WORKSHEET


 * =INTRODUCTION=

=TASK=

=PROCESS=

=RESOURCES=

=EVALUATION=

=WORKSHEET=

=PRESENTATIONS=

=CONCLUSION= ||  **Questions:**

1. What does the word “team” mean?
2. What is the difference between a team and a group?


 * Ivanin: **

===__**A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable **__===

**Teams differ from other type of groups** in that members are focused on a ** joint goal or product **, such as a presentation, completing in-class exercises, taking notes, discussing a topic, writing a report, or creating a new design or prototype

Many people used the words //team// and //group// interchangeably, but there are actually a number of differences between a team  and a group in real world applications. A number of leadership courses designed for the corporate world stress the importance of team building, not group building, for instance. A team  's strength depends on the commonality of purpose and interconnectivity between individual members, whereas a group's strength may come from sheer volume or willingness to carry out a single leader's commands.

It is often much easier to form a group than a team. If you had a room filled with professional accountants, for example, they could be grouped according to gender, experience, fields of expertise, age, or other common factors. Forming a group based on a certain commonality is not particularly difficult, although the effectiveness of the groups may be variable. A group's interpersonal dynamics can range from complete compatibility to complete intolerance, which could make consensus building very difficult for a leader. A team , on the other hand, can be much more difficult to form. Members of a team  may be selected for their complementary skills, not a single commonality. A business team  may consist of an accountant, a salesman , a company executive and a secretary, for example. Each member of the team  has a purpose and a function within that  team , so the overall success depends on a functional interpersonal dynamic. There is usually not as much room for conflict when working as a team. The success of a group is often measured by its final results, not necessarily the process used to arrive at those results. A group may use equal parts discussion, argumentation and peer pressure to guide individual members towards a consensus. A trial jury would be a good example of a group in action, not a team. The foreperson plays the leadership role, attempting to turn 11 other opinions into one unanimous decision. Since the jury members usually don't know one another personally, there is rarely an effort to build a team  dynamic. The decision process for a verdict is the result of group cooperation. A team , by comparison, does not rely on " groupthink " to arrive at its conclusions. An accident investigation team  would be a good example of a real world  team  dynamic. Each member of the team  is assigned to evaluate one aspect of the accident. The team  's expert on crash scene reconstruction does not have to consult with the  team  's expert on forensic evidence, for example. The members of a team  use their individual abilities to arrive at a cohesive result. There may be a team  member working as a facilitator for the process, but not necessarily a specific leader. media type="youtube" key="SII1EU3huuE?fs=1" height="385" width="480"

Links collection: [] http://www.wisegeek.com/what-is-the-difference-between-a-team-and-a-group.htm [] [] 3. How can 5 people, working together, produce more work than 5 individuals? How is it connected with such phenomena as trust, communication and pride? 4. What is Belbin’s team role theory? 5. Give a description of a team role “plant”? What are its strong and weak points? 6. Give a description of a team role “co-operator”? What are its strong and weak points? 7. Give a description of a team role “evaluator”? What are its strong and weak points? 8. Give a description of a team role “finisher”? What are its strong and weak points? 9. Give a description of a team role “implementer”? What are its strong and weak points? 10. Give a description of a team role “shaper”? What are its strong and weak points? media type="youtube" key="OLIAPLOeF5c" width="425" height="350"
 * Logvinovich **

Implementers are aware of exte rnal obligations and are disciplined, conscientious and have a good self-image. They tend to be tough-minded and practical, trusting and tolerant, respecting established traditions. They are characterized by low anxiety and tend to work for the team in a practical, realistic way. Implementers figure prominently in positions of responsibility in larger organizations. They tend to do the jobs that others do not want to do and do them well: for example, disciplining employees. Implementers are conservative, inflexible and slow to respond to new possibilities.
 * Implementer** is this member who turns concepts into working procedures. This member also has a tendency to seek out and find the unfilled needs of the company, and tackle those projects that others would rather avoid.
 * strong points****:**
 * weak points****:**

The Shaper is the other leadership role Belbin describes. He is often a more abrasive motivator, but gets the job done. He is generally better suited to temporary positions, such as project team leadership, which ends when the project is completed Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning norms, and finding the bes t approaches for solving problems. The Shaper is the one who shakes things up to make sure that all possibilities are considered and that the team does not become complacent.Shapers often see obstacles as exciting challenges and they tend to have the courage to push on when others feel like quitting. Their potential weaknesses may be that they're argumentative, and that they may offend people's feelingsTwo or three shapers in a group, according to Belbin, can lead to conflict, aggravation and in-fighting. media type="youtube" key="oaeIs4lNqSw" width="425" height="350"
 * strong points:**
 * weak points****:**

