Team Building Seminars Why New Teams Struggle
Team Building Seminars Why New Teams Struggle
Four common and consistent inhibiting these start-up groups from functioning as a team include:
1. Task fixation, process blindness
2. Internal Conflicts
3. Fight or flight response
4. Stereotypes
Task Fixation, Process Blindness
Individuals within teams justify any behavior as okay if it contributes to successful completion of the tasks needed in achieving the goal. When placed in a team building workshop these members demonstrate little or no concern for how the group functioned during a (team building) goal – the process. We were able to magnify this view by placing time constraints on performance of exercises.
With this mindset, any means justify the end, like sacrificing team members, forming sub-groups to the exclusion of others, or not getting the commitment of all team members. They respond to dissent with “We had to do that to get the job done.” Even if there were casualties along the way, who can argue with success,? You can, if you were one of the casualties.
In a new group that is fixated totally on task success, individuals focus on their own needs to the exclusion of the needs of others. There is no support, recognition that individual differences are a potential benefit, deferring of egos, brainstorming, seeking commitment, or flexibility. However subtle or covert, selfish competition is deemed necessary to expedite the achievement of the goal.
Internal Conflicts
Internal conflicts generally make up part of the group dynamics when establishing a new team. Leadership: do we need a leader, who is going to lead, or will we follow the appointed leader? Groups that are asked to perform leaderless tasks or act as a volunteer team struggle most with issues of leadership. In many of our team building seminars, groups explain that many of our exercises would have been easier if we had appointed a leader. Yet, after having experimented with assigning a leader, we observed the group’s behavior did not change. The only difference is that one person, the leader, becomes frustrated by his/her inability to get the groups cooperation and the battle for influence and power still continues.
Overbearing or dominant individuals scramble to be recognized and gain influence with others. Disagreements over ideas quickly are positioned as win-lose alternatives. Accepting my ideas mean rejecting yours. It is not uncommon to see executives’ egos keep them from “dimming their headlights” and deferring to other team members.
Who’s in and who’s out is another conflict which often exists as part of the dominant-individual struggle. “We” versus “Them,” cliques, groups within groups are terms used to describe this situation. In new groups this struggle is fostered by the need to find someone who will support your (team building) ideas. Once found, the divisiveness of positions or lobbying for a majority vote starts. The “outs” resent the “ins” and will resist their ideas, sabotage their plans, or simply refuse to be fully functioning members of the team.
Fight versus Flight
Likewise, in many of our team building seminars, the following fight or flight behaviors were observed:
o Unwillingness to listen to others
o In-fighting for positions or fear of speaking up
o Trust problems with other individuals, resulting in withdrawal
o Taking the task too lightly
o Poor group planning
o Non-involvement
o Silence as preferable to vulnerability
Regardless of the behavior, the outcome is the same: the team loses energy, resources, and creativity. Decisions are made and plans are implemented with less than total group input and support. It is frustrating to be a team member when fight or flight behavior is exhibited. Unless the team is organizationally mandated to remain in existence, this dissatisfaction and frustration among the members will cause it to perish.
Stereotypes
New groups are particularly susceptible to this struggle when individual differences recognized and taken into consideration, or generalizations about motives and behaviors are made about the members of a group?
One of the first common stereotype behavior to emerge, that we have observed, is in male/female roles. More often that not, females are given a secondary role, are not allowed to perform physical tasks like lifting others, and are sometimes listened to as a last resort. A more subtle stereotyping occurs when physical size is equated with strength, balance, and athletic agility. Often, the largest male is often forced into the position of lifting, carrying, or pulling others even when activities in later exercises prove this stereotype, equating size with strength, is false.
We are constantly amazed, how rapidly stereotypes are made about individuals. These generalizations serve as blinders and keep the group from using all the resources available to the team.
