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A small article on team building program
Quote:::
Outline Team Building Program
Goal setting. Individuals in a team must understand and accept the goals of the group and the organization.
Role setting. Team members must know what others expect from them. Ambiguity in role expectations produces stress and hampers performance.
Procedures. All team members must know how to get work done together (e.g. working methods, the work process, resources available, decision making, problem solving, time management, conflict management / resolution, etc.)
Relationships. Put simply, people who respect one another usually work together more effectively, than people who do not. A bonus is if they like one another.
This step-by-step outline help you and your team members clarify and achieve these key variables. The step-by-step outline begins at ground zero and assumes you have little or no knowledge of team building concepts but have a problem and wish to solve it through employee participation and consultation.
Outline Team Building Program Steps
Preparation. The preparations you need to undertake before you assemble your team members including inter alia, setting the agenda and the aids you will need during your team building sessions.
Introduction. Helps you introduce the concepts of team building to your team members, the purpose of team building, definitions you may need, selecting discussion topics, and setting SMART goals for the exercise.
Diagnostic Assessment. The publication includes a diagnostic assessment instrument for each team member to score, which you will be able to summarize for the group. This will define areas important to individuals and the group as a whole in terms of interactions and tasks.
Discussion. The dimensions covered in the diagnostic assessment are amplified in the publication so that you will be able to facilitate team building in your organization (or clients) with authority. This section will enable you to undertake the exercise with a high probability of getting to the root problems that are holding back your team.
Solution Finding. The diagnostic team building exercise, plus the various team building activities will yield those areas of weakness and the sources of employee dissatisfaction. Consult with your team to develop mutually acceptable solutions based on acceptance of organizational goals.
Getting the necessary changes made. Most important! You have identified the problems, found solutions, now you need to implement them! Your efforts and those employees involved in defining what is wrong will have been in vain, if the highlighted changes cannot be made. A section on selling the changes, planning and installing them is given.
Employee consultation and participation
This approach to team building is employee centric. As such it involves you acting on behalf of the organization consulting with and inviting employees to define a problem. By having employees undertake the exercise and processing their results, then constructively discussing the way forward, you will determine the employee perceptions on the 9 defined team building dimensions.
The results of the exercise and activities are the norms that exist in the minds of the employee who undertake the exercise, borne of their experiences. This approach will enable you to:
define the current situation
determine and define a future ideal state
and then the path forward from the current to the future ideal state
As such, it is important to distinguish between information and consultation.
Information is simply telling people what you are doing or what will be done to them or by them. This perhaps is one of the reasons (an important one at that) why your team arrived at its current situation, they were informed what to do, how to do it and when to do it. If honesty is displayed, clearly it has not worked, in the hearts and minds of employees.
Consultation is much more; it is telling people what you are doing, or plan to do, asking them what they think and feel about it and inviting constructive advice. (It does not follow that such advice or thoughts must be followed, but they do have to be properly taken into consideration in ones own thinking and actions and most certainly in the design of systems and jobs.)
By the nature of the thought processes, a measure of participation by those concerned with the problem and in the development of a solution will help to bring every ones ideas into line. As a result, any solution will be felt to be joint and not originating with one person only; consequently it will be more likely to be accepted and implemented.
This distinction is important, and the importance of involving employees through participation and consultation cannot be overstressed. Remember it at all times in your career when you are dealing with people you are responsible for the performance of. They, like you, prefer to be consulted, not told.
From India, Madras
Quote:::
Outline Team Building Program
Goal setting. Individuals in a team must understand and accept the goals of the group and the organization.
Role setting. Team members must know what others expect from them. Ambiguity in role expectations produces stress and hampers performance.
Procedures. All team members must know how to get work done together (e.g. working methods, the work process, resources available, decision making, problem solving, time management, conflict management / resolution, etc.)
Relationships. Put simply, people who respect one another usually work together more effectively, than people who do not. A bonus is if they like one another.
This step-by-step outline help you and your team members clarify and achieve these key variables. The step-by-step outline begins at ground zero and assumes you have little or no knowledge of team building concepts but have a problem and wish to solve it through employee participation and consultation.
Outline Team Building Program Steps
Preparation. The preparations you need to undertake before you assemble your team members including inter alia, setting the agenda and the aids you will need during your team building sessions.
Introduction. Helps you introduce the concepts of team building to your team members, the purpose of team building, definitions you may need, selecting discussion topics, and setting SMART goals for the exercise.
Diagnostic Assessment. The publication includes a diagnostic assessment instrument for each team member to score, which you will be able to summarize for the group. This will define areas important to individuals and the group as a whole in terms of interactions and tasks.
Discussion. The dimensions covered in the diagnostic assessment are amplified in the publication so that you will be able to facilitate team building in your organization (or clients) with authority. This section will enable you to undertake the exercise with a high probability of getting to the root problems that are holding back your team.
Solution Finding. The diagnostic team building exercise, plus the various team building activities will yield those areas of weakness and the sources of employee dissatisfaction. Consult with your team to develop mutually acceptable solutions based on acceptance of organizational goals.
Getting the necessary changes made. Most important! You have identified the problems, found solutions, now you need to implement them! Your efforts and those employees involved in defining what is wrong will have been in vain, if the highlighted changes cannot be made. A section on selling the changes, planning and installing them is given.
Employee consultation and participation
This approach to team building is employee centric. As such it involves you acting on behalf of the organization consulting with and inviting employees to define a problem. By having employees undertake the exercise and processing their results, then constructively discussing the way forward, you will determine the employee perceptions on the 9 defined team building dimensions.
The results of the exercise and activities are the norms that exist in the minds of the employee who undertake the exercise, borne of their experiences. This approach will enable you to:
define the current situation
determine and define a future ideal state
and then the path forward from the current to the future ideal state
As such, it is important to distinguish between information and consultation.
Information is simply telling people what you are doing or what will be done to them or by them. This perhaps is one of the reasons (an important one at that) why your team arrived at its current situation, they were informed what to do, how to do it and when to do it. If honesty is displayed, clearly it has not worked, in the hearts and minds of employees.
Consultation is much more; it is telling people what you are doing, or plan to do, asking them what they think and feel about it and inviting constructive advice. (It does not follow that such advice or thoughts must be followed, but they do have to be properly taken into consideration in ones own thinking and actions and most certainly in the design of systems and jobs.)
By the nature of the thought processes, a measure of participation by those concerned with the problem and in the development of a solution will help to bring every ones ideas into line. As a result, any solution will be felt to be joint and not originating with one person only; consequently it will be more likely to be accepted and implemented.
This distinction is important, and the importance of involving employees through participation and consultation cannot be overstressed. Remember it at all times in your career when you are dealing with people you are responsible for the performance of. They, like you, prefer to be consulted, not told.
From India, Madras
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