Team Building Workshop by Concepts Consulting LLC

Longest Tower
 Objective: to build the longest self standing tour
 Materials: you can only use materials that are
given to you
 Time: 30 minutes

What is a Team?
 "A team is a small number of people with
complementary skills who are committed to a
common purpose, performance goals, and
approach for which they are mutually
accountable." (Katzenbach and Smith, 1993)
 "A team is a group of people working together
towards a common goal." (Team Technology, 1995-2006 )

What does the word TEAM stands for?
T _ _ _ _ _ _ _
E _ _ _ _ _ _ _
A _ _ _ _ _ _ _
M _ _ _

What does the word TEAM stands for?
T o g e t h e r
E v e r y o n e
A c h i e v e s
Mo r e

Individual and
mutual
accountability
Individual
accountability
Group Vs. Team
Vs.

Group Vs. Team
discussion, decision
making, problem
solving, and
planning.
Come together to
share information
and perspectives
Vs.

Group Vs. Team
Vs.
Individual Goals Team Goals

Group Vs. Team
Vs.
Individual Output Collective Output

Group Vs. Team
Vs.
Shaped by Manager Shaped by Leader

Group Vs. Team
Vs.
Individual Roles Shared Roles

Team Vs. Group
Work Groups Teams
Individual accountability Individual and mutual accountability
Come together to share information
and perspectives
Frequently come together for
discussion, decision making, problem
solving, and planning.
Focus on individual goals Focus on team goals
Produce individual work products Produce collective work products
Define individual roles, responsibilities,
and tasks
Define individual roles, responsibilities,
and tasks to help team do its work;
often share and rotate them
Concern with one's own outcome and
challenges
Concern with outcomes of everyone
and challenges the team faces
Purpose, goals, approach to work
shaped by manager
Purpose, goals, approach to work
shaped by team leader with team
members

What benefits does the workplace reap
from teams?
 Accomplish projects an individual cannot do
 Create More Solution Options
 Detect Flaws in Solutions
 Build a Workplace Community and belonging

Stage 1: Forming
W h y a r e w e h e r e ?
 Group members rely on safe, patterned behavior and look to the
group leader for guidance and direction.
 Group members have a desire for acceptance by the group
 Gathering impressions and data about the similarities
and differences among them (Future Sub-Groups)
 Rules of behavior seem to be to keep things simple and to avoid
confrontation
 Serious topics and feelings are avoided.

Stage 1: Forming
Major Stage Tasks:
 Members attempt to become oriented to the tasks as
well as to one another.
 Discussions center on defining the scope of the task
and how to approach it.
 To grow from this stage to the next, each member
must relinquish the comfort of non-threatening topics
and risk the possibility of conflict.

 Competition and conflict in the personal-relations dimension
 More conflicts emerge as members negotiate tasks
 Power plays may occur
 Feelings: Instability & polarization
 Questions will arise about everything
 Some members may remain completely silent while others
attempt to dominate.
Stage 2: Storming
C a n w e w o r k t o g e t h e r ?

Stage 2: Storming
Major Stage Tasks:
 Team must bring conflict out in open, encourage
good communication skills & affirm that
disagreement is healthy & resolvable
 Individuals have to bend and mold
 From a "testing and proving" mentality to a
“Problem-solving mentality”
 The ability to listen.

Stage 3: Norming
H o w w i l l w e w o r k
t o g e t h e r ?
Cohesion
Acknowledgment of
all members
Change
Shared leadership
High Creativity
Intense data flow
between members
Sense of Belonging
Feeling good as part
of team
Norms Established

Stage 3: Norming
Major Stage Tasks:
 Deepen understanding
 Increase productivity
 Share opinions & skills
 Evaluate critically & constructively

Stage 4: Performing
H o w c a n w e w o r k s m a r t e r ?
Not Reached by All
teams or groups
Relationships are
interdependant
Roles and authority
dynamically adjust
Most Productive
Tasks = problem
solving
Unity
Highly task oriented
+
Highly People
Oriented
Best time for a team
Self Assurance

Stage 4: Performing
Major Stage Tasks:
 Keeping the team going
 Celebrating success
 Setting new goals

Stage 5: Adjourning
Most strong team have a
problem in this stage. Effective
gradual adjourning is essential
so you do not lose the people

