Team Building en Puerto Rico 787-698-5000
Pablo E. Nunez -Decano General de P.R.
¡Bienvenidos!
¿Le interesa alguna actividad de integración de equipo (Team Building) para su grupo?
Tenemos una gran variedad de divertidas actividades de "team building" con gran valor educativo. Nuestros expertos en "teambuilding" elegirán las que mejor atiendan las necesidades de su grupo.
Nuestros ejercicios de "team building" evocan; comunicación, empoderamiento, responsabilidad, colaboración, aprovechamiento del tiempo, confianza, toma de decisiones, trabajo en equipo, solución de conflictos, servicio al cliente, aprovechamiento de recursos, creatividad y posibilidades.
Le servimos talleres de motivación y "team building" a; grupos de trabajo, reuniones corporativas, vendedores, programas de jóvenes en riesgo, iglesias, escuelas, equipos de deportes, campamentos de verano, programas de educación, escutismo, entrenamientos, programas de rehabilitación, niños, envejecientes, personas con necesidades especiales, retiros, clases de acondicionamiento físico, entrenamiento de empleados, en fín cualquier grupo y de cualquier tamaño.
Contamos con cursos de retos a campo traviesa; "team building" y motivación en nuestros centros. Entre ellos; la "Mission Posible" que es una jornada de retos intelectuales y físicos en forma de una mision a través de un bosque, el curso de "Sogas" (Retos a altura) en nuestro "campus". Además contamos con cientos de ejercicios de teambuilding y motivacíon que podemos llevar a cabo en su localidad
Líderes de industrias alrededor del mundo no se han equivocado, lee sus opiniones sobre nuestros talleres de team building y motivación arriba en "FEEDBACK".
Más información 787-698-5000 ó [email protected].
Además puede visitar nuestra página principal de servicios en www.Universityofpower.com para que conozca sobre nuestros adiestramientos vivenciales, team building, motivacion, poder, cambio de actitudes, incrementar ventas, etc.
Gracias,
Pablo E. Núñez
Decano, Motivador & Facilitador Vivencial
Firewalkpr.com & Universityofpower.com
University Of Power, LLC
Linked in profile: http://pr.linkedin.com/in/firewalker1
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,
Entra y visita nuestras paginas web oficiales para; Team Building / Teambuilding, Team Building Certifications , for FIREWALKS, Firewalking, Firewalking Certification ,for Human Resources Consulting , for Trainings; Attitude, Sales, Empowerment, Creativity, Colaboration & Customer Service and for Assesment Tests
Team Building es...
...segun wikipidea y otros en la web
Team Building/ TeamBuilding refers to a wide range of activities, presented to businesses, schools, sports teams, religious or nonprofit organizations designed for improving team performance. Team Building/ TeamBuilding is pursued via a variety of practices, and can range from simple bonding exercises to complex simulations and multi-day Team Building/ TeamBuilding 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/ TeamBuilding is not to be confused with "team recreation" that consists of activities for teams that are strictly recreational. Team Building/ 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"[1] Team building can also refer to the process of selecting or creating a team from scratch.
Reasons for Team Building/ TeamBuilding include
Team Building/ TeamBuilding 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/ TeamBuilding 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/ TeamBuilding 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/ TeamBuilding exercises is to assist teams in becoming cohesive units of individuals that can effectively work together to complete tasks.
[ Team Building/ TeamBuilding Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding
Types of Team Building/ TeamBuilding Exercises Communication Exercise
This type of Team Building/ TeamBuilding 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.
• Team Building/ TeamBuilding Goal: Create an activity which highlights the importance of good communication in team performance and/or potential problems with communication.
Problem Solving/Decision Making Exercise
Problem 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.
•Team Building/ TeamBuilding Goal: Give team a problem in which the solution is not easily apparent or requires the team to come up with a creative solution
Planning/Adaptability Exercise
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. • Goal: Show the importance of planning before implementing a solution
Trust Exercise
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.
• Goal: Create trust between team members
Subgroups of Team Building/ TeamBuilding Exercises
Team interaction involves "soft" interpersonal skills including communication, negotiation, leadership, and motivation - in contrast to technical skills directly involved with the job at hand. Depending on the type of Team Building/ TeamBuilding, the novel tasks can encourage or specifically teach interpersonal team skills to increase team performance.
Models of Team Behavior Team building generally sits within the theory and practice of organizational development. The related field of team management refers to techniques, processes and tools for organizing and coordinating a team towards a common goal - as well as the inhibitors to teamwork and ways to remove, mitigate or overcome them.
Team Building/ TeamBuildingTeam Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding
Several well-known approaches to team management have come out of academic work.
Organizational Development In the organizational development context, a team may embark on a process of self-assessment to gauge its effectiveness and improve its performance. To assess itself, a team seeks feedback from group members to find out both its current strengths and weakness.
To improve its current performance, feedback from the team assessment can be used to identify gaps between the desired state and the current state, and to design a gap-closure strategy. Team development can be the greater term containing this assessment and improvement actions, or as a component of organizational development.
Another way is to allow for personality assessment amongst the team members, so that they will have a better understanding of their working style, as well as their fellow team mates.
A structured Team Building/ TeamBuilding plan is a good tool to implement team bonding and thus, team awareness. These may be introduced by companies that does Team Building/ TeamBuilding sessionsm, or done internally by the human resource department.
Team Building/ TeamBuildingTeam Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding
A Team Building/ TeamBuilding consultant is responsible for each component of a team building intervention. He will likely interact with the team once, or for a limited number of times. During these first contacts, actively assessing the team, making recommendations, and providing activities (exercises that compose a team building intervention) for the team are the main responsibilities of the consultant. Moreover, usually a written proposal is required after the evaluation process, in which the trainer indicates how he or she would go about improving the team’s performance. Once the organization and consultant determine which recommendations to utilize (if not all), the consultant is then responsible for providing a useful intervention that will transfer back into the organizational setting. This responsibility usually requires the consultant to create a detailed plan of events, while allowing for flexibility. After the intervention has been employed, the consultant will typically evaluate the team-building program and communicate the results to the organization.
[ Team Building/ TeamBuildingTeam Building Puerto Rico, Team Building Puerto Rico,Team Building/ TeamBuildingTeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding
*Team management refers to techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goal—i.e. a team.
Several well-known approaches to team management have come out of academic work. Examples include the Belbin Team Inventory by Meredith Belbin, a method to identify the different types of personalities within teams, and Ken Blanchard's description of "High Performing Teams".
The 'Team Development Model', identified by Bruce Tuckman, offers a foundational definition of the stages teams go through during their lifecycle. Those stages are labeled Forming, Storming, Norming and Performing.
While the activities of team management are not new, many of the tools used by team managers are. The more Organizational Development-oriented practitioners often use interview-based analysis and provide reportage and insights that team leaders and their management may use to adapt team practices for higher performance. Teams can also be developed through Team Building Puerto Rico, Team Building/ TeamBuildingTeamBuilding Puerto Rico,Team Building/ TeamBuilding, Team Building Puerto Rico, Team Building/ TeamBuilding activities - which can also be used simply to build relationships where team members lack cohesion due to organizational structure or physical distance. Project managers may approach team management with a focus on structure, communications and standardized practices.
With the growing need to integrate the efforts of teams composed of members from different companies and geographies, organizations are increasingly turning to a new class of Internet software for team management. These tools combine planning and collaboration with features that provide a structure for team relationships and behaviors. In addition, there are tools that facilitate the forming of highly productive teams through analysis of personality and skills profiles.
Team Building/ TeamBuilding
Roles played by the team members Basically the roles are of three types
1) Task related roles
2) Relationship related roles
3) Dysfunctional roles(negative roles)
Task related roles The task related roles in a team involves the roles or the people who are keen in the task that is to be accomplished by the team. Every person in a team is oriented to some or the other task related role. Some of the task related roles in a team are the initiator, 'information seeker/giver', 'opinion seeker/giver', 'summarizer', 'reality tester', 'gate keeper', 'direction giver' and energizer.
Relationship related roles The relationship related roles are those who maintain the relationship among the members of the team. As a team,in order to function effectively it is important that a good relationship is maintained among the team members.The various relationship related roles are the 'participation encourager', 'empathetic listener', 'tension reliever', 'evaluator of emotional climate' and 'praise giver'.
Dysfunctional roles In a team there always exist some dysfunctional roles or negative roles who always confront the ideas and the decisions taken by the team members. Such members do not contribute any significant part in the team yet they disturb the smooth functioning of the team as a whole. These members should be identified in order to make the team function effectively. Some of the dysfunctional roles in the team are 'blocker', 'attacker',' recognition-seeker', 'joker' and 'withdrawer'.
Team Building/ TeamBuildingTeam Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding
Empowerment refers to increasing the spiritual, political, social, or economic strength of individuals and communities. It often involves the empowered developing confidence in their own capacities.
