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- Proven Strategies for Improving Team Performance
- Discussion : Team Performance, Productivity and Rewording Teamwork
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Many people think they are the same, but no, they are. Today we will learn about the difference between these two terms and their individual relevance in a work environment. It is easy for employees to get confused with both the terms because they are similar yet comes with distinct concepts.
Proven Strategies for Improving Team Performance
Introduction ixThe Authors xvii It is with great pleasure that I introduce this fourth edition of the classic Team Building. Bill Dyer was a colleague and friend who realized from our joint experiences in the Bethel days of T-groups how important it was not only to understand what went on in groups but to build up some practical knowledge about how to improve how groups work.
In the highly individualistic society that the United States embodies, building effective teams is a practical necessity. Committees are not too popular, and teams are all too often seen as a way of diffusing responsibility, yet most managers and leaders espouse "teamwork" and then leave it to others to figure out what that might actually mean in practice. I remember very well the president of a company who told his vice presidents at a meeting, "I want you all to work as a team, but remember you are all competing for my job.
Committee decisions "didn't stick," as they would say. What all of this means is that group work does not come naturally in a highly individualistic society and is often not respected even though touted. And that, in turn, means that it is essential to have good training materials and concepts for improving how groups and teams can and should work. The Dyer book, now in its fourth edition, is one of the best of its kind.
Bill's children learned well. The reader will find in this book the concepts, ideas, and practical suggestions that are necessary for any manager to have at hand if he or she is a member of or creator of a committee, team, task force, or any other activity involving collaboration among several people.
The ideas are proven by several decades of experience and well supported in the text with numerous examples. I am very pleased that Bill's pioneering work in this arena is being continued at a time when the world needs "team building" more than ever.
IntroductionThis book is for anyone concerned about effective team performance. Three previous editions of Team Building have been well received by managers, team leaders, and team consultants. In fact, roughly , copies have been sold in several languages over the almost three decades since our father, William G.
He had grown up in a rather large family of seven children one was his half-brother Jack Gibb, another prominent social scientist in a rather poor section of Portland, Oregon. Bill's father ran a small grocery store attached to their home, and it was there that Bill learned the importance of hard work, and teamwork, as he worked in the family store. From these experiences he also recognized that education was the key to his future. His early research studies in the s were on family dynamics and role conflict within families.
The assumption underlying the T-group was that individuals-and particularly organizational leaders-were impaired by the authoritarian assumptions they held about those they worked with and needed to change their assumptions about people and ways of doing work.
Organizations were largely seen as being oppressive-creating "organization men"-and stifling creativity and innovation. Stanley Milgram's studies during this time period pointed out that anyone could become a victim of authoritarianism, and Douglas McGregor in The Human Side of Enterprise noted that most managers in organizations operated using Theory X assumptions people are basically untrustworthy and lazy but should have been basing their actions on Theory Y assumptions people essentially are good and want responsibility.
It was in this context that the group dynamics and humanistic psychology movement began to flourish in the s. T-groups were composed of strangers led by a "T-group trainer," whose job it was to allow group members to explore what it meant to be part of a group that would provide them with feedback about their own behavior, require them to respond in an "open and honest" manner, and encourage group members to accept responsibility for their behavior as well as be willing to engage in relationships based on equality rather than hierarchy or status.
It was in this environment that Bill, as a T-group trainer, initially learned about the dynamics of groups and the individuals who were a part of them. For several years, Bill consulted with many organizations that wanted to use the T-group to improve the performance of their employees and their teams.
Those within the "T-group movement" believed that the T-group could be the vehicle to change the values of organization leaders, and that by so doing, these new values would "filter down" throughout the organization. Organizations in this way could be transformed into more humane and creative systems. Bill also was influenced at this time not only by Jack Gibb but others such as Dick Beckhard and Ed Schein, who were to become the founders of a new field of practice, organization development.
The stories about Maslow invariably had to do with the importance of being honest and being a "congruent" person-sharing openly what we think and feel-and acting in a way consistent with our values.
One story that our father shared was about Maslow and his wife inviting a friend, Harry, to stay with them. The first morning at breakfast Abe's wife Bertha burned the toast and profusely offered an apology to Harry. To which, Harry replied, "Don't worry. I kind of like burned toast.
Finally, one morning Harry had had enough and blurted out at the breakfast table, "What's with the burned toast? Why are you giving me burned toast every morning?