Selecting Team Members
Ability + Attitude = Team Dynamics

Selecting Team Members
Planners
Builders
Finishers
“You need all three
major types in your
team to be productive”

Myers-Briggs Type Indicator (MBTI)

Extrovert
 Interested in what is happening around them
 Open and often talkative
 Compare to the opinions of others
 Like action and initiative
 Easily make new friends
 Say what they think
 Interested in new people
 Easily break unwanted relations

Introvert
 Interested in their own thoughts and feelings
 Often appear reserved, quiet and thoughtful
 Have difficulties in making new contacts
 Need to have own territory
 Usually do not have many friends
 Like concentration and quiet
 Do not like unexpected visits
 Work well alone

Sensing
 See everyone and sense everything
 Live in the here and now
 Quickly adapt to any situation
 Like pleasures based on physical sensation
 Practical and active
 Realistic and self-confident

Intuitive
 Mostly in the past or in the future
 Worry about the future more than the present
 Interested in everything new and unusual
 Do not like routine
 Attracted more to the theory than the practice
 Often have doubts

Thinker
 Interested in systems, structures, patterns
 Expose everything to logical analysis
 Relatively cold and unemotional
 Evaluate things by intellect and right or wrong
 Have difficulties talking about feelings
 Do not like to clear up arguments or quarrels

Feeler
 Interested in people and their feelings
 Easily pass their own moods to others
 Pay great attention to love and passion
 Evaluate things by ethics and good or bad
 Can be touchy or use emotional manipulation
 Often give compliments to please people

Perceiver
 Act impulsively following the situation
 Can start many things at once without
finishing them properly
 Prefer to have freedom from obligations
 Are curious and like a fresh look at things
 Work productivity depends on their mood
 Often act without any preparation

Judging
 Do not like to leave unanswered questions
 Plan work ahead and tend to finish it
 Do not like to change their decisions
 Have relatively stable workability
 Easily follow rules and discipline

Roles in Teams
1. Contributors
2. Collaborators
3. Communicators
4. Challengers
Focus on current task
Overall Purpose of team
Positive Interpersonal
Relationships
Asks tough questions

Planners
Challengers
Ask the tough
questions
Team Players
Builders
Contributors
Focus on Task
Finishers
Collaborator
Overall
Purpose of
team
Communicators

TEAM PLAYER QUESTIONNAIRE PAGE 12

Directions
 You will be asked to complete eighteen sentences.
 Each sentence has four possible endings.
 Rank the endings in the order in which you feel each one applies
to you.
 Place the number 4 next to the ending which is most applicable
to you and continue down to a 1 next to the ending which is
least applicable to you.
 There are no right or wrong responses
 Answer each item according to how you honestly feel you
function now as a team member

Key Issues in Team building
1. Common goal
2. Team rules
3. Synergy
4. Leader/Follower
5. Negotiation
6. Accepting Diversity
7. Communication/Feedback
8. Motivation
9. Trust
10. Vision/Strategy
11. SWOT Analysis
12. Problem Solving
13. Appreciation/Fun

A GROUP is only called a TEAM
when people share the same goal

Role of Team Member:
 Understating of the team and its mission
 Create a shared vision with other team members
 Open your mind for ways to help in the linking process
 Actively participate in explaining your point of view to
other team members about the team's goal
 Never try to change or modify the team's goals to fit your
personal goal
 If you do not find a way to link, it is better to change to a
team with a possible way of linkage.

Role of Team Leader:
 Spend more time with the team
 Give every member a chance
 Create creative paths for linking
 Always do a reality check
 Encourage collaboration, sharing, and open
discussions

Tools:
 Brainstorming
 Back-up information
 Preparation
 SMART
 Participation

Rules of Brainstorming
Rule 1: Postpone judgment of ideas
Rule 2: Encourage wild and exaggerated ideas
Rule 3: Quantity counts at this stage, not quality
Rule 4: Build on the ideas put forward by others
Rule 5: Every person and idea has equal worth

L-C-S Method
L: What I like about your idea….
C: What concerns me about
your idea….
S: I have few suggestions……

LETS TRY IT
How many uses can you think of?

SMART Goals
S Specific Goal is clear
M Measurable You can measure it
A Achievable Within your capabilities
R Relevant Matches current situation
T Time Framed Have a dead time

“A set of rules developed by team members to
organize the team operations in building,
sustaining, and enjoying the teamwork”.