The process which enables individuals/groups to fully access personal/collective power, authority and influence, and to employ that strength when engaging with other people, institutions or society.
In other words, “Empowerment is not giving people power, people already have plenty of power, in the wealth of their knowledge and motivation, to do their jobs magnificently. We define empowerment as letting this power out (Blanchard, K)." It encourages people to gain the skills and knowledge that will allow them to overcome obstacles in life or work environment and ultimately, help them develop within themselves or in the society.
Empowerment includes the following, or similar, capabilities:-
Workplace empowerment One account of the history of workplace empowerment in the United States recalls the clash of management styles in railroad construction in the American West in the mid-19th century, where "traditional" hierarchical East-Coast models of control encountered individualistic pioneer workers, strongly supplemented by methods of efficiency-oriented "worker responsibility" brought to the scene by Chinese laborers. In this case, empowerment at the level of work teams or brigades achieved a notable (but short-lived) demonstrated superiority[1]
Empowerment in the workplace is regarded by critics as more a pseudo-empowerment exercise, the idea of which is to change the attitudes of workers, so as to make them work harder rather than giving them any real power, and Wilkinson (1998) refers to this as "attitudinal shaping". However, recent research suggests that the opportunity to exercise personal discretion/choice (and complete meaningful work) is an important element contributing to employee engagement and well-being. There is evidence [2] that initiative and motivation are increased when people have a more positive attributional style. This influences self-belief, resilience when faced with setbacks, and the ability to visualize oneself overcoming problems. The implication is that 'empowerment' suits some more than others, and should be positioned in the broader and wider context of an 'enabling' work environment.
Empowerment to employees in the work place provides them with opportunities penda to make their own decisions with regards to their tasks. Now-a-days more and more bosses and managers are practicing the concept of empowerment among their subordinates to provide them with better opportunities.
Team Building Puerto Rico, Team Building/ TeamBuildingTeam Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding In Management:
In the book Empowerment Takes More Than a Minute, the authors, Ken Blanchard, John P. Carlos, and Alan Randolph, illustrate three simple keys that organizations can use to effectively open the knowledge, experience, and motivation power that people already have. The three keys are that managers must use to empower their employees are: share information with everyone, create autonomy through boundaries and replace the old hierarchy with self-managed teams.
Share information with everyone – this is the first key to empowering people within an organization. By sharing information with everyone, you are giving them a clear picture of the company and its current situation. Another strong point that this brings is trust; by allowing all of the employees to view the company information, it helps to build that trust between employer and employee. Create autonomy through boundaries – this is the second key to empowerment which also builds upon the previous one. By opening communication through sharing information, it opens up the feedback about what is holding them back from being empowered. Replace the old hierarchy with self-managed teams – this is the third and final key to empowerment which ties them all together. By replacing the old hierarchy with self-managed teams, more responsibility is placed upon unique and self-managed teams which create better communication and productivity. [3]
In economic development, the empowerment approach focuses on mobilizing the self-help efforts of the poor, rather than providing them with social welfare. Economic empowerment is also the empowering of previously disadvantaged sections of the population, for example, in many previously colonized African countries
Firewalking is the act of walking barefoot over a bed of hot embers or stones. It has a long history in many cultures as a test or proof of faith, and is also used in modern motivational seminars and fund-raising events.
Firewalking is practiced
olly Burkan, also known as Bruce Burkan, (born May 17, 1948 in New York City) is a firewalking spokesman. He is the founder of the Firewalking Institute of Research and Education in Twain Harte, California and claims there are over three million firewalkers globally, including 3,000 instructors on six continents. Since the 1980s he has received widespread media attention,[1] and has been called the "father of the global firewalking movement".[2]
During the 1970s, Burkan gained his reputation by creating the world’s first firewalking class and began teaching firewalking to the general public.[3] In the 1980s, he founded the Firewalking Institute of Research and Education, started working with large corporations and began training instructors.[4] In the 1990s he was one of those who transformed his work into a mushrooming corporate trend.[5]
He has written eight books in 13 languages, including Extreme Spirituality, Let It Be Easy, and Dying to Live.
Mythbysters video link http://www.spike.com/video/mythbusters-elevator/2781400
Geraldo & Donahue video link
[ Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,Team Building/ TeamBuildingTeam Building/ TeamBuilding 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/ TeamBuilding is not to be confused with "team recreation" that consists of activities for teams that are strictly recreational. Team Building/ 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"[1] Team Building/ TeamBuilding can also refer to the process of selecting or creating a team from scratch.
Reasons for Team Building/ TeamBuilding include
What are Team Building/ TeamBuilding Exercises and what is their purpose?
Team Building/ TeamBuilding 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/ TeamBuilding 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.
Types of Team Building/ TeamBuilding Exercises Communication Exercise
This type of Team Building/ TeamBuilding 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.
• Goal: Create an activity which highlights the importance of good communication in team performance and/or potential problems with communication.
Problem Solving/Decision Making Exercise
Problem 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.
• Goal: Give team a problem in which the solution is not easily apparent or requires the team to come up with a creative solution
Planning/Adaptability Exercise
These Team Building/ TeamBuilding 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. • Goal: Show the importance of planning before implementing a solution
Trust Exercise
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.
• Goal: Create trust between team members
Subgroups of Team Building/ TeamBuilding Exercises
Team interaction involves "soft" interpersonal skills including communication, negotiation, leadership, and motivation - in contrast to technical skills directly involved with the job at hand. Depending on the type of team building, the novel tasks can encourage or specifically teach interpersonal team skills to increase team performance.
Models of Team Behavior Team building generally sits within the theory and practice of organizational development. The related field of team management refers to techniques, processes and tools for organizing and coordinating a team towards a common goal - as well as the inhibitors to teamwork and ways to remove, mitigate or overcome them.
Several well-known approaches to team management have come out of academic work.
Organizational Development In the organizational development context, a team may embark on a process of self-assessment to gauge its effectiveness and improve its performance. To assess itself, a team seeks feedback from group members to find out both its current strengths and weakness.
To improve its current performance, feedback from the team assessment can be used to identify gaps between the desired state and the current state, and to design a gap-closure strategy. Team development can be the greater term containing this assessment and improvement actions, or as a component of organizational development.
Another way is to allow for personality assessment amongst the team members, so that they will have a better understanding of their working style, as well as their fellow team mates.
A structured Team Building/ TeamBuilding plan is a good tool to implement team bonding and thus, team awareness. These may be introduced by companies that does Team Building/ TeamBuilding sessionsm, or done internally by the human resource department.
A Team Building/ TeamBuilding consultant is responsible for each component of a team building intervention. He will likely interact with the team once, or for a limited number of times. During these first contacts, actively assessing the team, making recommendations, and providing activities (exercises that compose a Team Building/ TeamBuilding intervention) for the team are the main responsibilities of the consultant. Moreover, usually a written proposal is required after the evaluation process, in which the trainer indicates how he or she would go about improving the team’s performance. Once the organization and consultant determine which recommendations to utilize (if not all), the consultant is then responsible for providing a useful intervention that will transfer back into the organizational setting. This responsibility usually requires the consultant to create a detailed plan of events, while allowing for flexibility. After the intervention has been employed, the consultant will typically evaluate the team-building program and communicate the results to the organization.
*Team management refers to techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goal—i.e. a team.
Several well-known approaches to team management have come out of academic work. Examples include the Belbin Team Inventory by Meredith Belbin, a method to identify the different types of personalities within teams, and Ken Blanchard's description of "High Performing Teams".
The 'Team Development Model', identified by Bruce Tuckman, offers a foundational definition of the stages teams go through during their lifecycle. Those stages are labeled Forming, Storming, Norming and Performing.
While the activities of team management are not new, many of the tools used by team managers are. The more Organizational Development-oriented practitioners often use interview-based analysis and provide reportage and insights that team leaders and their management may use to adapt team practices for higher performance. Teams can also be developed through Team Building/ TeamBuilding activities - which can also be used simply to build relationships where team members lack cohesion due to organizational structure or physical distance. Project managers may approach team management with a focus on structure, communications and standardized practices.
With the growing need to integrate the efforts of teams composed of members from different companies and geographies, organizations are increasingly turning to a new class of Internet software for team management. These tools combine planning and collaboration with features that provide a structure for team relationships and behaviors. In addition, there are tools that facilitate the forming of highly productive teams through analysis of personality and skills profiles.
Roles played by the team members Basically the roles are of three types
1) Task related roles
2) Relationship related roles
3) Dysfunctional roles(negative roles)
Team Building/ TeamBuildingTeam Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,Team Building/ TeamBuilding
Task related roles The task related roles in a team involves the roles or the people who are keen in the task that is to be accomplished by the team. Every person in a team is oriented to some or the other task related role. Some of the task related roles in a team are the initiator, 'information seeker/giver', 'opinion seeker/giver', 'summarizer', 'reality tester', 'gate keeper', 'direction giver' and energizer.