=
<span style="color: #0000ff; font-family: 'Trebuchet MS','sans-serif'; font-size: 20pt; margin: 0cm 0cm 0pt;"> Ha-ha-ha. This crazy woman sounds almost like me :) I love it======

Links collection: [] [] [|http://scholar.lib.vt.edu/theses/ava] [|ilable/etd-12142001-180934/unrestricted/schoenhoff_thesis.pdf] http://www.12manage.com/methods_belbin_team_roles.html http://www.belbin.com/rte.asp?id=8 http://changingminds.org/explanations/preferences/belbin.htm

GUL DENIS
<span style="font-family: 'Trebuchet MS','sans-serif'; font-size: 12pt; margin: 0cm 0cm 0pt;">11. Give a description of a team role “resource investigator”? What are its strong and weak points? <span style="font-family: 'Trebuchet MS','sans-serif'; font-size: 12pt; margin: 0cm 0cm 0pt;">12. Give a description of a team role “team player”? What are its strong and weak points?

<span style="font-family: 'Trebuchet MS','sans-serif'; font-size: 12pt; margin: 0cm 0cm 0pt;">resource investigator:
The resource investigator is the executive who is never in his room, and if he is, he is on the telephone. The resource investigator is someone who explores opportunities and develops contacts. Resource investigators are good negotiators who probe others for information and support and pick up other’s ideas and develop them. They are characterised by sociability and enthusiasm and are good at liaison work and exploring resources outside the group.
 * strong points:**Extrovert, enthusiastic, communicative. Explores opportunities, Develops contacts
 * weak points****:**Over-optimistic. Loses interest once initial enthusiasm has passed.

Team player:
Team workers make helpful interventions to avert potential friction and enable difficult characters within the team to use their skills to positive ends. They tend to keep team spirit up and allow other members to contribute effectively. Their diplomatic skills together with their sense of humour are assets to a team. They tend to have skills in listening, coping with awkward people and to be sociable. sensitive and people oriented.
 * strong points:**Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction.
 * weak points****:**Indecisive in crunch situations.

Links collection: http://web.archive.org/web/20020203063823/http://www.solent.ac.uk/sbs/iconoclastic/Senior/senior.html// //http://www.srds.co.uk/cedtraining/handouts/hand40.htm#Company%20worker/%20implementer//

//<span style="font-family: 'Trebuchet MS','sans-serif'; font-size: 12pt; margin: 0cm 0cm 0pt;">13. Is it enough to figure out your team roles to form a successful team? // //<span style="font-family: 'Trebuchet MS','sans-serif'; font-size: 12pt; margin: 0cm 0cm 0pt;">14. What is Kersey’s temperament sorter? What is it for? //

// Polyakov Vlad //
//7. Give a description of a team role “evaluator”? What are its strong and weak points?// //8. Give a description of a team role “finisher”? What are its strong and weak points?//

//**Evaluator:** He is an expert on analyzing problems, assessing ideas and offering suggestions for taking decent decisions. He has high mental talents as plant and shaper do. He seems as unprejudiced and unbiased with his serious personality and judgments. His possibility of producing creative ideas is relatively low but he protects the team from fatal mistakes. A typical monitor evaluator is stable, introverted, and he has high level mental abilities.// //Allowable weakness: lacks drive and ability to inspire others.//

//**Finisher:** The finisher is the assurance of the team for not making mistakes and he is like a security guard against small but important mistakes. Unfortunately there are very few members who prefer this role. He has auto-control, strong character and very intolerant with irresponsible and indifferent members of the team. He is willing to try complicated things and finishes what he begins. He manages time well and always does his best to catch up all activities scheduled. He is a typical introverted and anxious.// //Allowable weakness: inclined to worry unduly. Reluctant to delegate.//

media type="youtube" key="XM-K3H9P2ao" width="425" height="350"