Action Items for Start Up Teams
1. Collectively identify how the group will function.
The challenge for a new group is to establish a way of operating that will allow process issues to be noticed, discussed, and taken into account as the group works on the tasks to be accomplished. New groups could profitably invest time in talking about some key issues:
o How should we function as a group
o How should we make and execute decisions
o What do we expect from each other
o How do we monitor our process so that it doesn’t become a problem
Groups that become cohesive and maintain effective teamwork balance attention to tasks and to process issues. Effective team members do not fixate on either; they monitor both and openly discuss needed improvements.
2. Create a win-win partnerships atmosphere.
When teams are functioning effectively, disagreements or differing views are explored not to declare any one view the winner, but to seek the best decision. A team, where the free flow of information is promoted, creates not a win-lose environment but an environment encouraging discussion that leads to better decisions than any of the original positions presented.
The group will go through a phase when power struggles predominate unless the leader or a team member establishes a mode of operation and has courage to point out when power struggles are occurring within the team.
Functioning teams realize that leadership can shift from one to another member of the team depending on the task at hand. The designated leader knows that leadership can be shared or transferred without a any loss of power.
3. Manage fight versus flight behavior.
Teamwork means managing fight or flight behaviors so they do not become counterproductive. All members take the responsibility for monitoring these behaviors and focus the group’s attention on resolving them when they occur.
4. Test out your assumptions about team members.
Teamwork demands clarity with regard to what each member wants, needs, and is willing to do. No assumptions are made or left unchecked. Profitable time can be spent discussing each team member’s answers to these three questions:
A. What should other team members do more of because it helps me be a more productive team member?
B. What should other team members stop doing because it hinders my productivity and contribution as a team member?
C. What should other team members start doing because this will help me be a more active and contributing member of this team?
This process will clarify the multiple roles of team members and prevent stereotypes and assumptions from determining the group’s behavior.
If you would like to learn more about our Team Building Seminars, and how they can help your team operate more effectively, please contact a CMOE Regional Manager. You can reach them at (801)569-3444 or visit our web site at www. cmoe.com
Team Building Seminars Why New Teams Struggle - To learn more about this author, visit Steven J Stowell's Website.
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During thirty years of research and observation, we have evaluated countless groups that struggle to become a effective team. These teams had four common issues that whether they were strangers or intact work teams.
Four common and consistent inhibiting these start-up groups from functioning as a team include:
1. Task fixation, process blindness
2. Internal Conflicts
3. Fight or flight response
4. Stereotypes
Task Fixation, Process Blindness
Individuals within teams justify any behavior as okay if it contributes to successful completion of the tasks needed in achieving the goal. When placed in a team building workshop these members demonstrate little or no concern for how the group functioned during a (team building) goal – the process. We were able to magnify this view by placing time constraints on performance of exercises.
With this mindset, any means justify the end, like sacrificing team members, forming sub-groups to the exclusion of others, or not getting the commitment of all team members. They respond to dissent with “We had to do that to get the job done.” Even if there were casualties along the way, who can argue with success,? You can, if you were one of the casualties.
In a new group that is fixated totally on task success, individuals focus on their own needs to the exclusion of the needs of others. There is no support, recognition that individual differences are a potential benefit, deferring of egos, brainstorming, seeking commitment, or flexibility. However subtle or covert, selfish competition is deemed necessary to expedite the achievement of the goal.
Internal Conflicts
Internal conflicts generally make up part of the group dynamics when establishing a new team. Leadership: do we need a leader, who is going to lead, or will we follow the appointed leader? Groups that are asked to perform leaderless tasks or act as a volunteer team struggle most with issues of leadership. In many of our team building seminars, groups explain that many of our exercises would have been easier if we had appointed a leader. Yet, after having experimented with assigning a leader, we observed the group’s behavior did not change. The only difference is that one person, the leader, becomes frustrated by his/her inability to get the groups cooperation and the battle for influence and power still continues.
Overbearing or dominant individuals scramble to be recognized and gain influence with others. Disagreements over ideas quickly are positioned as win-lose alternatives. Accepting my ideas mean rejecting yours. It is not uncommon to see executives’ egos keep them from “dimming their headlights” and deferring to other team members.
