A Toolkit for Volunteer Leaders

Leadership

[Styles] [Teamwork] [Conducting Meetings] [Small Group Dynamics] [Personal Goals] [Organizing Committees] [Self Image] [Mentoring] [Decision Making]

TEAMWORK L-2

It looks so easy when a group works well together. But teamwork doesn't just happen, it must be developed. Everyone knows the meaning of "teamwork." Right? At least, we think we do. For some people, teamwork means "getting people to do the job my way."

Included in this module are stages of team development and behaviors which contribute to the building of a team spirit. The role of facilitative leadership (see module L-1) in team building will also be examined.

Consensus building is a technique that many groups use to strengthen their sense of teamwork. Specific guidelines are provided in module L-9 (decision making) to develop consensus out of diverse opinion.

Most organizations have officers that are elected annually. The officer team is usually the glue that keeps the local organization working together. General duties of officers will be reviewed. Some options will be suggested for reorganizing and strengthening the officer team. If your group does not have formal officers, you may skip this section.

LEARNING OBJECTIVES

After mastering this module, you should be able to:

1. Describe the stages of team development.
2.Recognize behaviors which contribute to team building.
3.Identify the leadership roles necessary to develop a cohesive team.
4.Write a list of duties for club officers.

WHY TEAMWORK?

Much of our life is spent in team activities--as a family, on the job, and in community associations. Our accomplishments often depend on cooperative effort. Experience shows the value of teamwork on worker motivation. Teamwork can lead to (a) increased work output, (b) greater creativity, (c) increased work quality and (d) higher morale.[1] The results of a cooperative effort are often greater than the sum of the effects of the individual actions taken independently. Teamwork often results in better decisions and greater accomplishment.

The Japanese corporate management style has drawn much attention in recent years. The Japanese stress management through teamwork, where a spirit of family is developed, information is shared, and decisions are jointly made. In contrast, our American society often encourages competition and independent effort over teamwork. "The best way to get something done is to do it yourself." "Winning is the name of the game." Jokes about committees are used to ridicule cooperative effort, e.g., "a camel is a horse put together by a committee." We quickly become intolerant and impatient with others, and use force to get our way. This often works against our democratic ideals.

What is involved in team building? How do you get the magic of teamwork to work for you?

STAGES OF TEAM DEVELOPMENT

Team building is a gradual process which requires time and skill. The following stages help clarify that process.[2] In what stage are the groups to which you belong?

Stage 1: Get Acquainted

As a group first comes together polite, superficial dialogue occurs as we introduce ourselves to one another. We are guarded and controlled in what we say, and avoid disagreement. Based on our first impressions (or past experiences) we start to categorize each other and project future behavior. Some groups, particularly social groups, never progress beyond this stage.

Stage 2: Group Ideals

Members begin to question the team's purpose, and to set objectives as to what the group is to accomplish. Members begin to express divergent opinions, and hidden agendas are sensed. Selective listening occurs, without real understanding. Differences are covered up, and the group "pushes ahead." Ambitious goals are established. These goals are usually general in nature, tend to overestimate the contribution each member will make, and underestimate the amount of time required. Members go along with the motions made, but often with limited commitment. Where there is conflict, decisions are put off.

Stage 3: Personal Agendas

Members begin to question the costs and benefits of their involvement, i.e., how much work will be involved, how will it benefit me, who will get the credit. Members are suspicious of each other's motives. As individual agendas are identified and expressed, members with similar needs and viewpoints begin to form alliances. Individuals become defensive and argumentative as differences surface. Little real listening occurs. Contrary ideas are often rejected without hearing them out. Gossip and rumors work against a team spirit. Members use power politics to get their way. Members become impatient with the group's progress, and some drop out.

Attention is given to the talents and skills which each member might contribute to the effort. Hidden talents go undiscovered as the group is still dealing at a superficial level and is still blinded by first impressions and stereotypes. Humor is often sarcastic and negative.

Stage 4: Negotiation

Members begin to clarify end goals, and to negotiate means to reach those goals. There is a strong need for structure, which leads to a struggle for leadership. Individual agendas become more public. Group decisions are influenced as much by emotion and alliances as by logic. Voting is used to force decisions. This causes some individuals to feel left out. Some members are silent while others dominate. Actions are taken, but often not to the satisfaction of all members.

The group has difficulty with follow-through, as many members are unwilling to change their personal schedules to accommodate the work of the group. Usually, however, at least a few members are willing to sacrifice individual agendas for the benefit of the group, and the team persists in its task.

Stage 5: Consensus

Compromise begins to emerge. Personal agendas are adjusted to accommodate others. Members strive to really listen to one another, and better understanding results. Information is openly shared. Questions are asked and issues clarified. Individuals continue to disagree, but they do so in an open, respectful manner. Individuals talk out their differences and strive for consensus, without being pressured to conform.

Leadership responsibilities are shared, with the emphasis on facilitating rather than directing. The problem solving process is understood and used. Everyone's input is sought. Members have the opportunity to buy into the decision, resulting in a deeper personal commitment.