Relationship related roles The relationship related roles are those who maintain the relationship among the members of the team. As a team,in order to function effectively it is important that a good relationship is maintained among the team members.The various relationship related roles are the 'participation encourager', 'empathetic listener', 'tension reliever', 'evaluator of emotional climate' and 'praise giver'.
Dysfunctional roles In a team there always exist some dysfunctional roles or negative roles who always confront the ideas and the decisions taken by the team members. Such members do not contribute any significant part in the team yet they disturb the smooth functioning of the team as a whole. These members should be identified in order to make the team function effectively. Some of the dysfunctional roles in the team are 'blocker', 'attacker',' recognition-seeker', 'joker' and 'withdrawer'.
Empowerment refers to increasing the spiritual, political, social, or economic strength of individuals and communities. It often involves the empowered developing confidence in their own capacities.
The process which enables individuals/groups to fully access personal/collective power, authority and influence, and to employ that strength when engaging with other people, institutions or society.
In other words, “Empowerment is not giving people power, people already have plenty of power, in the wealth of their knowledge and motivation, to do their jobs magnificently. We define empowerment as letting this power out (Blanchard, K)." It encourages people to gain the skills and knowledge that will allow them to overcome obstacles in life or work environment and ultimately, help them develop within themselves or in the society.
Empowerment includes the following, or similar, capabilities:-
Workplace empowerment One account of the history of workplace empowerment in the United States recalls the clash of management styles in railroad construction in the American West in the mid-19th century, where "traditional" hierarchical East-Coast models of control encountered individualistic pioneer workers, strongly supplemented by methods of efficiency-oriented "worker responsibility" brought to the scene by Chinese laborers. In this case, empowerment at the level of work teams or brigades achieved a notable (but short-lived) demonstrated superiority[1]
Empowerment in the workplace is regarded by critics as more a pseudo-empowerment exercise, the idea of which is to change the attitudes of workers, so as to make them work harder rather than giving them any real power, and Wilkinson (1998) refers to this as "attitudinal shaping". However, recent research suggests that the opportunity to exercise personal discretion/choice (and complete meaningful work) is an important element contributing to employee engagement and well-being. There is evidence [2] that initiative and motivation are increased when people have a more positive attributional style. This influences self-belief, resilience when faced with setbacks, and the ability to visualize oneself overcoming problems. The implication is that 'empowerment' suits some more than others, and should be positioned in the broader and wider context of an 'enabling' work environment.
Empowerment to employees in the work place provides them with opportunities penda to make their own decisions with regards to their tasks. Now-a-days more and more bosses and managers are practicing the concept of empowerment among their subordinates to provide them with better opportunities.
In Management:
In the book Empowerment Takes More Than a Minute, the authors, Ken Blanchard, John P. Carlos, and Alan Randolph, illustrate three simple keys that organizations can use to effectively open the knowledge, experience, and motivation power that people already have. The three keys are that managers must use to empower their employees are: share information with everyone, create autonomy through boundaries and replace the old hierarchy with self-managed teams.
Share information with everyone – this is the first key to empowering people within an organization. By sharing information with everyone, you are giving them a clear picture of the company and its current situation. Another strong point that this brings is trust; by allowing all of the employees to view the company information, it helps to build that trust between employer and employee. Create autonomy through boundaries – this is the second key to empowerment which also builds upon the previous one. By opening communication through sharing information, it opens up the feedback about what is holding them back from being empowered. Replace the old hierarchy with self-managed teams – this is the third and final key to empowerment which ties them all together. By replacing the old hierarchy with self-managed teams, more responsibility is placed upon unique and self-managed teams which create better communication and productivity. [3]
In economic development, the empowerment approach focuses on mobilizing the self-help efforts of the poor, rather than providing them with social welfare. Economic empowerment is also the empowering of previously disadvantaged sections of the population, for example, in many previously colonized African countries
Firewalking is the act of walking barefoot over a bed of hot embers or stones. It has a long history in many cultures as a test or proof of faith, and is also used in modern motivational seminars and fund-raising events.
Firewalking is practiced
Team Building/ TeamBuildingTeam Building Puerto Rico,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico Team Building/ TeamBuilding
olly Burkan, also known as Bruce Burkan, (born May 17, 1948 in New York City) is a firewalking spokesman. He is the founder of the Firewalking Institute of Research and Education in Twain Harte, California and claims there are over three million firewalkers globally, including 3,000 instructors on six continents. Since the 1980s he has received widespread media attention,[1] and has been called the "father of the global firewalking movement".[2]
During the 1970s, Burkan gained his reputation by creating the world’s first firewalking class and began teaching firewalking to the general public.[3] In the 1980s, he founded the Firewalking Institute of Research and Education, started working with large corporations and began training instructors.[4] In the 1990s he was one of those who transformed his work into a mushrooming corporate trend.[5]
He has written eight books in 13 languages, including Extreme Spirituality, Let It Be Easy, and Dying to Live.
Mythbysters video link http://www.spike.com/video/mythbusters-elevator/2781400
Geraldo & Donahue video link
You Must Embrace the Opportunity in the Problem People and teams think and act according to very specific patterns. If your team building methods are chaotic, you will get chaotic results.
If you don't fully understand how people think and act in a team setting, you will never harness the full potential of your people.
Here are the areas teams break down:
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
Why Be Interested in Teams? There are many confusing sites on the web talking about management, teams, and team building. We make building a team simple so you can discover and apply the timeless principles available to your business. . . how people and groups act helps others who are trying to build an effective team.
What separates the winners from the losers?
Using these team building tactics, you will facilitate people making clear minded decisions that benefit the ultimate purpose of your team.
Discover Exactly Why Teams Fail The reasons teams fail boils down to several key factors:
It is your duty to influence your team for the better.
Are You Willing to Change? Team building is about improving performance.
If you're a small business owner, or a manager trying to save your neck effective team performance is the only option you have.
In a healthy team people work together without conflict; you meet organizational goals; and there would be a "healthy environment" throughout your workplace. . .
There would be no reason to invest your time, money, and energy into "team building" activities.
It's simple: You build teams to improve your business. . .
Teaming activities are designed to improve your team. . . so it's logical to conclude the team building process should improve your business.
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
Your team must change if you want your business to improve. . . you must help improve the performance of the people working on your team.
That means:
Your old way of doing things has gotten you into this predicament, and you're going to need new strategies, principles, and methods to improve your team's performance.
As a result more work will get done faster, more efficiently, communication will improve, with less stress.
What is the Price of Staying the Same? Manage to improve your bottom line, the long-term benefits of a properly structured process far outweigh the short term investment you must make.
Take a good hard look at your business. You identify what's working and what isn't and clarify how to fix things.
Always document what you find.
With the right concepts you can quickly identify the roadblocks holding your team back.
You develop a system that encourages teamwork and collaboration, while your team works!
No wasted time, no thousands of dollars out the door. The results of an integrated team building process are priceless.
The Key to Success (in good times and bad) We cannot enter into alliances until we are acquainted with the designs of our neighbours.
--Sun Tzu
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
You must build a team that executes based on core principles and proven systems that work. You can't just rely on great "leadership" because what happens if your leader quits? Are you going to allow your business to fold until you find your next great leader?
Effective team building develops and empowers people AND your business. This website is dedicated to exploring and developing the systems by which you can do the same.
Keys To Team Facilitation
The role of effective team facilitation in creating teamwork throughout your organization. Team facilitation is important for multiple reasons.
Virtual Teams
Advantage of virtual teams to build your business, leverage your time, effort, and money and compete in any market , virtual or not.
Teamwork in the Workplace
Establish teamwork in the workplace, how to root your team on trust, utilize peoples' talents, and create a workplace that performs under pressure and has fun.
What Is Teamwork?
What is teamwork? Teamwork in business allows people to use their skills collaboratively, as a team.
Effective team facilitation is a process that allows people to work together collaboratively, while still being held accountable for their own work. When people work together for any length of time you're going to have conflict, people's feeling will get hurt, egos will clash, people will differ on the "right way" to go about accomplishing a task or meeting a goal.
Building an effective team is about creating and fostering a safe environment where people willingly work together toward the goals of the organization.
Facilitating teamwork is not always an easy process. People struggle to participate collectively despite the benefits of effective teamwork. Why is it so hard for people to work together?
There is no simple answer.
These are all good places to start when building a team. But how do you find them? And how do you know when your mix is right? Is building a team like baking a cake? Sure, with the right ingredients the right team can be a treat. But if you put in too much salt. . . yuck!
Often it's very hard to identify what separates a great team from a dysfunctional one. Unless you know exactly where to look.
One thing is clear, there are simple team facilitation steps you can take to build a better, more productive and happier team.
