Team Development

Where the demands of a job are fully predictable and can be specified precisely, and where individuals can undergo a course of training that enables the skills required to be developed to the desired standard, the matching of people to jobs becomes a straightforward business.  There is, however, one drawback; this is largely a vanishing scenario.  It applies least of all in the world that executives inhabit.  So volatile is this world that it is not unusual for the specific demands of a job to change even before a newly appointed executive has settled in, or for an appointee to start in a post without being fully aware of what the job entails.

The crunch question in the long run is not, therefore, what a prospective employee knows, or what specialist skills are possessed; what matters most, given a fair field of adequately qualified candidates, is how the chosen person is going to behave.  That is why team-role language was first brought into being.

The types of behaviour in which people engage are infinite.  But the range of useful behaviours, which make an effective contribution to team performance, is finite.  These behaviours could be grouped into a set number of related clusters to which the term “team role” is applied.

The workshop covers the building blocks to effective teamwork:-

• Clear objectives and agreed goals

• Openness and confrontation

• Support and trust

• Cooperation and conflict

• Sound procedures

• Appropriate leadership

• Regular review

• Individual and team Development

• Sound inter-group relations