Setting Team Rules:
 Identifying the need to set a rule
 Discussion of suggestions
 Writing the rules
 Enforcement of team values
 Rules reinforcement

The whole is greater than the sum of its parts

Synergy, in general, may be defined as two or more
agents working together to produce a result not
obtainable by any of the agents independently.

Sometimes you lead, sometimes you follow

Qualities of Leaders:
 Ability to listen
 Ability to change
 Tendency to build others
 Optimism and conf
 Good leaders do not lead
 Ability to communicate
 Tolerance to Ambiguity
 Goal orientation
 Confidence
 Leaders know when to quit

Qualities of Followers:
 Believe (Yourself, Your team, & Your leader)
 Flipping ability (Follower – Leader – Follower)
 Seek responsibility (you can count on me)
 Actively participate
 Support
 WE CAN ATTITUDE
 Readiness
 Educate the leader

Qualities Exercise – Rate yourself

There is no loser in successful negotiation

Teams use negotiation to:
1. Reach a better understanding of the situation &
each others
2. Achieve better results (2 minds better than 1)
3. Manage conflicts
4. Improve team thinking process
5. A quality control mechanism

Challenges of Team Negotiations
 Tendency to negotiate even when there is no
need
 Unclear subject to negotiate
 Thinking about winning and losing
 Communication barriers

Characteristics Of A Negotiation Situation
There are two or
more parties
There is conflict
of interest
use some form
of influence
prefer to search
for agreement
we expect give
and take
management of
intangibles

Conflict is:
"sharp disagreement or opposition, as
of interests, ideas, etc."

Elements That Makes Conflicts Destructive
 Competitive processes
 Misperception and bias
 Emotionality
 Decreased communication
 Blurred issues
 Rigid commitments
 Magnified differences, minimized similarities
 Escalation of the conflict

Benefits of Conflict
 More aware and able to cope with problems
 Promises organizational change and adaptation
 Strengthens relationships and heightens morale
 Promotes awareness of self and others
 Enhances personal development
 Encourages psychological development
 Stimulating
SOURCE: Reprinted with the permission of Lexington Books, an imprint of The
Rowman and Littlefield Publishing Group from Working Together to Get
Things Done: Managing for Organizational Productivity by Dean Tjosvold.
Copyright ©1986 by Lexington Books.

The Dual Concern Model
Win – Lose
Win– win
Lose– Lose Lose– Win

The Concept of BATNA
Best Alternative To a Negotiated Agreement

2- Dealing A-A-
Distributive Bargaining Tactics
I WIN – You Lose
B- Integrative Bargaining Tactics
I WIN – You win

A team is the
unity of diversity

Person “A”
Identity
Person “B”
Identity
Background
Experience
Traits
Background
Experience
Traits
“The more diverse the talents and
personalities the richer the team’s
identity”
Te am I d e n t i t y

Always Remember:
Best ideas usually come from unexpected people
Look for positivity in others
We are all different
There is no one way to do things
Help others give you the best
Accept to be wrong

A team without communication is like a
song without a melody

The more you believe in yourself and in what you
are communicating the better the
communication will be

Comm. Art & Science…. WHY?
ART Science
Too many
variations
Uses Mental
Models and
Theory

Important Definitions:
Communication is a process by which information is exchanged
between individuals through a common system of symbols, signs, or
behavior.
Effective Communication: The successful exchange of
information between individuals.
Effective Communicator: is successful in establishing an
active two-way link with another individual or group.
Interpersonal Communication: communication from one
individual to another. The form and content of the communication
reflect the personal characteristics of the individuals as well as their
social roles and relations.