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
An Objective Eye? Some experts argue that the most effective form of team facilitation is when an an outsider is brought in to observe and provide feedback. Others suggest that the designated "team facilitator" should be a team member. These folks also suggest that the facilitator role should be rotated to each member of the team on a regular basis. Operating this way gives each team member a chance to participate and grants them a sense of responsibility for the healthy functioning of the team.
Both ways seem to be intelligent solutions, and not mutually exclusive. Sometimes an objective eye is needed to spot entrenched conflicts, improve workflow, and observe the team's dynamics without having a stake in the process.
The writer, John C. Maxwell has identified "17 Laws of Teamwork" that can be very useful to learn if you cannot recruit an outside team facilitator.
As you look deeper into building healthy teamwork through effective team facilitation, you will also see why Maxwell's "Laws" are important.
For example: "The Law of Significance," every leadership course I've been a part of, every business leadership book I've read, and all my experiences as a team leader demonstrate how having and maintaining a significant and important goal fosters teamwork and gives people a sense of identity.
Identity is core to getting people to want to belong "to something." When someone can identify themselves with a cause, a group of people, a movement, there is less hesitation, they will take the actions necessary to "belong."
Jim Collins, another great business author's acronym BHAG (Big Hairy Audacious Goal) exemplifies the "Law of Significance."
Both Collins and Maxwell are talking about ideas that dovetail well together, facilitating teamwork creates great teams and organizations by giving people a sense of purpose that belongs to them. They buy into what they're doing, their work defines them. This is true team facilitation.
Leaders who do not value real teamwork will probably never facilitate or instill a culture of teamwork in their workplace, thus their team will always fall short of greatness.
That is the art of facilitating a team: involving individuals in a way that allows them to be themselves, promotes their strengths, minimizes and shores up their weaknesses within the strength of the team. While at the same time accounting for the achievement of the organizational goals.
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
Finding Consensus One of the biggest benefits of having a team is the differing perspectives available to look at a problem. Each individual sees the world around them differently, thus can add a unique set of skills to answer a problem or offer a solution. Accountants see the world differently than marketing folks. Designers solve problems differently than human resources people.
Effective team facilitation breaks down the barriers between these differing individuals and departments, and helps them see the common ground within their perspectives. With common ground each individual can work toward the organization's goal with autonomy, and without losing their identity.
Remember: not every decision needs everyone's consensus. A good team facilitator will identify:
Clarity is key to making good decisions. Once you've identified these three element the next steps are simple:
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
Negotiation Training for a Team Your team or department has an important negotiation coming up. So how does your team prepare? The sad reality is most business negotiators prepare a few minutes before the negotiation meeting. Most preparations are based on 'what if they say' scenario discussions (not the most useful preparation). Most haven't taken any training in negotiations, few more have read any books related to negotiation. So where's the danger if most others haven't prepared effectively either? You'll know, just as soon as you come up against a negotiation team who have worked together for years or have attended one of our negotiation training courses.
Although I would always recommend your attending one of our negotiation training courses, this article passes on some of the bigger team preparation lessons our clients take after attending our training courses. One of the most important ingredients to effective negotiation meeting preparation is to make sure that the right people are there. By 'there' I mean at your preparation meetings and at the negotiation table. So who to invite to negotiate by your side and who should be in the shadows to coach you through?
Negotiation Team Roles What happens if you don't give each negotiator a clear team role and area of responsibility? Usually: chaos. Usually embarrassing chaos – with your team contradicting each other, or worse yet: someone 'giving away the farm', followed by some else trying to claw back the farm. Sounds familiar? This stepping on each others toes and giving away value doesn't just happen on our foundation negotiation training courses, it also happens on our advanced negotiation training courses. There are many ways to slice roles and assign responsibilities in a team negotiation. Lets look at just 2 methods:
Relationship vs. Task If building a collaborative longer term relationship is important to you, then we recommend you assign a relationship person. This will normally be the person in your team with the most regular contact with the other side. So who deals most closely with the other team? Then think of who is in charge off achieving your major negotiation goals. The decision maker or the person with the most negotiation experience is often assigned this role, but there are many other motivations for choosing others in the team for this role. Lets call this person the Task Master or simply in charge of successfully closing your negotiation deal.
Why would it be a mistake to make your your Task and Relationship the same person? The other side are human, and as humans we have a hard time believing that the person who's getting us to laugh and is assuring us of how much they have our interests close to their heart is the same person driving a hard bargain. If executed in its most crude form, this can be seen as a 'Good Cop, Bad Cop' role. If relationship isn't important to you, then playing this negotiation tactic can stand to your advantage. Otherwise we recommend that you steer clear of unethical tactics.
Consider playing to your strengths. Have your team profiled, there are many affordable thinking profiles available online to give your team insights into their patterns of thinking. So playing to your strengths may mean typecasting your most caring and rapportful negotiation team member into your side's Relationship role. Alternatively you may choose to give this same touchy feely person a developmental opportunity by having them take care of the task of achieving mission numbers. The result will be a more well balanced and skilful negotiator in the longer term.
Job Title and Competency All too often the numbers guy takes care of the financial aspects, whilst the big picture lady from marketing paints the frame at the outset and sells the big idea. The bigger the team, the more opportunities you will have to slide up the agenda (ensure you slide the entire agenda up) by area of competency and experience. If you do divide the responsibility pie by job title or competency, then ensure that your team are clear on when to allow (or call for) your Task and Relationship experts to jump in. We often find on our sales negotiation training or procurement negotiation training courses that a junior, or shy team member who doesn't often speak out is discovered to be a diamond in the rough. When put in front of our training camera, they shine – carving out a fantastic deal. So be careful to give everyone a chance to negotiate effectively. If a negotiation training course is beyond the reach of your negotiation
Lights, Camera... Take a step back for a moment. Do you know how the best negotiators achieve results that are consistently above average? The same way the armies of legendary Generals such as Napoleon Bonaparte and Alexander the Great consistently won at battle. Superior preparation. So if preparation is important for effective team performance at the negotiation table, and roles are important at the negotiation, then you would be on the money for guessing that roles are also important for effective preparation. What roles I hear you ask?
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
How to waste your team's time in Preparation
The Right Solution For An Ineffective Team When there are obvious problems within a team, the output from the team naturally diminishes. Your team is a group of professionals put together because their expertise and experience were found to be suitable for a particular business task. If they are not delivering the right output and matching the performance benchmarks that are expected of them, then it calls for a serious analysis of problem areas to find the appropriate solution.
Micromanagement of Team Ineffectiveness Issues There are four major steps to finding a solution that helps to transform an ineffective team into a success:
Micromanagement involves paying close attention to the finer details that are responsible for the team’s ineffectiveness. It involves:
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"[1] Team building can also refer to the process of selecting or creating a team from scratch.
Reasons for Team Building/ TeamBuilding include
- Improving communication
- Making the workplace more enjoyable
- Motivating a team
- Getting to know each other
- Getting everyone "onto the same page", including goal setting
- Teaching the team self-regulation strategies
- Helping participants to learn more about themselves (strengths and weaknesses)
- Identifying and utilizing the strengths of team members
- Improving team productivity
- Practicing effective collaboration with team members
Team Building/ TeamBuilding 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/ TeamBuilding 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/ TeamBuilding 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/ TeamBuilding exercises is to assist teams in becoming cohesive units of individuals that can effectively work together to complete tasks.
[ Team Building/ TeamBuilding Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding
Types of Team Building/ TeamBuilding Exercises Communication Exercise
This type of Team Building/ TeamBuilding 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.
• Team Building/ TeamBuilding Goal: Create an activity which highlights the importance of good communication in team performance and/or potential problems with communication.
Problem Solving/Decision Making Exercise
Problem 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.
•Team Building/ TeamBuilding Goal: Give team a problem in which the solution is not easily apparent or requires the team to come up with a creative solution
Planning/Adaptability Exercise
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. • Goal: Show the importance of planning before implementing a solution
Trust Exercise
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.
• Goal: Create trust between team members
Subgroups of Team Building/ TeamBuilding Exercises
- simple social activities - to encourage team members to spend time together
- group bonding sessions - company sponsored fun activities to get to know team members (sometimes intending also to inspire creativity)
- personal development activities - individual programs given to groups (sometimes physically challenging)
- 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
- psychological analysis of team roles, and training in how to work better together
Team interaction involves "soft" interpersonal skills including communication, negotiation, leadership, and motivation - in contrast to technical skills directly involved with the job at hand. Depending on the type of Team Building/ TeamBuilding, the novel tasks can encourage or specifically teach interpersonal team skills to increase team performance.
Models of Team Behavior Team building generally sits within the theory and practice of organizational development. The related field of team management refers to techniques, processes and tools for organizing and coordinating a team towards a common goal - as well as the inhibitors to teamwork and ways to remove, mitigate or overcome them.
