Team building
Team-building activities aim to improve and develop the effectiveness of a group of people who work (permanently or temporarily) together. This improvement may be defined in terms of outputs, for example the speed and quality of the decisions and actions produced by the team. It may also be defined in more nebulous terms, such as the quality of relationships or greater cooperation. The activities in team-building programmes can.
● increase awareness of the social processes that take place within teams;
● develop the interactive or interpersonal skills that enable individuals to function effectively as team members;
● increase the overall effectiveness with which teams operate in the organization.
To be effective, team-building programmes should be directly relevant to the responsibilities of the participants and be seen as relevant by all participants. They need to support business objectives, fit in with practical working arrangements and reflect the values the organization wishes to promote. Approaches such as action learning, group dynamics, group exercises, interactive skills training, interactive video, roleplaying and simulation can be used. Team-building training is often based on either Belbin or Margerison and McCann classifications of team roles as listed in Chapter 20.
Outdoor learning (outdoor-based development) is another good method of providing team-building training. It can offer a closer approximation to reality than other forms of training. Participants tend to behave more normally and, paradoxically, it is precisely because the tasks are unrelated to work activities and are relatively simple that they highlight the processes involved in teamwork and provide a good basis for identifying how these processes can be improved.
Team-building activities aim to improve and develop the effectiveness of a group of people who work (permanently or temporarily) together. This improvement may be defined in terms of outputs, for example the speed and quality of the decisions and actions produced by the team. It may also be defined in more nebulous terms, such as the quality of relationships or greater cooperation. The activities in team-building programmes can.
● increase awareness of the social processes that take place within teams;
● develop the interactive or interpersonal skills that enable individuals to function effectively as team members;
● increase the overall effectiveness with which teams operate in the organization.
To be effective, team-building programmes should be directly relevant to the responsibilities of the participants and be seen as relevant by all participants. They need to support business objectives, fit in with practical working arrangements and reflect the values the organization wishes to promote. Approaches such as action learning, group dynamics, group exercises, interactive skills training, interactive video, roleplaying and simulation can be used. Team-building training is often based on either Belbin or Margerison and McCann classifications of team roles as listed in Chapter 20.
Outdoor learning (outdoor-based development) is another good method of providing team-building training. It can offer a closer approximation to reality than other forms of training. Participants tend to behave more normally and, paradoxically, it is precisely because the tasks are unrelated to work activities and are relatively simple that they highlight the processes involved in teamwork and provide a good basis for identifying how these processes can be improved.
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