The Communication Cycle
Very important point: communication is
not about talking and listening, it is about
transmitting an idea

Objective of communication process is:
The meaning intended by sender = The meaning understood by the receiver
Encoding = Decoding

One way or two way????
One way Two way
– Info. flows in only one
direction
– No feedback
– Faster &easier for sender
– Example: lectures, orders from
bosses
–Info. flows in two directions
–Provides feedback
–Basis for constructive
exchanges
–More difficult & accurate
–Sender learns about receiver
–Richer information
The more you can
establish two way
communications the
better result you get from
communication

Communication Means
The three Vs.
Visual Vocal Verbal
Comm. Means Face-to-Face Phone Written
Visual 55% NA NA
Vocal 38% 85% NA
Verbal 7% 15% 100%
The full communication situation is the face-to-face

Barriers to Communication – Physical
• Temperature
• Physical health
• Speech pattern and articulation
• Pronunciation

Barriers to Communication – Perceptual
• Past experience
• Stereotypes
• Hallow Effect

Barriers to Communication – Psychological
• Emotions of sender or receiver
• Ego defense mechanism – self preservation

Communication Pitfalls:
– Using the wrong communication channel
– Inconsistency of communication means
– Not paying enough attention to effective communication
– Not realizing cultural and personal differences
– Ignoring feedback loops
– People send mixed signals
– perceptual and filtering processes create
misinterpretation

Active Listening – WHY?
Improves communication (2 ears, 1 mouth)
Puts you in control of situation
Minimizes conflict
Shows that you care
Enhances understanding
Improves memory
Uses the hears, mind, eyes, and heart

Active Listening – 10 keys
1. Find an area of interest
2. Judge content, not delivery
3. Hold your fire
4. Listen for ideas
5. Be flexible
6. Resist distraction
7. Exercise your mind
8. Keep your mind open
9. Capitalize on thought speed
10. Work at listening

Active Listening – Improvement
PARAPHRASING
Restating what another
has said in your own
words
SUMMARIZING
Pulling together the
main points of a
speaker
QUESTIONING
Challenging participants to
tackle & solve
problems

Types of Questions
 Open Ended
 Closed Ended
 Probing Questions
 Hypothetical Questions
 Leading Questions

Feedback
Step 1. Get to the point.
Step 2. State why you are having this conversation.
Step 3. Describe what you know.
Step 4. Describe the consequences
Step 5. Describe how you feel about what you know.
Step 6. Encourage the other party to talk
Step 7. Ask as many questions as you need
Step 8. Decide what specific actions must occur
Step 9. Summarize the conversation
Step 10. Follow up.

Motivation is the fuel of a team

Team Leadership
Team motivational
factors
Personal motivational
factors
Overall team
motivational level
 Desire to succeed
 Belief in abilities
 Personal focus
 Clarity of goal and purpose
 Leadership style
 Belonging

Tips to improve team motivation:
 Clearly define your personal goals
 State what you want out of any activity
 Link any task to the bigger goal or purpose
 Visualize
 Do not stay with negative people
 Believe in yourself and in your abilities
 It is better to learn from others mistakes
 There are no mistakes, there are only lessons
 Try to motivate someone
 Always reflect on your past

Goal &
Purpose
Internal
desire
Team
Motivation
Leadership Belief

Trust:
A Successful
Team's
Foundation

Things about Trust
 Steven Covey, author of The Seven Habits of
Highly Effective People, states, "Trust is the
highest form of human motivation. It brings out
the very best in people. But it takes time and
patience..."
 Trust is a feeling that is confirmed all the time
through interaction

Benefits of Trust:
 Increased Efficiency
 Enhanced Unity
 Mutual Motivation

Establishing Trust:
1. Open Expression
2. Information Equity
3. Performance Reliability

It isV niosito onn lya nabdo uStt rwahteergey w e are going,
it is also about how we are going there

Steps to Strategy Formulation:
1. Clearly define the final output or goal
2. Understand and analyze the situation
3. Define alternatives
4. Evaluate alternatives
5. Select the most valuable alternative
6. Set action plan

SWOT Elements
 Strengths: characteristics of the business, or
project team that give it an advantage over
others
 Weaknesses: are characteristics that place the
team at a disadvantage relative to others
 Opportunities: external chances to improve
performance (e.g. make greater profits) in the
environment
 Threats: external elements in the environment
that could cause trouble for the business or
project

SWOT Important Considerations
 Know which perspective you are looking at
 It is always relative to something
 You do not have to be 100% accurate, it can be a
start
 Do not use SWOT to reach solutions, rather to
learn about current situation
 Be realistic
 Be honest

Matching and Converting
Strengths
Matching Opportunities
Converting
Weaknesses
Threats

Uses of SWOT
 Analyze a situation
 Analysis of the team itself
 Analysis of a problem
 Organize team project and manage crisis