Team Building/ TeamBuildingTeam Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding
Several well-known approaches to team management have come out of academic work.
- The forming-storming-norming-performing model posits four stages of new team development to reach high performance. Some team activities are designed to speed up (or improve) this process in the safe team development environment.
- Belbin Team Types can be assessed to gain insight into an individual's natural behavioral tendencies in a team context, and can be used to create and develop better functioning teams.
- Team Sociomapping is an visual approach to team process and structure modelling. This model is based on social networks approach and improves the team performance by improvement of specific cooperation ties between the people.
Organizational Development In the organizational development context, a team may embark on a process of self-assessment to gauge its effectiveness and improve its performance. To assess itself, a team seeks feedback from group members to find out both its current strengths and weakness.
To improve its current performance, feedback from the team assessment can be used to identify gaps between the desired state and the current state, and to design a gap-closure strategy. Team development can be the greater term containing this assessment and improvement actions, or as a component of organizational development.
Another way is to allow for personality assessment amongst the team members, so that they will have a better understanding of their working style, as well as their fellow team mates.
A structured Team Building/ TeamBuilding plan is a good tool to implement team bonding and thus, team awareness. These may be introduced by companies that does Team Building/ TeamBuilding sessionsm, or done internally by the human resource department.
Team Building/ TeamBuildingTeam Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding
A Team Building/ TeamBuilding consultant is responsible for each component of a team building intervention. He will likely interact with the team once, or for a limited number of times. During these first contacts, actively assessing the team, making recommendations, and providing activities (exercises that compose a team building intervention) for the team are the main responsibilities of the consultant. Moreover, usually a written proposal is required after the evaluation process, in which the trainer indicates how he or she would go about improving the team’s performance. Once the organization and consultant determine which recommendations to utilize (if not all), the consultant is then responsible for providing a useful intervention that will transfer back into the organizational setting. This responsibility usually requires the consultant to create a detailed plan of events, while allowing for flexibility. After the intervention has been employed, the consultant will typically evaluate the team-building program and communicate the results to the organization.
[ Team Building/ TeamBuildingTeam Building Puerto Rico, Team Building Puerto Rico,Team Building/ TeamBuildingTeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding
*Team management refers to techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goal—i.e. a team.
Several well-known approaches to team management have come out of academic work. Examples include the Belbin Team Inventory by Meredith Belbin, a method to identify the different types of personalities within teams, and Ken Blanchard's description of "High Performing Teams".
The 'Team Development Model', identified by Bruce Tuckman, offers a foundational definition of the stages teams go through during their lifecycle. Those stages are labeled Forming, Storming, Norming and Performing.
While the activities of team management are not new, many of the tools used by team managers are. The more Organizational Development-oriented practitioners often use interview-based analysis and provide reportage and insights that team leaders and their management may use to adapt team practices for higher performance. Teams can also be developed through Team Building Puerto Rico, Team Building/ TeamBuildingTeamBuilding Puerto Rico,Team Building/ TeamBuilding, Team Building Puerto Rico, Team Building/ TeamBuilding activities - which can also be used simply to build relationships where team members lack cohesion due to organizational structure or physical distance. Project managers may approach team management with a focus on structure, communications and standardized practices.
With the growing need to integrate the efforts of teams composed of members from different companies and geographies, organizations are increasingly turning to a new class of Internet software for team management. These tools combine planning and collaboration with features that provide a structure for team relationships and behaviors. In addition, there are tools that facilitate the forming of highly productive teams through analysis of personality and skills profiles.
Team Building/ TeamBuilding
Roles played by the team members Basically the roles are of three types
1) Task related roles
2) Relationship related roles
3) Dysfunctional roles(negative roles)
Task related roles The task related roles in a team involves the roles or the people who are keen in the task that is to be accomplished by the team. Every person in a team is oriented to some or the other task related role. Some of the task related roles in a team are the initiator, 'information seeker/giver', 'opinion seeker/giver', 'summarizer', 'reality tester', 'gate keeper', 'direction giver' and energizer.
Relationship related roles The relationship related roles are those who maintain the relationship among the members of the team. As a team,in order to function effectively it is important that a good relationship is maintained among the team members.The various relationship related roles are the 'participation encourager', 'empathetic listener', 'tension reliever', 'evaluator of emotional climate' and 'praise giver'.
Dysfunctional roles In a team there always exist some dysfunctional roles or negative roles who always confront the ideas and the decisions taken by the team members. Such members do not contribute any significant part in the team yet they disturb the smooth functioning of the team as a whole. These members should be identified in order to make the team function effectively. Some of the dysfunctional roles in the team are 'blocker', 'attacker',' recognition-seeker', 'joker' and 'withdrawer'.
Team Building/ TeamBuildingTeam Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding
Empowerment refers to increasing the spiritual, political, social, or economic strength of individuals and communities. It often involves the empowered developing confidence in their own capacities.
The process which enables individuals/groups to fully access personal/collective power, authority and influence, and to employ that strength when engaging with other people, institutions or society.
In other words, “Empowerment is not giving people power, people already have plenty of power, in the wealth of their knowledge and motivation, to do their jobs magnificently. We define empowerment as letting this power out (Blanchard, K)." It encourages people to gain the skills and knowledge that will allow them to overcome obstacles in life or work environment and ultimately, help them develop within themselves or in the society.
Empowerment includes the following, or similar, capabilities:-
- The ability to make decisions about personal/collective circumstances
- The ability to access information and resources for decision-making
- Ability to consider a range of options from which to choose (not just yes/no, either/or.)
- Ability to exercise assertiveness in collective decision making
- Having positive-thinking about the ability to make change
- Ability to learn and access skills for improving personal/collective circumstance.
- Ability to inform others’ perceptions though exchange, education and engagement.
- Involving in the growth process and changes that is never ending and self-initiated
- Increasing one's positive self-image and overcoming stigma
- Increasing one's ability in discreet thinking to sort out right and wrong
Workplace empowerment One account of the history of workplace empowerment in the United States recalls the clash of management styles in railroad construction in the American West in the mid-19th century, where "traditional" hierarchical East-Coast models of control encountered individualistic pioneer workers, strongly supplemented by methods of efficiency-oriented "worker responsibility" brought to the scene by Chinese laborers. In this case, empowerment at the level of work teams or brigades achieved a notable (but short-lived) demonstrated superiority[1]
Empowerment in the workplace is regarded by critics as more a pseudo-empowerment exercise, the idea of which is to change the attitudes of workers, so as to make them work harder rather than giving them any real power, and Wilkinson (1998) refers to this as "attitudinal shaping". However, recent research suggests that the opportunity to exercise personal discretion/choice (and complete meaningful work) is an important element contributing to employee engagement and well-being. There is evidence [2] that initiative and motivation are increased when people have a more positive attributional style. This influences self-belief, resilience when faced with setbacks, and the ability to visualize oneself overcoming problems. The implication is that 'empowerment' suits some more than others, and should be positioned in the broader and wider context of an 'enabling' work environment.
Empowerment to employees in the work place provides them with opportunities penda to make their own decisions with regards to their tasks. Now-a-days more and more bosses and managers are practicing the concept of empowerment among their subordinates to provide them with better opportunities.
Team Building Puerto Rico, Team Building/ TeamBuildingTeam Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Team Building/ TeamBuilding In Management:
In the book Empowerment Takes More Than a Minute, the authors, Ken Blanchard, John P. Carlos, and Alan Randolph, illustrate three simple keys that organizations can use to effectively open the knowledge, experience, and motivation power that people already have. The three keys are that managers must use to empower their employees are: share information with everyone, create autonomy through boundaries and replace the old hierarchy with self-managed teams.
Share information with everyone – this is the first key to empowering people within an organization. By sharing information with everyone, you are giving them a clear picture of the company and its current situation. Another strong point that this brings is trust; by allowing all of the employees to view the company information, it helps to build that trust between employer and employee. Create autonomy through boundaries – this is the second key to empowerment which also builds upon the previous one. By opening communication through sharing information, it opens up the feedback about what is holding them back from being empowered. Replace the old hierarchy with self-managed teams – this is the third and final key to empowerment which ties them all together. By replacing the old hierarchy with self-managed teams, more responsibility is placed upon unique and self-managed teams which create better communication and productivity. [3]
In economic development, the empowerment approach focuses on mobilizing the self-help efforts of the poor, rather than providing them with social welfare. Economic empowerment is also the empowering of previously disadvantaged sections of the population, for example, in many previously colonized African countries
Firewalking is the act of walking barefoot over a bed of hot embers or stones. It has a long history in many cultures as a test or proof of faith, and is also used in modern motivational seminars and fund-raising events.
Firewalking is practiced
- by Eastern Orthodox Christians in parts of Greece (see Anastenaria) and Bulgaria (see nestinarstvo), during some popular religious feasts.[1] [2]
- by fakirs and similar persons,
- !Kung Bushmen of the African Kalahari desert have practiced firewalking since their tribal beginnings. (The !Kung use fire in their healing ceremonies.)
