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Team Building

Team Building

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Quick Overview

This model establishes a connection between subjects and problems within teams, the way these are discussed and the effect it has on team building. It is evident that the capacity for discussion concerning ‘soft’ issues such as relationships and feelings is dramatically low. If a team member does have the courage to discuss these aspects it has a tremendously high impact on team spirit. The model outlines four aspects that lead to discussion


Related Models: Drama TriangleTypology of CommunicationPrinciples of Effective LeadershipTeam BuildingPillars of CommitmentTypology of Knowledge WorkersCoachingHerzberg FactorsCoaching ArtsFace-to-Face CommunicationTrust EquationFormula of Trust

$5.20

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Details

The capacity for discussion in a team

 

Origin

We’re not sure about the origin of this model. One of our Models2use.com members did a course called Coach and Commitment and used his notes as inpiration for the model.   

Related Models: Drama TriangleTypology of CommunicationPrinciples of Effective LeadershipTeam BuildingPillars of CommitmentTypology of Knowledge WorkersCoachingHerzberg FactorsCoaching ArtsFace-to-Face CommunicationTrust EquationFormula of Trust

 

The model

This model establishes a connection between subjects and problems within teams, the way these are discussed and the effect it has on team building. It is evident that the capacity for discussion concerning ‘soft’ issues such as relationships and feelings is dramatically low. If a team member does have the courage to discuss these aspects it has a tremendously high impact on team spirit. The model outlines four aspects that lead to discussion:      

      Feelings:                90%;

      Relationships:         9%;

      Procedures:            0,9%;

      Content:                 0,09%.

The model proposes that the majority of situations to be discussed have most to do with feelings and relationships. The majority of situations that actually get discussed in teams has mostly to do with changes in procedures or content based issues. The truth remains, however, that actually discussing feelings, no matter how difficult, has the most positive impact on a close knit team.     

 

What can you do with the model?

Are you bothered by something, are you being held back, would you rather not go to work in the morning? Honestly ask yourself what the cause is, and have the courage to discuss it. You don’t always have to discuss it with your manager. You could also discuss it with someone you trust, or the colleague that is the source of the tension. Don’t try to solve the problem by focusing on procedures or content based changes. Focus on the feelings you’re having and discuss it openly.     

As a manager it’s important to listen to feelings being shared by your people. You won’t build any lasting trust with team members if you always focus on procedures. Take, for example, someone who doesn’t feel accepted as part of the team. He/she is treated as an outsider and team members don’t make an attempt to get to know him/her better. A measure demanding an ‘obligatory’ lunch once  a week is not a bad idea, but it won’t solve this particular problem. The person’s feelings won’t actually be discussed in a situation like this. In addition, it can be seen as a ‘forced’ situation and actually make the problem worse. A session in which team members are asked what their core values are could work to solve the problem. Everyone is asked to give one example of a positive work experience as well as a less positive experience. By starting a dialogue, feelings become discussable and there’s a good chance mutual respect will develop.   

This is obviously just one example. There are many other approaches that could be used. They all have one thing in common: you can’t solve emotional problems by talking about procedures.      

Good luck, follow your heart and talk about it! 

 

Related Models: 

-   Drama Triangle

-   Typology of Communication

-   Principles of Effective Leadership

-   Team Building

-   Pillars of Commitment

-   Typology of Knowledge Workers

-   Coaching

-   Herzberg Factors

-   Coaching Arts

-   Face-to-Face Communication

-   Trust Equation

-   Formula of Trust