Example: NIKE
Strengths Weaknesses
• Very wide range
• Very well tested high-quality
products
• Lightweight and durable
materials
• One of the key leaders
• Labor practices, especially in
Asian countries
• The income of the business is
still heavily dependent upon
its share of the footwear
market
• Nike does have its own retailer
Opportunities Threats
• Virgin territories of the world
• Opportunity to develop
products such as sport wear,
sunglasses and jewelry
• Competitions that sell similar
products for lower prices
• Some companies, particularly
in Asia, make Nike knock-offs

Problem Solving process
Define
the
problem
Describe
the
current
process
Identify
the Root
Cause(s)
of the
Problem
Develop a
Solution and
Action Plan
Impleme
nt and
Monitor
the
soultion
Review
and
reflect
Evaluate

The 5 WHY? Method
 Keep asking why for five times to get past the
superficial reasons to the underlying reason
1 2 3 4 5
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY? WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?

Nothing is better than getting paid for having fun

Teams in Action Case
SPAIN NATIONAL TEAM

Spain National Team History
 Won 1964 EURO cup
 Have best individual players
 Did not win again for 44 years
 Football is very popular since 19th century
 Rivalry among regions of Spain
 Lack of team spirit and winning culture
 1950 Real Madrid, FC Barcelona, and Valencia
 Hosted word cup 1982 (got out in 2nd round)
 Reach finals in Euro cup but came up second 84

Spain National Team History
 1986 WC and 1988 EC – early exit
 1990 WC exit in knockout stage
 1992 – did not qualify for the EC
 2000 – EC eliminated in quarter finals
 2002 – WC eliminated in quarter finals
 2002 – EC eliminated in first round

The problem:
 Had talented players
 Played aggressively but lost crucial matches
 By 2008 Spain played 12 WC reached finals in
only one !!!!!!!!!!!!
 Attitude of players
 Self belief
 Struggle and conflict of different country areas

Aragone’s
 Spanish player
 Football coach
 Age: mid 60s
 Entrusted the responsibility of rebuilding the
team for WC 2006
 Played in the winning team of 1964
 Was coach 2004-2008

Aragones sees the problem:
“it is not lack of talent, it is lack of
unity and positivity”

What was done:
 Focused on the team weaknesses
 Ignored the media and its heat
 Had a vision “not star in the Spanish team”
 His strategy was to focus on the players
psychological level
 The team lost the hope to win so he started to
build the winning culture
 Regular motivation sessions before training and
before any match

What was done:
 “In football, if you do not have harmony in the
dressing room and spirit in the team, you are
planning to fail”
 In the team, no one is superior to other members
 After crash in WC 2006 he let RAUL the captain
leave the team (brave decision)
 Other big players had the same fate
 The team for 2008 EC is a team with no hero
culture
 Players were selected based on form not based on
their side of the country

What was done:
 He always trained with the team
 He gained the respect of the team even when
players to not agree
 Before 2008 EC, the team went to meet the players
of 1964 winning team to get inspired
 The team learned to put team’s needs ahead of
players needs
 “The beautiful thing is to see how the players went
to their collogues on the bench to celebrate a goal
together”

What was done:
 The team started to believe that leaving a big
player out and still can win the match
 “to beat Italy we have to believe it, we do not have
to have a single pessimistic thought”
 “he always respected the opponent, but made us
think we are better” (match with Russia)
 “no one remembers second place” (final match)

“now we can say we can have titles,
I hope that Spain would go this way
and bring lots of triumph”

Learning Lessons
 Understanding the people
 Unity is critical
 Sharing the same goal
 Strategy and tactic to build vision
 Always keep focused on what you do
 Building a winning culture is essential
 Making brave decisions
 Leaving in the right time

C o l l a b o r a t i o n
A c t o f w o r k i n g j o i n t l y
T e a m w o r k C o o p e r a t i o n
Trust
Synergy
M o t i v a t i o n
Winning F o l l o w e r s h i p
C ommu n i c a t i o n
Fun
S t r a t e g y
Team Rules
Common Goal
Diversity
A p p r e c i a t i o n
Vision
Mission
Feedback
Negotiation
L e a d e r s h i p
P a s s i o n

Concepts Consulting LLC
18 Zaki Ragab St.
Smuha Alexandria – Egypt
00201001121001
marwan@conceptsconsultingllc.com

Team Building Workshop by Concepts Consulting LLC

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