- by (mainly) Hindu Indians in South Asia and their diaspora in South Africa, Malaysia and Singapore who celebrate the Thimithi festival
- by little girls in Bali in a ceremony called Sanghyang dedari, in which the girls are said to be possessed by beneficent spirits. [1]
- by Japanese Taoists and Buddhists
- by tribes throughout Polynesia and documented in scientific journal (with pictures and chants) between 1893-1953. [2] [3]
- in management seminars and motivational seminars as in the case of Alan Lowis, Peggy Dylan, Tolly Burkan, Martin Sterling, Blaze Firewalking, Motivation In Business, Anthony Robbins, Stu Wilde, Fred Shadian, Charles Horton, Kevin Montes,Scott Bell.
olly Burkan, also known as Bruce Burkan, (born May 17, 1948 in New York City) is a firewalking spokesman. He is the founder of the Firewalking Institute of Research and Education in Twain Harte, California and claims there are over three million firewalkers globally, including 3,000 instructors on six continents. Since the 1980s he has received widespread media attention,[1] and has been called the "father of the global firewalking movement".[2]
During the 1970s, Burkan gained his reputation by creating the world’s first firewalking class and began teaching firewalking to the general public.[3] In the 1980s, he founded the Firewalking Institute of Research and Education, started working with large corporations and began training instructors.[4] In the 1990s he was one of those who transformed his work into a mushrooming corporate trend.[5]
He has written eight books in 13 languages, including Extreme Spirituality, Let It Be Easy, and Dying to Live.
Mythbysters video link http://www.spike.com/video/mythbusters-elevator/2781400
Geraldo & Donahue video link
[ Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,Team Building/ TeamBuildingTeam Building/ TeamBuilding 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/ TeamBuilding is not to be confused with "team recreation" that consists of activities for teams that are strictly recreational. Team Building/ 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"[1] Team Building/ TeamBuilding can also refer to the process of selecting or creating a team from scratch.
Reasons for Team Building/ TeamBuilding include
- Improving communication
- Making the workplace more enjoyable
- Motivating a team
- Getting to know each other
- Getting everyone "onto the same page", including goal setting
- Teaching the team self-regulation strategies
- Helping participants to learn more about themselves (strengths and weaknesses)
- Identifying and utilizing the strengths of team members
- Improving team productivity
- Practicing effective collaboration with team members
What are Team Building/ TeamBuilding Exercises and what is their purpose?
Team Building/ TeamBuilding 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/ TeamBuilding 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.
Types of Team Building/ TeamBuilding Exercises Communication Exercise
This type of Team Building/ TeamBuilding 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.
• Goal: Create an activity which highlights the importance of good communication in team performance and/or potential problems with communication.
Problem Solving/Decision Making Exercise
Problem 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.
• Goal: Give team a problem in which the solution is not easily apparent or requires the team to come up with a creative solution
Planning/Adaptability Exercise
These Team Building/ TeamBuilding 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. • Goal: Show the importance of planning before implementing a solution
Trust Exercise
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.
• Goal: Create trust between team members
Subgroups of Team Building/ TeamBuilding Exercises
- simple social activities - to encourage team members to spend time together
- group bonding sessions - company sponsored fun activities to get to know team members (sometimes intending also to inspire creativity)
- personal development activities - individual programs given to groups (sometimes physically challenging)
- 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
- psychological analysis of team roles, and training in how to work better together
Team interaction involves "soft" interpersonal skills including communication, negotiation, leadership, and motivation - in contrast to technical skills directly involved with the job at hand. Depending on the type of team building, the novel tasks can encourage or specifically teach interpersonal team skills to increase team performance.
Models of Team Behavior Team building generally sits within the theory and practice of organizational development. The related field of team management refers to techniques, processes and tools for organizing and coordinating a team towards a common goal - as well as the inhibitors to teamwork and ways to remove, mitigate or overcome them.
Several well-known approaches to team management have come out of academic work.
- The forming-storming-norming-performing model posits four stages of new team development to reach high performance. Some team activities are designed to speed up (or improve) this process in the safe team development environment.
- Belbin Team Types can be assessed to gain insight into an individual's natural behavioral tendencies in a team context, and can be used to create and develop better functioning teams.
- Team Sociomapping is an visual approach to team process and structure modelling. This model is based on social networks approach and improves the team performance by improvement of specific cooperation ties between the people.
Organizational Development In the organizational development context, a team may embark on a process of self-assessment to gauge its effectiveness and improve its performance. To assess itself, a team seeks feedback from group members to find out both its current strengths and weakness.
To improve its current performance, feedback from the team assessment can be used to identify gaps between the desired state and the current state, and to design a gap-closure strategy. Team development can be the greater term containing this assessment and improvement actions, or as a component of organizational development.
Another way is to allow for personality assessment amongst the team members, so that they will have a better understanding of their working style, as well as their fellow team mates.
A structured Team Building/ TeamBuilding plan is a good tool to implement team bonding and thus, team awareness. These may be introduced by companies that does Team Building/ TeamBuilding sessionsm, or done internally by the human resource department.
A Team Building/ TeamBuilding consultant is responsible for each component of a team building intervention. He will likely interact with the team once, or for a limited number of times. During these first contacts, actively assessing the team, making recommendations, and providing activities (exercises that compose a Team Building/ TeamBuilding intervention) for the team are the main responsibilities of the consultant. Moreover, usually a written proposal is required after the evaluation process, in which the trainer indicates how he or she would go about improving the team’s performance. Once the organization and consultant determine which recommendations to utilize (if not all), the consultant is then responsible for providing a useful intervention that will transfer back into the organizational setting. This responsibility usually requires the consultant to create a detailed plan of events, while allowing for flexibility. After the intervention has been employed, the consultant will typically evaluate the team-building program and communicate the results to the organization.
*Team management refers to techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goal—i.e. a team.
Several well-known approaches to team management have come out of academic work. Examples include the Belbin Team Inventory by Meredith Belbin, a method to identify the different types of personalities within teams, and Ken Blanchard's description of "High Performing Teams".
The 'Team Development Model', identified by Bruce Tuckman, offers a foundational definition of the stages teams go through during their lifecycle. Those stages are labeled Forming, Storming, Norming and Performing.
While the activities of team management are not new, many of the tools used by team managers are. The more Organizational Development-oriented practitioners often use interview-based analysis and provide reportage and insights that team leaders and their management may use to adapt team practices for higher performance. Teams can also be developed through Team Building/ TeamBuilding activities - which can also be used simply to build relationships where team members lack cohesion due to organizational structure or physical distance. Project managers may approach team management with a focus on structure, communications and standardized practices.
With the growing need to integrate the efforts of teams composed of members from different companies and geographies, organizations are increasingly turning to a new class of Internet software for team management. These tools combine planning and collaboration with features that provide a structure for team relationships and behaviors. In addition, there are tools that facilitate the forming of highly productive teams through analysis of personality and skills profiles.
Roles played by the team members Basically the roles are of three types
1) Task related roles
2) Relationship related roles
3) Dysfunctional roles(negative roles)
Team Building/ TeamBuildingTeam Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,Team Building/ TeamBuilding
Task related roles The task related roles in a team involves the roles or the people who are keen in the task that is to be accomplished by the team. Every person in a team is oriented to some or the other task related role. Some of the task related roles in a team are the initiator, 'information seeker/giver', 'opinion seeker/giver', 'summarizer', 'reality tester', 'gate keeper', 'direction giver' and energizer.
Relationship related roles The relationship related roles are those who maintain the relationship among the members of the team. As a team,in order to function effectively it is important that a good relationship is maintained among the team members.The various relationship related roles are the 'participation encourager', 'empathetic listener', 'tension reliever', 'evaluator of emotional climate' and 'praise giver'.
Dysfunctional roles In a team there always exist some dysfunctional roles or negative roles who always confront the ideas and the decisions taken by the team members. Such members do not contribute any significant part in the team yet they disturb the smooth functioning of the team as a whole. These members should be identified in order to make the team function effectively. Some of the dysfunctional roles in the team are 'blocker', 'attacker',' recognition-seeker', 'joker' and 'withdrawer'.
Empowerment refers to increasing the spiritual, political, social, or economic strength of individuals and communities. It often involves the empowered developing confidence in their own capacities.
The process which enables individuals/groups to fully access personal/collective power, authority and influence, and to employ that strength when engaging with other people, institutions or society.
In other words, “Empowerment is not giving people power, people already have plenty of power, in the wealth of their knowledge and motivation, to do their jobs magnificently. We define empowerment as letting this power out (Blanchard, K)." It encourages people to gain the skills and knowledge that will allow them to overcome obstacles in life or work environment and ultimately, help them develop within themselves or in the society.
