Definition of teamwork

Team is a group of people with various skills, working together to achieve a common goals.as per as I know It just not a collection of people, it is a collection of skills. Members share their responsibilities, support each other towards their particular task given.

Team build 

T together

E everyone

A achieve

M motive

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Teamwork at home or anywhere

Teamwork skills

Effective leadership

category Characteristic traits/qualities
Strategic Visionary, inspirational, ambitious, goal orientated
Committed Self-belief, self-confident, conviction, fair, ethical
Socially adept Good networkers, communicators, team-workers
Dogmatic Determined, ruthless, self-serving, individualist, egotistical, lacking integrity, manipulative, controlling, unable to accept criticism
Bureaucratic Meeting-oriented, paper-pushers, follow directives, afraid of change, reactive, dislike ambiguity, not prepared to rock the boat
Incompetent A failed academic, inexperienced, ignorant of history, liars

 

Dr Richard Bolden, Professor Jonathan Gosling,  Dr Anne O’Brien, Dr Kim Peters,  Professor Michelle Ryan, and Professor Alex Haslam

With Dr Luz Longsworth, Anna Davidovic and Kathrin Winklemann University of Exeter

Develop a united purpose

Develop an atmosphere of unity and purpose is how build a team. Create sense of belonging, build mutual respect, adopting goals. Ability to get team members inspired. It is about dealing with emotions, building high creative and inspired team even though in stress and challenge. Valery Giscard says, “You can’t build a society purely on interest, you need a sense of belonging”.

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 Mutual understanding

People think they have power over themselves. Which is why asking a question is essential in any leadership activity, and being able, where possible to give choice and power over what they can do when you delegate, you open up possibilities to let people bright. Encourage participation which make team more efficient. Laurence sterne says, “respect for ourselves our morals; respect of others guides our manners.”

 

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Effective communication

The ability to access yourself well, both verbally and none verbally, in way which are proper to your cultures and circumstances. This doesn’t mean only being able to express, desires and opinions, but also include asking for advice and help. What actually effective communication is, listener fully understand the point you trying to express. 7cs is a best example of effective communication.

To improve communication within your team, there are some strategies like, having one on one interactions with every individual you hire to make sure employee engagement. Appreciate your coworkers and colleagues, tell them how much care and respect them. Conduct team building activates which having great impact on productivity overall teamwork of your team. It would help your team to communicate better. Handle conflicts with diplomacy, respect cultural difference, give good feedback.

Accountability    

Out of all the things we expect of leaders taking charge, setting, strategy, empowering people, driving execution, you mean it one single behavior would  you guess  is most often neglected or avoided among executives  taking accountability for their teams performance. Although many upper level manager don’t do these things enough, by far and away the single most shirked responsibility of executives is holding people accountable.

 

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Stages of group development 

Bruce Tuckman’s Team Development Model (Tuckman, 1965)

Bruce Tuckman, a psychology professor, identified four stages of development – forming, storming, norming and performing – that every team experiences, and suggested that all teams go through a relatively unproductive initial stage before becoming a self-reliant unit. The ‘team growth model’ also suggests that unless the issues of processes and feelings have been satisfactorily addressed, it is unlikely that the team will reach the most productive final stage.

Any team that stays together over a period of time will change and develop. Tuckman noted that there are three issues which determine how well teams perform:

Content

Process

Feelings

 

In short, content relates to what the team does, process relates to how the team works towards its objectives and feelings applies to how team members relate to one another. Tuckman’s research suggests that most teams concentrate almost exclusively on content, to the detriment of process and feelings, which explains why teams which are strong on paper can under-perform.

The four stages Tuckman suggested that the life cycle of a team involves four stages. At each stage, the dynamics of the team change dramatically from periods of inefficiency and uneasiness through to a period of high performance.

4 stages of development

Forming: Uncertainty about roles, looking outside for guidance.

 Storming: Growing confidence in team, rejecting outside authority.

 Norming: Concern about being different, wanting to be part of team.

 Performing: Concern with getting the job done.

A fifth stage following another period of research, Tuckman developed a fifth stage called ‘adjourning’. This final stage involves the disengagement of relationships between team members and a short period of recognition for the team’s achievements. Sometimes, concluding the operations of a team is disturbing for members, especially if they have worked together for long periods of time.