I only said that to be nice. Growing up in the home of a social scientist like Bill also created some interesting opportunities for learning. For example, on one occasion Bill had a long conversation with a friend about the different dynamics that were found in their two families.
The two of them decided that it would be a useful exercise for each of their families to gain some deeper insights into how families functioned for example, rules about chores, homework, bedtime, and so on. To gain this insight, they decided to swap a child for a week, and then have each child report back on what it was like to be a member of the "new" family.
Then the two families would meet together to discuss the differences between the families. It proved to be an insightful and memorable experience for us, and we remember it even thirty or so years later.
Bill had a unique ability to share his philosophies regarding management in a way that others-even his children-could understand. On one occasion his son Jeff commented that Bill wasn't catching very many fish on a family fishing trip. The four Dyer boys were out-catching him-and Bill was supposed to be the expert fisherman. Bill proceeded to describe his role as "manager" of a group of Dyer children four boys and a girl on a fishing trip. He explained that in order for the trip to be a success, all of the members of the Dyer fishing group needed to experience success in catching fish.
That meant that Bill needed to spend much of his fishing time showing each of his children how to tie on hooks and cast, and, basically, coaching us in the art of fishing. As a result, his personal production decreased, but the team production increased. Collectively we caught more fish because the manager, Bill, was less concerned with his individual achievement than with team achievement.
This analogy offered a poignant lesson on the art of management-and what it takes to be an effective team manager. Many of the ideas in this book come from Bill's belief that groups can be used to help people learn, can bring the best out in people, and can create much of what is good in the world. Through his T-group experience, he also learned the importance of team skills such as problem solving, communication, and conflict management, and how to develop those competencies in a team.
His thoughts on these topics are central to what is presented in this edition of Team Building. The early s were an exciting time for those involved with T-groups. Many felt that the T-group would be the vehicle that would help change the nature of authoritarian organizations and help unleash human potential that had been suppressed.
However, a study conducted by Campbell and Dunnette in was to change most of that thinking. Not surprisingly, they found that the T-group did, in fact, help individuals become more comfortable with themselves and their ability to manage interpersonal relationships. However, the study also showed that T-group training had virtually no impact and sometimes a negative effect on organizational or team performance.
The T-group experience often helped people become more open and honest, but this sometimes led to dysfunctional confrontations in the team and didn't necessarily translate into solving the team's specific performance problems.
Given these findings, Bill had to make a decision regarding his work as a T-group trainer. It was at this point that he decided to create a new paradigm for working with groups-the "team building" paradigm. He wrote about this change from T-groups to team building as follows:As practitioners developed more experience in applying the T-group methods to work units, the T-group mode shifted to take into account the differences of the new setting.
It became clear that the need was not just to let people get feed-back, but to help the work unit develop into a more effective, collaborative, problem-solving unit with work to get out and goals to achieve. Slowly the methodology shifted from the unstructured T-group to a more focused, defined process of training a group of interdependent people in collaborative work and problem-solving procedures. The book was an instant success.
Because it worked! The theories, methods, and exercises described in the book proved invaluable to managers, team leaders, and consultants. Over the years, in subsequent editions, Bill added new material to keep up with the changing times and the evolution of the field. Bill passed away in , but we have, in many ways, continued in the tradition of our father. Gibb went to MIT to obtain his Ph. He then spent a number of years as a professor at the Wharton School. We both have had our own experiences in consulting with various teams that have found themselves in trouble.
And Bill's models of team building have helped us immensely as we have worked with those teams. In fact, on many occasions we would turn to this book for help and advice in working with clients or have given it to others to help them with their teams. Recently a graduate student came to us for help. He was going to Mozambique on an internship to work for a nonprofit agency that was apparently in disarray due to a lack of clear goals and strategy and poor teamwork.
After we oriented the student to team building and armed him with the team-building book, he went off to his assignment. During his stay in Mozambique he would communicate with us via e-mail about his progress. He reported that the team-building activities that he used from the book had made a significant difference in the organization's performance. Moreover, because the agency liked his work so much, he was hired permanently as director of operations in southern Africa.
Like this student, we too have found Bill's ideas to have had a significant impact on our clients. We decided to revise the previous edition of the book because we realized that many developments related to teams had occurred in recent years that Bill's previous editions did not address. Furthermore, we felt that the previous editions did not cover issues such as a team's organizational context or its composition as much as we would have liked.