Empowerment includes the following, or similar, capabilities:-
- The ability to make decisions about personal/collective circumstances
- The ability to access information and resources for decision-making
- Ability to consider a range of options from which to choose (not just yes/no, either/or.)
- Ability to exercise assertiveness in collective decision making
- Having positive-thinking about the ability to make change
- Ability to learn and access skills for improving personal/collective circumstance.
- Ability to inform others’ perceptions though exchange, education and engagement.
- Involving in the growth process and changes that is never ending and self-initiated
- Increasing one's positive self-image and overcoming stigma
- Increasing one's ability in discreet thinking to sort out right and wrong
Workplace empowerment One account of the history of workplace empowerment in the United States recalls the clash of management styles in railroad construction in the American West in the mid-19th century, where "traditional" hierarchical East-Coast models of control encountered individualistic pioneer workers, strongly supplemented by methods of efficiency-oriented "worker responsibility" brought to the scene by Chinese laborers. In this case, empowerment at the level of work teams or brigades achieved a notable (but short-lived) demonstrated superiority[1]
Empowerment in the workplace is regarded by critics as more a pseudo-empowerment exercise, the idea of which is to change the attitudes of workers, so as to make them work harder rather than giving them any real power, and Wilkinson (1998) refers to this as "attitudinal shaping". However, recent research suggests that the opportunity to exercise personal discretion/choice (and complete meaningful work) is an important element contributing to employee engagement and well-being. There is evidence [2] that initiative and motivation are increased when people have a more positive attributional style. This influences self-belief, resilience when faced with setbacks, and the ability to visualize oneself overcoming problems. The implication is that 'empowerment' suits some more than others, and should be positioned in the broader and wider context of an 'enabling' work environment.
Empowerment to employees in the work place provides them with opportunities penda to make their own decisions with regards to their tasks. Now-a-days more and more bosses and managers are practicing the concept of empowerment among their subordinates to provide them with better opportunities.
In Management:
In the book Empowerment Takes More Than a Minute, the authors, Ken Blanchard, John P. Carlos, and Alan Randolph, illustrate three simple keys that organizations can use to effectively open the knowledge, experience, and motivation power that people already have. The three keys are that managers must use to empower their employees are: share information with everyone, create autonomy through boundaries and replace the old hierarchy with self-managed teams.
Share information with everyone – this is the first key to empowering people within an organization. By sharing information with everyone, you are giving them a clear picture of the company and its current situation. Another strong point that this brings is trust; by allowing all of the employees to view the company information, it helps to build that trust between employer and employee. Create autonomy through boundaries – this is the second key to empowerment which also builds upon the previous one. By opening communication through sharing information, it opens up the feedback about what is holding them back from being empowered. Replace the old hierarchy with self-managed teams – this is the third and final key to empowerment which ties them all together. By replacing the old hierarchy with self-managed teams, more responsibility is placed upon unique and self-managed teams which create better communication and productivity. [3]
In economic development, the empowerment approach focuses on mobilizing the self-help efforts of the poor, rather than providing them with social welfare. Economic empowerment is also the empowering of previously disadvantaged sections of the population, for example, in many previously colonized African countries
Firewalking is the act of walking barefoot over a bed of hot embers or stones. It has a long history in many cultures as a test or proof of faith, and is also used in modern motivational seminars and fund-raising events.
Firewalking is practiced
Team Building/ TeamBuildingTeam Building Puerto Rico,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico Team Building/ TeamBuilding
- by Eastern Orthodox Christians in parts of Greece (see Anastenaria) and Bulgaria (see nestinarstvo), during some popular religious feasts.[1] [2]
- by fakirs and similar persons,
- !Kung Bushmen of the African Kalahari desert have practiced firewalking since their tribal beginnings. (The !Kung use fire in their healing ceremonies.)
- by (mainly) Hindu Indians in South Asia and their diaspora in South Africa, Malaysia and Singapore who celebrate the Thimithi festival
- by little girls in Bali in a ceremony called Sanghyang dedari, in which the girls are said to be possessed by beneficent spirits. [1]
- by Japanese Taoists and Buddhists
- by tribes throughout Polynesia and documented in scientific journal (with pictures and chants) between 1893-1953. [2] [3]
- in management seminars and motivational seminars as in the case of Alan Lowis, Peggy Dylan, Tolly Burkan, Martin Sterling, Blaze Firewalking, Motivation In Business, Anthony Robbins, Stu Wilde, Fred Shadian, Charles Horton, Kevin Montes,Scott Bell.
olly Burkan, also known as Bruce Burkan, (born May 17, 1948 in New York City) is a firewalking spokesman. He is the founder of the Firewalking Institute of Research and Education in Twain Harte, California and claims there are over three million firewalkers globally, including 3,000 instructors on six continents. Since the 1980s he has received widespread media attention,[1] and has been called the "father of the global firewalking movement".[2]
During the 1970s, Burkan gained his reputation by creating the world’s first firewalking class and began teaching firewalking to the general public.[3] In the 1980s, he founded the Firewalking Institute of Research and Education, started working with large corporations and began training instructors.[4] In the 1990s he was one of those who transformed his work into a mushrooming corporate trend.[5]
He has written eight books in 13 languages, including Extreme Spirituality, Let It Be Easy, and Dying to Live.
Mythbysters video link http://www.spike.com/video/mythbusters-elevator/2781400
Geraldo & Donahue video link
You Must Embrace the Opportunity in the Problem People and teams think and act according to very specific patterns. If your team building methods are chaotic, you will get chaotic results.
If you don't fully understand how people think and act in a team setting, you will never harness the full potential of your people.
Here are the areas teams break down:
- Effective Communication
- Leadership
- Interpersonal Relationships
- Effective Problem Solving
- Motivation & Productivity
- Goal Setting
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
Why Be Interested in Teams? There are many confusing sites on the web talking about management, teams, and team building. We make building a team simple so you can discover and apply the timeless principles available to your business. . . how people and groups act helps others who are trying to build an effective team.
What separates the winners from the losers?
Using these team building tactics, you will facilitate people making clear minded decisions that benefit the ultimate purpose of your team.
Discover Exactly Why Teams Fail The reasons teams fail boils down to several key factors:
- Inflated Egos
- Lack of Skills
- Insecurities
- Conflict of Personalities
- Lack of Defined Goals
It is your duty to influence your team for the better.
Are You Willing to Change? Team building is about improving performance.
If you're a small business owner, or a manager trying to save your neck effective team performance is the only option you have.
In a healthy team people work together without conflict; you meet organizational goals; and there would be a "healthy environment" throughout your workplace. . .
There would be no reason to invest your time, money, and energy into "team building" activities.
It's simple: You build teams to improve your business. . .
Teaming activities are designed to improve your team. . . so it's logical to conclude the team building process should improve your business.
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
Your team must change if you want your business to improve. . . you must help improve the performance of the people working on your team.
That means:
- improving teamwork dynamics
- getting rid of the people who undermine your teams success
- training and promoting only the folks who perform
Your old way of doing things has gotten you into this predicament, and you're going to need new strategies, principles, and methods to improve your team's performance.
As a result more work will get done faster, more efficiently, communication will improve, with less stress.
What is the Price of Staying the Same? Manage to improve your bottom line, the long-term benefits of a properly structured process far outweigh the short term investment you must make.
Take a good hard look at your business. You identify what's working and what isn't and clarify how to fix things.
Always document what you find.
With the right concepts you can quickly identify the roadblocks holding your team back.
You develop a system that encourages teamwork and collaboration, while your team works!
No wasted time, no thousands of dollars out the door. The results of an integrated team building process are priceless.
The Key to Success (in good times and bad) We cannot enter into alliances until we are acquainted with the designs of our neighbours.
--Sun Tzu
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
You must build a team that executes based on core principles and proven systems that work. You can't just rely on great "leadership" because what happens if your leader quits? Are you going to allow your business to fold until you find your next great leader?
Effective team building develops and empowers people AND your business. This website is dedicated to exploring and developing the systems by which you can do the same.
Keys To Team Facilitation
The role of effective team facilitation in creating teamwork throughout your organization. Team facilitation is important for multiple reasons.
Virtual Teams
Advantage of virtual teams to build your business, leverage your time, effort, and money and compete in any market , virtual or not.
Teamwork in the Workplace
Establish teamwork in the workplace, how to root your team on trust, utilize peoples' talents, and create a workplace that performs under pressure and has fun.
What Is Teamwork?
What is teamwork? Teamwork in business allows people to use their skills collaboratively, as a team.
Effective team facilitation is a process that allows people to work together collaboratively, while still being held accountable for their own work. When people work together for any length of time you're going to have conflict, people's feeling will get hurt, egos will clash, people will differ on the "right way" to go about accomplishing a task or meeting a goal.
Building an effective team is about creating and fostering a safe environment where people willingly work together toward the goals of the organization.