A higher level of trust develops. The group becomes more relaxed and open. Members are supportive of one another. Creativity flourishes. Members feel good about themselves, and are pleased with the progress being made. A team spirit has developed.

When new members join, the group regresses to an earlier stage, and team building begins anew. Sometimes a controversial issue will cause the team to regress. So teamwork is constantly being built and lost. Team members must be aware of this and keep trying to rebuild the team. As they do, certain behaviors will help.

BEHAVIORS WHICH CONTRIBUTE TO TEAM BUILDING

While there is no single model to good teamwork, certain elements are crucial to the building of a cohesive team. These are: [2]

Intimacy and respect

Members trust and share openly with one another. They value the uniqueness each brings to the group, and are sensitive to their differing needs and interests. The objective is not necessarily for everyone to like one another, but rather to understand and respect each other enough to work together in a cooperative supportive manner.

Open Communication

Information is freely shared, with no hidden agendas. Members are not afraid to speak up because of what others might say. Conflict (difference of opinion) is dealt with openly in a caring, respectful manner.

Listening

Members really listen to one another, and strive for better understanding. Questions are asked for clarification.

Common Objectives

The group has clear objectives, developed and mutually supported by group members.

Mutual Support

Members support and encourage one another. They give each other feedback, including constructive criticism.

Consensus Decision-Making

There is balanced participation in group discussion, without any one dominating. All members are directly involved in making group decisions. Members are skilled in the problem-solving process. Major decisions are made through consensus rather than majority vote. The group is concerned with building group harmony as well as task accomplishment.

Facilitative Leadership

Meetings are well planned and organized, with a clear agenda. Members establish ground rules for the operation of the group. Group leaders facilitate rather than control and direct group decision making.

Fun

Group work is made to be fun. Positive humor is used to relieve tension, and to create a relaxed atmosphere.

Use Member Resources

A conscious effort is made to become aware of each member's interests, knowledge, abilities and experience, and then to fully utilize them by matching them to the needs of the group. Members accept responsibility, and follow-through.

LEADERSHIP ROLES NECESSARY TO DEVELOP A COHESIVE TEAM

Team spirit doesn't just happen. It must be developed. The following leadership roles are essential to the development of a creative, team-oriented group. These roles can be assumed by group members as well as officers. Unless someone consciously fills these roles, it is unlikely that a team spirit will develop.[2]

Involving Role

This entails motivating others by getting them involved in sharing ideas, discussing issues, working out problems and making group decisions. It involves asking questions--preferably open-ended questions, that start with "how, what, where, when," and "why," rather than closed- ended questions that start with "is, are, do," or "have." Closed-ended questions are constricting. They are answered with a "yes" or "no" or short phrase. Open ended questions, in contrast encourage the person to share further. For example, the question "What are your thoughts on this?", will be more involving than the question "Do you agree?" The involving role is carried to extreme when a person feels interrogated, and becomes defensive.

Listening Role

Team builders actively listen to others. This requires a certain physical presence--facing the person squarely, eye contact, supportive facial expressions, nodding, leaning forward, saying "good point," "go on," "explain that further," etc.--to indicate you are interested. Active listening also involves summarizing back to the person, in your own words, what you feel were the key points and feelings expressed. Then you wait for the other person to correct you, agree with you or continue talking. Such feedback ensures that the message received is what was intended.

Consensus Building Role

Consensus is built by clarifying and reaching agreement on the problem (or need), before debating possible "solutions." Alternatives are then explored, and modified to accommodate the needs and concerns of other group members, until a solution is found that is acceptable to all. Consensus avoids the forcing of decisions through majority vote. If a group gets bogged down, time is taken to clarify the objections of each side, and to modify the proposal to overcome those objections. (Consensus is discussed more fully in module L-9 on decision making.)

Supporting Role

Team builders support and encourage one another, recognizing talents, building self-confidence and trust. They are accepting of others, acknowledging that each person's thoughts, concerns and reasoning are important to the group. (Acceptance doesn't have to mean agreement, however.) Team builders give frequent recognition, brief praising for good work and good ideas. They are able to confront unsatisfactory behavior in a positive, caring manner.

Facilitating Role

The facilitator provides structure for planning and action to take place. This involves establishing an agenda and budgeting meeting time (directive leadership). It also involves helping the group decide how the meeting is to be conducted and it entails keeping communication channels open, but on target (democratic leadership). The facilitator helps group members reach their own conclusions rather than directing them to predetermined conclusions. Helpful suggestions are given--preferably through the use of questions, like, "Would it help if...?" rather than directives like, "You should...." The facilitator also makes the group aware of available resources. As a group matures, leadership needed tends to move from the directive to the democratic and then to the indirect leadership style (see module L-1).

GROUP SIZE

Finally, how well a team works together is dependent on group size. The best team size is 2-5 people. A team of 5-10 is workable; a team of 10-15 is difficult. The development of a cohesive team out of 15 or more people is unlikely, unless the group is frequently divided into sub-groups and frequent team building exercises are planned. The use of committees, discussed in the prior chapter, can provide such small group intimacy. Team building is an on-going process that involves more than a periodic pep talk.

