How to Build a Team for an Organization?

Team Building activities follow a process. This team-building process consists of a few typical stages. Newstrom and Davis have depicted the stages in their book Organizational Behavior. Let’s know how to build a team for an organization.

These-stages are shown diagrammatically as follows:

How to build a team

1. Identification of a problem: The first stage of a team building process in the identification of a problem. The success of team building efforts depends on team building efforts depends on accurate identification of the problem.

2. Collection of relevant data: After identification of the problem relevant data and information both primary and secondary sources should be exploited by resorting to appropriate statistical methods.

3. Data feedback and confrontation: At this stage, data feedback is provided to the concerned teams and members. Early feedback helps bring a prompt change of methods and manage team problems effectively. This teams and collector becomes controlled.

4. Problem-solving experience: At the fourth stage of the team building process, the member is encouraged to direct equal attention toward the group’s interaction. Because without sharing the experience, proper action plans cannot be taken.

5. On the application and follow-up: Problem-solving study findings should be applied on the job. Then monitoring, examining and adjusting the own actions, teams evaluate the performance and improve the team effectiveness. It may take some time of course. By following the typical stages of team building we can say that a team might be formed. But sequence can be maintained. Otherwise, the cycle may be affected.

6. Role analysis Techniques: The role analysis techniques intervention designed to clarify role expectations and obligation to team members to improve team effectiveness.

How to Build a Team
How to Build a Team

7. Interdependency Exercise: Interdependency is a useful intervention of team members has expressed a desire to improve cooperation among themselves and among their units.

8. A role Negotiation Technique: Role negotiation intervenes directly in the relationships of power, authority, and influence within the groups.

9. The approach and concerns exercise: The appreciations and concerns exercise may be appropriate if interview data suggest that one of the deficiencies in the interactions of members of a group is lack of expression of appreciation.

10. Visioning: Visioning is a term used for an intervention in which group member in one more organizational groups develop and describe their vision of what they want the organization to be like in the future.

11. Force-field Analysis: This technique rests on several assumptions: the present state of things is a quasi-stationary equilibrium representing a resultant in a field of opposing forces.

12. Constructive interventions: The appreciation and concerns and the appreciative inquiry exercise have major personal feedback components. Ideally, some of this training occurs prior to the team-building sessions. However, training can be conducted in the context of team building workshops.

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