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refers to a wide range of activities, presented to businesses, schools, sports
teams, religious or nonprofit organizations designed for improving team performance.
Team building is pursued via a variety of practices, and can range from simple bonding
exercises to complex simulations and multi-day team building retreats designed to develop
a team (including group assessment and group-dynamic games), usually falling somewhere
in between. It generally sits within the theory and practice of organizational development,
but can also be applied to sports teams, school groups, and other contexts. Team building is
not to be confused with "team recreation" that consists of activities for teams that are
strictly recreational. Teambuilding is an important factor in any environment, its focus is to
specialize in bringing out the best in a team to ensure self development, positive
communication, leadership skills and the ability to work closely together as a team to
problem solve.

Work environments tend to focus on individuals and personal goals, with reward &
recognition singling out the achievements of individual employees. "How to create effective
teams is a challenge in every organization". Team building can also refer to the process of
selecting or creating a team from scratch.


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Reasons for Team Building include

a Improving communication
a Êaking the workplace more enjoyable
a Êotivating a team
a „etting to know each other
a „etting everyone "onto the same page", including goal setting
a Teaching the team self-regulation strategies
a Helping participants to learn more about themselves (strengths and weaknesses)
a Identifying and utilizing the strengths of team members
a Improving team productivity
a ºracticing effective collaboration with team members

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Team building exercises consist of a variety of tasks designed to develop group members
and their ability to work together effectively. There are many types of team building
activities that range from kids games to games that involve novel complex tasks and are
designed for specific needs. There are also more complex team building exercises that are
composed of multiple exercises such as ropes courses, corporate drumming and exercises
that last over several days. The purpose of team building exercises is to assist teams in
becoming cohesive units of individuals that can effectively work together to complete tasks.

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This type of team building exercise is exactly what it sounds like. Communications
exercises are problem solving activities that are geared towards improving communication
skills. The issues teams encounter in these exercises are solved by communicating
effectively with each other.

Ȉ „oal: Create an activity which highlights the importance of good communication in team
performance and/or potential problems with communication.

 
   

 

ºroblem Solving/Decision making exercises focus specifically on groups working together

to solve difficult problems or make complex decisions. These exercises are some of the
most common as they appear to have the most direct link to what employers want their
teams to be able to do.

Ȉ „oal: „ive team a problem in which the solution is not easily apparent or requires the
team to come up with a creative solution


 

These exercises focus on aspects of planning and being adaptable to change. These are
important things for teams to be able to do when they are assigned complex tasks or
decisions.

Ȉ „oal: Show the importance of planning before implementing a solution

 
 

A trust exercise involves engaging team members in a way that will induce trust between
them. They are sometimes difficult exercises to implement as there are varying degrees of
trust between individuals and varying degrees of individual comfort trusting others in
general.

Ȉ „oal: Create trust between team members


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a simple social activities - to encourage team members to spend time together

a group bonding sessions - company sponsored fun activities to get to know team
members (sometimes intending also to inspire creativity)
a personal development activities - individual programs given to groups (sometimes
physically challenging)
a team development activities - group-dynamic games designed to help individuals
discover how they approach a problem, how the team works together, and discover
better methods
a psychological analysis of team roles, and training in how to work better
together(and combinations of the above)

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A. The following are the important requirements of team building process:-

B. º

#ºlans are drawn and made. Individuals from the team can also participate
in decision making process by participative decision making. After approval, the
copies of the plan is distributed among the members of the team and it is made
crystal clear that every member have understands the plan. ºrogress shall be
monitored against the plan.
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  $ % #„enerally the team building effort is ad hoc in
nature that is no formal prior planning is done before forming the team.
D.   º  # If you want to build a team rather than just bond the
individuals closer, you need a structured process. You need to decide before you
start what improvements you want and can realistically expect the team to achieve.
E. 



& #

1. Êembers sharing leadership responsibility and rotating other roles as needed.

2. All participating in idea generation, problem solving, and decision-making.

3. Êembers showing support, respect, and trust for one another.

4. All taking actions and doing work that is necessary to reach team goals.

5. Êembers managing conflict by confronting issues and inappropriate behaviors.

The best teams display these characteristics in their roles, attitudes, behaviors, and
working as group and dedicated individuals. Team members need to help each other
work towards developing these characteristics to build their continued work ethic
and skills. As teams continue to grow in popularity within business, understanding
and using the five characteristics of great teams may help teams and organization
measure their success in team development.
F. 
 # There must be an awareness of unity on the part of all its members.
 „.    
 
  # There must be interpersonal relationship. Êembers
must have a chance to contribute, learn from and work with others.
H. ÿ  "
#The member must have the ability to act together toward a common
goal.

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American psychologist Bruce W. Tuckman developed an influential model of team

development, first enunciated in a 1965 article DzDevelopmental sequence in small groups,dz
published in    . Tuckmanǯs model traced the evolution of a team
through four stages: forming, storming, norming and performing. Tuckman argued that
these stages were necessary to build an effective team.

The chart below outlines the four stages of team building in the Tuckman model.

Bruce Tuckman¶s model of team development

Stage Characteristics Team leader role
Outlines mission; looks for agreement on
Team meets (formation);
A
 team roles, rules, guidelines for decision-
begins collective work
making 
Team deals with confusion
and conflict over goals, Facilitates discussion; ensures common
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decision-making, roles and understanding of agreements
control
Team accepts goals, roles, Encourages norming process; supports and
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rules; works positively coaches; celebrates success
Team focuses on achieving
goals; personal growth for Encourages high performance; facilitates
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team members; conflict communication; celebrates success
handled positively

In 1977 Tuckman added another stage to the model: adjourning. In this phase the team
completed its task and dissolved. (Some have also labeled this fifth stage Dzmourning,dz as
members of an effective team will feel some level of disappointment and sadness when
their team is broken up.)

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High dependence on leader for guidance and direction. Little agreement on team aims
other than received from leader. Individual roles and responsibilities are unclear. Leader
must be prepared to answer lots of questions about the team's purpose, objectives and
external relationships. ºrocesses are often ignored. Êembers test tolerance of system and
leader. Leader directs
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Decisions don't come easily within group. Team members vie for position as they attempt
to establish themselves in relation to other team members and the leader, who might
receive challenges from team members. Clarity of purpose increases but plenty of
uncertainties persist. Cliques and factions form and there may be power struggles. The
team needs to be focused on its goals to avoid becoming distracted by relationships and
emotional issues. Compromises may be required to enable progress. Leader coaches

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Agreement and consensus is largely forms among team, who respond well to facilitation by
leader. Roles and responsibilities are clear and accepted. Big decisions are made by group
agreement. Smaller decisions may be delegated to individuals or small teams within group.
Commitment and unity is strong. The team may engage in fun and social activities. The
team discusses and develops its processes and working style. There is general respect for
the leader and some of leadership is more shared by the team. Leader facilitates and
enables

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The team is more strategically aware; the team knows clearly why it is doing what it is
doing. The team has a shared vision and is able to stand on its own feet with no
interference or participation from the leader. There is a focus on over-achieving goals, and
the team makes most of the decisions against criteria agreed with the leader. The team has
a high degree of autonomy. Disagreements occur but now they are resolved within the
team positively and necessary changes to processes and structure are made by the team.
The team is able to work towards achieving the goal, and also to attend to relationship,
style and process issues along the way. team members look after each other. The team
requires delegated tasks and projects from the leader. The team does not need to be
instructed or assisted. Team members might ask for assistance from the leader with
personal and interpersonal development. Leader delegates and oversees