Thus we've added new material and new assessments, and have created a new framework to organize the material for the book. This framework is described in Chapter One. In the book, rather than identify Jeff, Gibb, or Bill individually about a particular consulting engagement, we decided to use plural pronouns to indicate that at least one of us was involved in that assignment.
Discussion : Team Performance, Productivity and Rewording Teamwork
By taking a democratic approach and including both individuals and teams in the decision-making process, he fosters a more positive atmosphere for performance evaluation. Her freelance work is published on various websites. For any related queries, contact editor vantagecircle. Then, she evaluates his progress toward achieving his goals as the year progresses. Staying informed on performance trends and being able to proactively handle possible issues is essential for planning and managing work within a team.
Not a MyNAP member yet? Register for a free account to start saving and receiving special member only perks. Training is instruction aimed at procedural knowledge and proficiency, at knowing how to execute the procedures necessary to do a job. It can be distinguished from declarative knowledge, which is knowledge of facts or static information. Training programs have three general goals: successful training, transfer to the work situation generalization , and long-term use on the job of what was learned maintenance. Training can be structured for trainees to learn individually either in competition with peers or on their own or in teams. Training can focus on individuals who are selected from their job situations or from a general population of potential job applicants , assigned to training teams and given training, and then returned to their job situations where the trainees work alone or as part of a team, which may be nested in a network of teams.
Keywords: Employee performance, Teamwork, Team trust, Esprit de Corps & Recognition. & Rewards. BACKGROUND. Teamwork is the process of working.
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As a team manager, you can support the right behaviors with things that are in your control. What Experts Say A few decades ago, companies were struggling with how to measure and reward individual performance. Set clear objectives Team members have to understand and agree on what success looks like. He advises bringing everyone together to discuss goals and metrics. Have them answer the question: What would it take for us to give ourselves an A?
Skip to search form Skip to main content You are currently offline. Some features of the site may not work correctly. Sonal Agarwal and T. Sonal Agarwal , T. Adjirackor Published
Teams have been a ubiquitous structure for conducting work and business for most of human history. The explosion of innovative ideas and novel technologies mandate changes in job descriptions, roles, responsibilities, and how employees interact and collaborate. These advances have heralded a new era for teams and teamwork in which previous teams research and practice may not be fully appropriate for meeting current requirements and demands.
Teamwork And Team Building- Form Versus Function
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Бринкерхофф выдавил из себя нечто невразумительное. Мидж нажала несколько клавиш. - Я просматриваю регистратор лифта Стратмора. - Мидж посмотрела в монитор и постучала костяшками пальцев по столу. - Он здесь, - сказала она как о чем-то само собой разумеющемся.
Он попытался определить акцент - может быть, Бургос. - Вы набрали правильно, - сказал он осторожно, - но это служба сопровождения. Звонивший некоторое время молчал. - О… понимаю. Прошу прощения.
- Человек Стратмора его нашел. Сьюзан, больше не в силах сдержать слезы, разрыдалась. - Да, - еле слышно сказала. - Полагаю, что .
Глаза канадца на мгновение блеснули. - Ее зовут… Не отключайся, дружище… - Роса… - Глаза Клушара снова закрылись. Приближающаяся медсестра прямо-таки кипела от возмущения. - Роса? - Беккер сжал руку Клушара.
- В чем же чрезвычайность ситуации, из-за которой вы вытащили меня из ванной.
Все тихо и чисто. Перед сердечным приступом мистер Танкадо не почувствовал ничего, кроме легкого укола. - Травматическая пуля, - задумчиво повторил Беккер. - Вот откуда шрам. - Весьма сомнительно, чтобы Танкадо связал свои ощущения с выстрелом.
- Дэвид… Все пришли в смятение. Сьюзан шла вперед, повторяя это имя, ее глаза неотрывно смотрели на экран. - Дэвид! - воскликнула она, еле держась на ногах. - О, Дэвид… как они могли… Фонтейн растерялся: - Вы знаете этого человека. Сьюзан застыла в полутора метрах от экрана, ошеломленная увиденным, и все называла имя человека, которого любила.
Вы получите оба экземпляра, - прозвучал голос. - Мой и мистера Танкадо. Нуматака закрыл трубку ладонью и громко засмеялся. Однако он не смог удержаться от вопроса: - Сколько же вы хотите за оба экземпляра.