Who’s in and who’s out is another conflict which often exists as part of the dominant-individual struggle. “We” versus “Them,” cliques, groups within groups are terms used to describe this situation. In new groups this struggle is fostered by the need to find someone who will support your (team building) ideas. Once found, the divisiveness of positions or lobbying for a majority vote starts. The “outs” resent the “ins” and will resist their ideas, sabotage their plans, or simply refuse to be fully functioning members of the team.
Fight versus Flight
Likewise, in many of our team building seminars, the following fight or flight behaviors were observed:
o Unwillingness to listen to others
o In-fighting for positions or fear of speaking up
o Trust problems with other individuals, resulting in withdrawal
o Taking the task too lightly
o Poor group planning
o Non-involvement
o Silence as preferable to vulnerability
Regardless of the behavior, the outcome is the same: the team loses energy, resources, and creativity. Decisions are made and plans are implemented with less than total group input and support. It is frustrating to be a team member when fight or flight behavior is exhibited. Unless the team is organizationally mandated to remain in existence, this dissatisfaction and frustration among the members will cause it to perish.
Stereotypes
New groups are particularly susceptible to this struggle when individual differences recognized and taken into consideration, or generalizations about motives and behaviors are made about the members of a group?
One of the first common stereotype behavior to emerge, that we have observed, is in male/female roles. More often that not, females are given a secondary role, are not allowed to perform physical tasks like lifting others, and are sometimes listened to as a last resort. A more subtle stereotyping occurs when physical size is equated with strength, balance, and athletic agility. Often, the largest male is often forced into the position of lifting, carrying, or pulling others even when activities in later exercises prove this stereotype, equating size with strength, is false.
We are constantly amazed, how rapidly stereotypes are made about individuals. These generalizations serve as blinders and keep the group from using all the resources available to the team.
Action Items for Start Up Teams
1. Collectively identify how the group will function.
The challenge for a new group is to establish a way of operating that will allow process issues to be noticed, discussed, and taken into account as the group works on the tasks to be accomplished. New groups could profitably invest time in talking about some key issues:
o How should we function as a group
o How should we make and execute decisions
o What do we expect from each other
o How do we monitor our process so that it doesn’t become a problem
Groups that become cohesive and maintain effective teamwork balance attention to tasks and to process issues. Effective team members do not fixate on either; they monitor both and openly discuss needed improvements.
2. Create a win-win partnerships atmosphere.
When teams are functioning effectively, disagreements or differing views are explored not to declare any one view the winner, but to seek the best decision. A team, where the free flow of information is promoted, creates not a win-lose environment but an environment encouraging discussion that leads to better decisions than any of the original positions presented.
The group will go through a phase when power struggles predominate unless the leader or a team member establishes a mode of operation and has courage to point out when power struggles are occurring within the team.
Functioning teams realize that leadership can shift from one to another member of the team depending on the task at hand. The designated leader knows that leadership can be shared or transferred without a any loss of power.
3. Manage fight versus flight behavior.
Teamwork means managing fight or flight behaviors so they do not become counterproductive. All members take the responsibility for monitoring these behaviors and focus the group’s attention on resolving them when they occur.
4. Test out your assumptions about team members.
Teamwork demands clarity with regard to what each member wants, needs, and is willing to do. No assumptions are made or left unchecked. Profitable time can be spent discussing each team member’s answers to these three questions:
A. What should other team members do more of because it helps me be a more productive team member?
B. What should other team members stop doing because it hinders my productivity and contribution as a team member?
C. What should other team members start doing because this will help me be a more active and contributing member of this team?
This process will clarify the multiple roles of team members and prevent stereotypes and assumptions from determining the group’s behavior.
If you would like to learn more about our Team Building Seminars, and how they can help your team operate more effectively, please contact a CMOE Regional Manager. You can reach them at (801)569-3444 or visit our web site at www. cmoe.com
Team Building Seminars Why New Teams Struggle - To learn more about this author, visit Steven J Stowell's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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