Workplace skills.

Importance of teamwork

Universidad del Rosario

Ganna Mitchenko
Interculturality
 Team Work. Main concept.

Teamwork happens whenever a group of people work together. Herein each

person subordinates his or her individual interests and opinions to the unity and
efficiency of the group. While the person is still important, teamwork goes beyond
their individual accomplishments. Teamwork is most effective whenever everyone
involved works together towards the common goal.
It is important to support each other in a team so that the team will be successful
whenever it comes to reaching its goals. In this regard, members support one
another as they collaborate and communicate freely together. Of course, this
support also consists of encouraging one another through the struggles. All of this is
important because the more people are supportive of one another, the more
strength there is available for everyone to draw upon.
Many people should also realize that they are lucky to be a part of something that is
bigger than themselves. Whenever you’re fortunate enough to belong to a team you
are responsible for one another and must also be loyal to one another. You can’t
simply accept this opportunity though, you need to fully embrace it. This means
that you don’t worry about being better than your teammates, instead you make sure
that everyone feels appreciated in order for everyone to become better.
Why it’s Essential to Have a Clear Division of Labor within a Team
On the other hand a very important part of effective and fruitful teamwork actually lies
within the division of labor. This is when tasks are differentiated and labor is divided in
such a way that everyone does what they are good at and enjoy doing. Only then will
the outcome be able to truly enhance the team’s results.
There are two main benefits to the specialization and division of labor. First of all, it
allows group members to be able to use their strengths and abilities. Secondly, it will
help to avoid the redundancy of labor since it has been clearly delineated who does
what. Ultimately, this will result in a coordinated effort from the entire team. As such,
everyone will be better able to see precisely what results are going to be achieved
since there will be a team leader who’s responsible for keeping the team moving
towards its goal.

[Link]
 Tuckman’s Teamwork Theory
(The forming–storming–norming–performing
model of group development)
Tuckman describes working with a team of social psychologists, on behalf of the U.S. navy. The
team studied small group behavior, from several perspectives. In doing so, Tuckman reviewed 50
articles on group development and noticed that there were two features common to these small
groups: the interpersonal or group structure, and the task activity. From this he identified that
groups evolved into teams via four common stages.
Firstly an orientation, testing phase which often led to a period characterized by a degree of
conflict. This then generally resolved itself, leading to a more socially cohesive phase. Finally,
groups settled to a functional phase, during which they focused on role-relatedness. To
summarize these four phases, Tuckman coined the oft-quoted terms: “forming”, “storming”,
“norming” and “performing”.
Tuckman’s teamwork theory is best illustrated on a graph which shows the link between group
relationships (the horizontal axis) and task focus (the vertical axis). The optimal or “performing”
position is reached when relationships have developed within the group and it has started
delivering with a clear focus on the task.
However, Tuckman’s ideas clearly indicate that it takes time to reach the “performing” stage,
and it’s normal for these teams to go through ups and downs as they develop relationships.
Particularly in the early period, which is perhaps why Tuckman called it the “storming” phase!
The 4 Phases of Tuckman’s Teamwork Theory
 Forming:
The initial stage of team development during which individuals have not yet gelled together.
Everybody is busy finding their place in the team, sizing each other up, and asking themselves
why they are here!
 Storming:
People begin to see themselves as part of a team. However, at this stage they may challenge
each other, and the team leader, about such things as what the team is doing, and how things
should be done. As the stage title suggests, conflict and confrontation typify this stage, as
differences surface. This may result in some loss of performance or focus on the task, as the
diagram illustrates.
 Norming:
This is the phase where team members start to come together, developing processes, establishing
ground rules, clarifying who does what, and how things will be done. This phase is characterized
by a growing sense of “togetherness”.
 Performing:
This is the final stage where increased focus on both the task, and on team relationships, combine
to provide synergy. Performance is delivered through people working effectively together.
The value of Tuckman’s model is that it helps us understand that teams evolve. It also helps us to
consider how they may encounter different problems at different stages of their development. One
limitation of the model may be that it makes team building appear too linear and sequential.
Although it’s a useful analytical tool, we must remember that some teams may “loop” around in their
development. For example, not all teams evolve smoothly through Tuckman’s stages but may yo-yo
between norming and storming until they either begin to function, or are disbanded! Regardless of
limitations, all well-conceived models can be useful in helping us to understand and better manage
our circumstances.

[Link]
 The Definition of Workplace Skills

Workplace skills, often called employability skills, are the basic skills a person
must have to succeed in any workplace. They are the core knowledge, skills
and attitudes that allow workers to understand instructions, solve problems
and get along with co-workers and customers. These skills are necessary for
success at all levels of an organization and are transferable from one
organization to another.
Job skills are not the same as workplace skills. Job skills are the knowledge
and experience required to perform a specific job. For example, a nurse must
know how to safely give an injection and must be a registered nurse (RN).
Workplace skills are more general and are the foundation upon which job skills
are built.
 Identifying Workplace Skills

 In 1990, the U.S. Department of Education funded a study conducted by

the American Society for Training and Development (ASTD) to identify what
employee skills businesses would need in the 21st century. The study
identified 36 skills grouped in five categories or competencies. They include
basic skills, such as reading, writing and arithmetic; communication skills –
both listening and speaking; adaptability skills, including problem-solving
and creative thinking; developmental skills, such as self-esteem, motivation
and goal-setting; group effectiveness skills, including teamwork; and
interpersonal or influencing skills, such as leadership and understanding
group dynamics. Since that time, the skills have been consolidated into
three broad categories -- fundamental, personal management and
teamwork skills.
 1. Fundamental Skills

Fundamental skills are often referred to as basic academic skills and

include reading, writing, mathematics, science, speaking and listening.
Comprehension skills are included in this group and involve being able to
understand and ask questions about information in a variety of forms,
including graphs, charts and diagrams, as well as the written and spoken
words.
Thinking and problem solving skills are also fundamental. These skills allow a
person to analyze a situation, identify the root cause of a problem and find a
solution for that problem. They can also use technology as work tools and to
share knowledge.
 2. Personal Management Skills

 Personal management skills are the attitudes, behaviors and skills that drive
personal development. These are skills that help a person learn and
advance in the organization. Personal management skills assist workers in
setting goals and balancing work and personal life demands. These skills
also help them accept responsibility; learn from their mistakes, accept
feedback and be open and able to respond constructively to change.
Good social skills and employee productivity are also in this category.
 3. Teamwork Skills

A person with strong teamwork skills is able to work effectively as part of a

team or on an individual basis. Effective team members understand the
dynamics of the team. They respect diversity and value different points of
view. They also contribute to the team in a positive manner and share
information with their teammates.
In addition, they are partners in projects and tasks, understanding the scope of
the project, the nature of the work and the project goals. They can select and
use the appropriate tools; monitor project progress and report both problems
and successes; and adapt to changing project requirements.

[Link]
 Assignments:

1. Watch the video “Secrets Of Successful Teamwork: Insights From Google”

[Link]
2. After watching the video complete Quiz #1
3. Watch the video “Teamwork Reimagined | Kevin Cahill | TEDxSunValley”
[Link]
Think about “we culture” and “me culture”
4. After watching the video write 1 paragraph about your self. Are you a team-player or
your prefer to work alone … Why?
THANK YOU!!!