OFFICERS

Officers have a major influence on the team spirit and behavior of a group, and on how effective the group is in accomplishing its goals. Different organizations use different officers. Usually, these are elected by tradition. There are no particular offices that "must" be filled. The organization's purpose, organization and annual plan of work will determine what officers are needed. Officers usually found in organizations, along with

their duties, include:

PRESIDENT who 1. Presides at meetings. 2. Represents the organization to the public. 3. Sees that all club members have a part in each meeting. 4. Helps plan program for the year. 5. Votes only when there is a tie. 6. Calls another person to the chair to temporarily preside when wishing to take part in the discussion. Appoints committees with help of executive committee or general membership.

VICE-PRESIDENT who 1. Performs all the duties of the president when president is absent. 2. Helps plan program for the year. 3. Coordinates committee work. 4. Helps president with special meetings.

SECRETARY who 1. Keeps a complete record of club minutes. 2. Calls roll and keeps a record of attendance. 3. Reads minutes of the previous meeting. 4. Handles club correspondence. 5. Reads all information that comes to the club.

TREASURER who 1. Makes a report at each receipts and expenditures and of the club's treasury. 2. Pays bills voted by bills on file. 3. Suggests ways of raising money for club expenses. 4. Is a member of the fund raising committee.

NEWS REPORTER who 1. Writes interesting news articles about club's activities and sends them to newspapers and/or radio. 2. Keeps a scrapbook of news clippings, photos, banquet programs, etc.

Other less common offices may include:

RECREATION LEADER who 1. Plans any social hours or group recreation. 2. Helps arrange for refreshments, if any are to be served, at club meetings. 3. May ask others to take turns in conducting the recreation.

SERGEANT AT ARMS who 1. Assists the President in maintaining order 2. Sets up meeting room chairs, tables, equipment. 3. Introduces guests.

PARLIAMENTARIAN who 1. Assists the President, when requested, by making suggestions or rulings on the best way to handle a procedural problem.

OFFICER SELECTION AND TRAINING

Whatever officers are used by a group, their effectiveness depends on good orientation and training. This begins with elections.

Too many groups find themselves at the first meeting of the new year when someone suggests, "We need to elect officers today." What results is often a half-hearted effort that may be nothing more than a popularity contest.

Module V-3 in this curriculum provides tips on how to be more productive in selecting and recruiting people to serve. In making nominations, the special qualifications of the individual should be clearly stated, e.g., "I would like to nominate Tom Jones for president because...." Follow the example of the presidential nomination conventions, and include seconding speeches. Such nominating speeches clarify expectations, give recognition and indicate support. Make your election of officers invigorating.

Once elected, the chair or executive group as a whole should take time to discuss and clarify expectations, preferably in writing, for each officer and committee assignment relative to the group's goals and plan of work for the year. Clarify and build on the preceding statements of officer responsibilities. This simple exercise can help overcome the uncertainty of expectations many newly elected officers have on taking office, and in turn help mold a dynamic leadership team. Without such orientation, newly elected officers are often unsure of their jobs and as a result accomplishments suffer.

EXERCISES

Exercise 1: a. Use the attached "Evaluation Form - Group Process." to evaluate team building within your organization or group.

b. Now develop a list of actions that might be taken to strengthen teamwork within that organization.

Within your study group, divide into small groups of three to five. (If everyone in the study group does not belong to the same organization, segregate yourselves so that everyone in each of the small groups evaluated the same organization.) Review each of the criteria. Ask each person to indicate how he rated the group on that item, and why. Then develop a composite list of actions that might be taken to strengthen teamwork within that organization.

Exercise 2: Complete the following statements. Multiple responses are encouraged.

a. "The hardest kind of person for me to get along with is ...."

b. "In my opinion, a good chairman is someone who ...."

Share (and discuss) your responses to statements (a) and (b) with others in your study group. Take no more than twenty minutes for this part of the exercise.

Now, as a group, discuss the following statements. Take no more than ten minutes per statement.

c. "I feel closest to others when ...."

d. "I get impatient with others when ...."

Take time to reflect on the following: How did you feel working in the study group compared to working alone? What did you learn about team building through this exercise?

Evaluate your group progress in team building. Rate each variable by circling one of the numbers on the 1 to 5 scale. This will indicate how close you feel your group is to either extreme.

1 = Missing Completely 5 = Operating Ideally

REFERENCES:

[1] See research of Douglas McGregor, Chris Argyris and Renis Likert.

[2] Larry Dunn, "Teamwork Training Module," Family Community Leadership Program,Cooperative Extension Service, Colorado State University. Gibson, Moore & Lueder, "Teamwork in Cooperative Extension Programs," University of Wisconsin - Extension, 1980. Dyer, W.G., Team Building: Issues and Alternatives, Addison Wesley Publishing Co., 1977.

[3] Michael Doyle and David Straus, How To Make Meetings Work, Wyden Books

[4] Northwest Regional Educational Laboratory, Field Associate Guide to Rural Development,1978.