Facilitating teamwork is not always an easy process. People struggle to participate collectively despite the benefits of effective teamwork. Why is it so hard for people to work together?
There is no simple answer.
- Work Ethic
- Talent
- Chemistry
These are all good places to start when building a team. But how do you find them? And how do you know when your mix is right? Is building a team like baking a cake? Sure, with the right ingredients the right team can be a treat. But if you put in too much salt. . . yuck!
Often it's very hard to identify what separates a great team from a dysfunctional one. Unless you know exactly where to look.
One thing is clear, there are simple team facilitation steps you can take to build a better, more productive and happier team.
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
An Objective Eye? Some experts argue that the most effective form of team facilitation is when an an outsider is brought in to observe and provide feedback. Others suggest that the designated "team facilitator" should be a team member. These folks also suggest that the facilitator role should be rotated to each member of the team on a regular basis. Operating this way gives each team member a chance to participate and grants them a sense of responsibility for the healthy functioning of the team.
Both ways seem to be intelligent solutions, and not mutually exclusive. Sometimes an objective eye is needed to spot entrenched conflicts, improve workflow, and observe the team's dynamics without having a stake in the process.
The writer, John C. Maxwell has identified "17 Laws of Teamwork" that can be very useful to learn if you cannot recruit an outside team facilitator.
As you look deeper into building healthy teamwork through effective team facilitation, you will also see why Maxwell's "Laws" are important.
For example: "The Law of Significance," every leadership course I've been a part of, every business leadership book I've read, and all my experiences as a team leader demonstrate how having and maintaining a significant and important goal fosters teamwork and gives people a sense of identity.
Identity is core to getting people to want to belong "to something." When someone can identify themselves with a cause, a group of people, a movement, there is less hesitation, they will take the actions necessary to "belong."
Jim Collins, another great business author's acronym BHAG (Big Hairy Audacious Goal) exemplifies the "Law of Significance."
Both Collins and Maxwell are talking about ideas that dovetail well together, facilitating teamwork creates great teams and organizations by giving people a sense of purpose that belongs to them. They buy into what they're doing, their work defines them. This is true team facilitation.
Leaders who do not value real teamwork will probably never facilitate or instill a culture of teamwork in their workplace, thus their team will always fall short of greatness.
That is the art of facilitating a team: involving individuals in a way that allows them to be themselves, promotes their strengths, minimizes and shores up their weaknesses within the strength of the team. While at the same time accounting for the achievement of the organizational goals.
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
Finding Consensus One of the biggest benefits of having a team is the differing perspectives available to look at a problem. Each individual sees the world around them differently, thus can add a unique set of skills to answer a problem or offer a solution. Accountants see the world differently than marketing folks. Designers solve problems differently than human resources people.
Effective team facilitation breaks down the barriers between these differing individuals and departments, and helps them see the common ground within their perspectives. With common ground each individual can work toward the organization's goal with autonomy, and without losing their identity.
Remember: not every decision needs everyone's consensus. A good team facilitator will identify:
- What?
- Who?
- How?
Clarity is key to making good decisions. Once you've identified these three element the next steps are simple:
- gather the right people to make a decision
- Tell people what decision needs to be made
- Share the right information
- State the outcome of making, or not making, this decision
- Announce extenuating factors that need to be taken into account before a decision is made
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
Negotiation Training for a Team Your team or department has an important negotiation coming up. So how does your team prepare? The sad reality is most business negotiators prepare a few minutes before the negotiation meeting. Most preparations are based on 'what if they say' scenario discussions (not the most useful preparation). Most haven't taken any training in negotiations, few more have read any books related to negotiation. So where's the danger if most others haven't prepared effectively either? You'll know, just as soon as you come up against a negotiation team who have worked together for years or have attended one of our negotiation training courses.
Although I would always recommend your attending one of our negotiation training courses, this article passes on some of the bigger team preparation lessons our clients take after attending our training courses. One of the most important ingredients to effective negotiation meeting preparation is to make sure that the right people are there. By 'there' I mean at your preparation meetings and at the negotiation table. So who to invite to negotiate by your side and who should be in the shadows to coach you through?
Negotiation Team Roles What happens if you don't give each negotiator a clear team role and area of responsibility? Usually: chaos. Usually embarrassing chaos – with your team contradicting each other, or worse yet: someone 'giving away the farm', followed by some else trying to claw back the farm. Sounds familiar? This stepping on each others toes and giving away value doesn't just happen on our foundation negotiation training courses, it also happens on our advanced negotiation training courses. There are many ways to slice roles and assign responsibilities in a team negotiation. Lets look at just 2 methods:
Relationship vs. Task If building a collaborative longer term relationship is important to you, then we recommend you assign a relationship person. This will normally be the person in your team with the most regular contact with the other side. So who deals most closely with the other team? Then think of who is in charge off achieving your major negotiation goals. The decision maker or the person with the most negotiation experience is often assigned this role, but there are many other motivations for choosing others in the team for this role. Lets call this person the Task Master or simply in charge of successfully closing your negotiation deal.
Why would it be a mistake to make your your Task and Relationship the same person? The other side are human, and as humans we have a hard time believing that the person who's getting us to laugh and is assuring us of how much they have our interests close to their heart is the same person driving a hard bargain. If executed in its most crude form, this can be seen as a 'Good Cop, Bad Cop' role. If relationship isn't important to you, then playing this negotiation tactic can stand to your advantage. Otherwise we recommend that you steer clear of unethical tactics.
Consider playing to your strengths. Have your team profiled, there are many affordable thinking profiles available online to give your team insights into their patterns of thinking. So playing to your strengths may mean typecasting your most caring and rapportful negotiation team member into your side's Relationship role. Alternatively you may choose to give this same touchy feely person a developmental opportunity by having them take care of the task of achieving mission numbers. The result will be a more well balanced and skilful negotiator in the longer term.
Job Title and Competency All too often the numbers guy takes care of the financial aspects, whilst the big picture lady from marketing paints the frame at the outset and sells the big idea. The bigger the team, the more opportunities you will have to slide up the agenda (ensure you slide the entire agenda up) by area of competency and experience. If you do divide the responsibility pie by job title or competency, then ensure that your team are clear on when to allow (or call for) your Task and Relationship experts to jump in. We often find on our sales negotiation training or procurement negotiation training courses that a junior, or shy team member who doesn't often speak out is discovered to be a diamond in the rough. When put in front of our training camera, they shine – carving out a fantastic deal. So be careful to give everyone a chance to negotiate effectively. If a negotiation training course is beyond the reach of your negotiation
Lights, Camera... Take a step back for a moment. Do you know how the best negotiators achieve results that are consistently above average? The same way the armies of legendary Generals such as Napoleon Bonaparte and Alexander the Great consistently won at battle. Superior preparation. So if preparation is important for effective team performance at the negotiation table, and roles are important at the negotiation, then you would be on the money for guessing that roles are also important for effective preparation. What roles I hear you ask?
Team Building Puerto Rico, Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico, Firewalk Puerto Rico, Firewalking Puerto Rico, University of Power ,Team Building Puerto Rico, TeamBuilding Puerto Rico,Team Building Puerto Rico,
How to waste your team's time in Preparation
- Don't look at the clock! Without an eye on the clock, time is usually squandered in discussing various battle scenarios, without enough time being invested into the really important areas (to read about the most important areas of negotiation preparation, read our free negotiation articles).
- Start your team meeting without an agenda. Your agenda is your roadmap. Without mapping out where you're going, you're unlikely to get there. Best to include the following in your negotiation preparation team meeting: Who should be in attendance and for which parts of your team meeting; who has which areas of responsibility (key to success is your choice of negotiation team facilitator), topics for discuss and their order of discussion.
- Don't capture actions. Actions are the fruits born by your meetings labour. So don't leave your fruit on your negotiation meeting preparation table.
The Right Solution For An Ineffective Team When there are obvious problems within a team, the output from the team naturally diminishes. Your team is a group of professionals put together because their expertise and experience were found to be suitable for a particular business task. If they are not delivering the right output and matching the performance benchmarks that are expected of them, then it calls for a serious analysis of problem areas to find the appropriate solution.
Micromanagement of Team Ineffectiveness Issues There are four major steps to finding a solution that helps to transform an ineffective team into a success:
- Finding the facts.
- Detecting and identifying the problem .
- Evaluation of the behaviours or team issues associated with the problem.
- Looking for the right solution to the problem.
Micromanagement involves paying close attention to the finer details that are responsible for the team’s ineffectiveness. It involves:
Come visit out oficial websites for Team Building / Teambuilding, Team Building Certifications , for FIREWALKS, Firewalking, Firewalking Certification ,for Human Resources Consulting , for Trainings; Attitude, Sales, Empowerment, Creativity, Colaboration & Customer Service and for Assesment Tests
