing the difference between a team and a
  group can reinforce an understanding of what a
  team is.

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The benefits of teamwork

• There is a better outcome if several individuals
  unite to think about a problem.
• Expertise can be shared.
• Professional judgement and knowledge is
  developed (employability increased).
• Many viewpoints can lead to lateral/creative
  thinking.
• Large complex problems can be defined and solved.
• Facilitation note
• Reflection on experiences and discussion can be
  used raise awareness of these benefits

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Characteristics of successful teams

• The individual is both a contributor (works for)
  and a collaborator (works together)
• There is a range of skills to support a range of
  roles
• There is agreement on a common goal or goals
• There is a supportive team organisation.
• Team culture is underpinned by responsibility and
  respect
• Facilitation note
• Each of the above requires that a formal
  process is put in place

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Things to avoid when working in teams

• There is a need to be aware of the problems that
  can occur, sometimes with catastrophic outcomes
  here are some!
• Social loafingUncommitted individuals who rely
  on others to do the work
• Team inefficiencyIgnoring the process and just
  focussing on the task
• GroupthinkImpelling individuals to think
  alike, ignoring alternative points of view. This
  is the basis for some very big mistakes
• Risk-shift phenomenonUnclear roles therefore
  lack of accountability

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Team Development

• B. W. Tuckman researched into how small teams
  developed during their life cycle.
• FormingForming relationships and finding out
  about the task
• StormingConfrontational behaviour plus conflict
  management
• Normingcollaborative relationships and ways of
  working evolve
• PerformingOpen, effective behaviour focuses on
  performance
• AdjourningIssues relating to the break-up of the
  group arise

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Defining Teamwork ground rules What should the
rules promote?

• Team culture is formed by the ground rules
  implemented
• It is important to discuss, agree and set out
  ground rules for successful teamwork
• Facilitation note
• Teams should be guided to consider ground
  rules within the following categories
• The behaviour of the individual within the team
• The behaviour of the team to the individual
• The organisation of the team

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Defining team roles

• A factor affecting success is the mix of role
  types
• Facilitation note
• Promoting an understanding of roles and role
  flexibility can underpin success
• What team roles are required archetypal roles?
• What are the qualities that underpin role types?
• How do individuals choose roles?
• Can we assume other roles?
• The pitfalls of stereotyping focus should be on
  functions not persons

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Introduction to Belbinwww.belbin.com/index/htm

• Meredith Belbin carried out research work into
  teams in the 1970s and his work now underpins our
  knowledge of team roles and culture.
• Individuals in teams play different roles
• Most individuals can undertake 3 or 4 roles
  depending on the situation
• Successful teams have an appropriate mixture of
  role types

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Introduction to Belbin roles

• Team roles are grouped into
• Action oriented rolesImplementer, Shaper and
  Completer Finisher
• People oriented rolesCo-ordinator, Resource
  Investigator and Team-worker
• Cerebral rolesPlant, Monitor Evaluator and
  Specialist
• Each role type has positive features and
  allowable weaknesses
• See table in handout Supporting Information
• Do you recognise yourself?

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Promoting successful teamwork

• Success and quality of the outcome of any
  activity always depends on the process undertaken
• Various methods can be used to remind team
  members of the basic process
• TOIDPAR
• Tune in establish rules, culture, what the
  problem is
• Set Objectives
• Create Ideas within objectives and rules
• Establish Decisions to make and information
  required
• Plan activities and allocate responsibility
• Action carry out activities
• Review evaluate experiences and outcome for the
  future

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Reaching a consensus a core issue

• The process of reaching a consensus is crucial
• It can determine
• The validity of decisions made
• Whether evidence-based or a guess
• Acceptance of and commitment to decisions
• Majority versus minority view and perception of
  fairness
• The success of the outcome
• The quality of any outcome depends on the quality
  of the process
• Guidance may be needed to promote focus on the
  process and not on the task

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Promoting successful teamwork

• Supporting Information includes the following
• Summary of Ground Rule Guidelines
• Prepared by students
• Ten steps
• A framework for successful teamwork
• A useful little book
• Successful teamwork, Peter Levin, Open University
  Press

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Finally

• Facilitation note
• The aim is for a light touch not a heavy
  touch
• Any questions?