We understand teamwork that activity is not only done. It is the joint work of two or more people who present or generate the result. Undoubtedly there is a lot of literature about teamwork. In this article, we want to explain some strategies, tips that will help you work well as a team.
Teamwork is not something big projects or big challenges, any daily activity we do with someone can be teamwork and should focus well.
How to work well in a team?
Leadership, the most important characteristic
Not that it seems weird, all teamwork must have a leader, a facilitator, a coach. We have to be careful not to confuse a leader with a dictator. A leader should not be imposed on the group unless it is very necessary.
Mark a goal
As a team, an important characteristic that will lead us to success is to take into account that we work to achieve a goal, a result, if we get the interests of all team members are common we will have made each member get the best out of him same
It is good to celebrate the achievements with the team, but not only the great achievements but small things that make the team feel involved in the work and feel that it is part of a team that makes things work.
The results, the best motivator
In my experience, the best way to motivate a team to work more and better is from a good dynamic of results, and this depends on the expectations that are generated to the team, careful to generate very high expectations for a team because if not Get can easily demotivate.
Responsibility without sufficient authority
Many times project managers have responsibility but lack authority. For the project manager’s approach to be successful, it will be necessary for each team of those affected by this success to agree to collaborate and to coordinate efforts so that no employee receives orders to do two different things at the same time.
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5 activities to strengthen your work in the team
No need to climb a mountain or paddle in a fast to exercise the skills of teamwork.
Activity 1: The communicator.
You only need paper and pencil to test your communication skills. A person in the group makes a drawing, hidden for the others (you can start with geometric figures or simple lines). Then, try to instruct the rest to reproduce it on their papers (e.g. “draw a rectangle on the right side of the page …”). When finished, the original is compared with the reproductions made. In general, the differences between the different versions are so great that reflection is triggered about speaking, listening and interpreting. The difficulty can be increased by doing the activity in another language, prohibiting the questions, or replacing the drawing by construction with blocks that are assembled inside shoe boxes, to keep them out of sight of others.
Activity 2: Emotions in progress.
One of the members of the team is instructed to represent the role of a client who approaches the company or makes a claim in a certain emotional situation (anger, sadness, enthusiasm, etc.). The remaining participants must act to understand it and guide it towards an objective (purchase, retention, etc.). What is being sought? Train the perception and management of emotions in the workplace.
Activity 3: The sword of time.
The group is divided into two teams that must compete to complete in a limited time a similar challenge of a certain complexity, such as the assembly of a puzzle, a construction with office materials or the preparation of a sketch. The pressure of time often accentuates the difficulties of the groups to self-organize, since different strategies arise, conflicts for leadership and negotiation processes.
Activity 4: Digital collaboration.
Speaking only through email or chat, the group must create a wiki, blog or collaborative page, for example, to guide clients in a process, describe the advantages of the company or design a brochure. It allows training the skills of digital interaction when detecting the difficulties for effective communication.
Activity 5: The ideal team.
In cartons or cards of one color, each participant must list five individual strengths. On cards of another color, describe five characteristics of the people with whom you work well as a team. The cards of all are then put together and the “real team” is analyzed against the “ideal team.” You can draw or write how each one is, and discuss differences. The exercise allows reflecting on the strengths and weaknesses of individuals and the need to join as a team to enhance resources.
The theory about the generation and evolution of work teams
In 1965 the American North American psychologist Bruce Tuckman formulated a theory on the generation and evolution of work teams and divided them into four non-linear phases:
Training: When everything starts, the team members work hard and give their best to achieve the personal objectives set. It is a phase of unbridled energy.
Agitation: This phase appears when the discrepancies begin around the ideas, functions, and responsibilities; the roles of each member of the group are formed. It is a very critical stage, and some teams do not surpass it.
Normalization: After the storm comes calm, the members of the group assume their role and feel comfortable. At this moment, the teams usually dedicate themselves to efficiency in management.
Performance: Some teams manage to reach this stage; it is perceived as the team acts like one; they feel aligned with the strategy and execution.