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Teams don’t decide to
become
teams, people do. By Carey-Lyn
Kurten
Exploring just how human beings might work
together more effectively to create great things uncovers some interesting
dynamics. The term TEAM BUILDING
is used by most organisations, and usually fits into the annual HR budget.
That is where the common ground ends and a vast array of perspectives enters
the horizon. In my quest to understand the fundamental attitudes and beliefs
necessary for true teamwork, I have found that most organizations know
what they want to achieve (expectations huge) but there is
confusion as to how to achieve it and by when.
This results in an unrealistic expectation.
The three key questions to ask both yourself
and your service provider:
-
What do we want to achieve? (outcome)
-
How will we achieved it? (process)
-
What timeframe is appropriate?
The following
three perspectives act as a quick reference:
·
Teambuilding Fun - The
group spends a day or two involved in fun activities where they laugh
together with the focus on having fun and relaxing. The aim: inject
enthusiasm into the group through structured activities/games. Discovering a
different side to the “work” persona, although an important part of building
relationships does not have lasting effects. It serves as a temporary
“building” of group spirit.
·
Teambuilding Focus
– The group is focused on finding out the difference between high performing
teams and groups of people. The group is involved in fun activities
structured to teach specific skills and concepts highlighting the importance
of communication when working together. This perspective can have lasting
effects, but relies heavily on the willingness of each person to take the
advice and on the leaderships’ determination to hold the group accountable
for their learning.
·
RelationSHIFTS
- The focus is on changing the way the group interacts. Certain attitudes
and beliefs make working in teams possible. Groups are provided with the
opportunity to discover and experience the power and value of personal
new assumptions. The result is individual behaviour and attitude changes
that transform team performance.
Published in
Business Link Magazine Ed: 45 September/October 2008 |