//Links collection: [] []// //[]//

=// Nikita Serzhantov //=

//** Questions: **//
// <span style="font-family: 'Trebuchet MS',sans-serif; font-size: 12pt; margin: 0cm 0cm 0pt;">4 **<span style="font-family: 'Trebuchet MS',sans-serif; font-size: 12pt; margin: 0cm 0cm 0pt;">. **<span style="font-family: 'Trebuchet MS',sans-serif; font-size: 12pt; margin: 0cm 0cm 0pt;"> What is Belbin’s team role theory? // //<span style="font-family: 'Trebuchet MS',sans-serif; font-size: 12pt; margin: 0cm 0cm 0pt; padding: 0px;">5. Give a description of a team role “plant”? What are its strong and weak points? //

**//Belbin’s team role theory//**

//﻿// //Dr. Meredith Belbin is well known for his team roles concept. The team roles identified by Belbin are based on certain patterns of behaviour that people exhibit within teams. These patterns of behaviour can potentially have an impact on the performance of the team. The basic premise of the Belbin team roles theory is quite simple. When individuals become aware of their own strengths and abilities, and understand the role that he or she is capable of playing within a team, it helps them to deal better with the demands of the team environment.//

//Belbin’s team roles are based on a study that examined personality traits, intellectual styles and behaviours within teams. The team roles evolved from the clusters or patterns of these that emerged during the study. Initially defined as 8 roles, the Belbin model now sports 9 roles, the new one being the ‘Specialist’.//

Team role "plant" //Plants are creative, unorthodox and a generator of ideas. If an innovative solution to a problem is needed, a Plant is a good person to ask. A good plant will be bright and free-thinking. The Plant bears a strong resemblance to the popular caricature of the absentminded professor-inventor, and often has a hard time communicating ideas to others.//

//**Contribution**// //Creative, imaginative, unorthodox. Solves difficult problems.//

//**Weaknesses**// //Ignores incidentals. Too pre-occupied to communicate effectively.//

Links [|Belbin Team Role Theory] [|Team Building Portal] [|Karim Vaes - Belbin’s Team Roles]

= Esipenko Anton =

[[image:http://www.belbin.com/content/images/1/1/28/336.jpg width="67" height="67"]]
Plants are creative, unorthodox and a generator of ideas. If an innovative solution to a problem is needed, a Plant is a good person to ask. A good plant will be bright and free-thinking. The Plant bears a strong resemblance to the popular caricature of the absentminded professor-inventor, and often has a hard time communicating ideas to others.
 * Strong points:** creative, imaginative, unorthodox, solves difficult problems.
 * Weak points:** ignores incidentals. Too pre-occupied to communicate effectively.

**Co-operator:**
====A Coordinator often becomes the default chairperson of a team, stepping back to see the big picture. Coordinators are confident, stable and mature and because they recognise abilities in others, they are very good at delegating tasks to the right person for the job. The Coordinator clarifies decisions, helping everyone else focus on their tasks. Coordinators are sometimes perceived to be manipulative, and will tend to delegate all work, leaving nothing but the delegating for them to do.====
 * Strong points:** mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well.
 * Weak points:** can be seen as manipulative. Offloads personal work.

media type="youtube" key="_qhIUhzV4pI" width="425" height="350"

//http://www.mindtools.com/pages/article/newLDR_83.htm// //http://www.12manage.com/methods_belbin_team_roles.html// http://changingminds.org/explanations/preferences/belbin.htm
 * Links:** //[|http://www.belbin.com]//

= Churkin =

<span style="font-family: 'Trebuchet MS','sans-serif'; font-size: 12pt; margin: 0cm 0cm 0pt;">3. How can 5 people, working together, produce more work than 5 individuals? How is it connected with such phenomena as trust, communication and pride? The magic word for teams is synergy: a group whose combined effect is greater than the sum of their individual effects. It’s the difference between thinking linearly (2+2=4) and geometrically (2×2=4, oh wait). To the inexperienced, synergy is impossible. How can 5 people, working together, produce more work than 5 individuals? There are at least three ways: trust, communication and pride.
 * Trust**: If we share a foxhole and I trust you to watch my back, I can apply 100% of my resources to the problem at hand. My focus is greater because you are there. It may also turn out that my task, reading a map in Greek, is something you can do better than I. If I trust you to read the map (while I watch your back, of course) you can do in seconds what would have taken me hours. And then if we switch, I watch your back, or translate your German map for you, we both work much faster at our individual tasks that possible alone. With enough trust we are both willing to make sacrifices for the other without fear and can work faster than others, even when under stress.
 * Communication**: In nearly every war movie there’s a scene where a unit of troops is directed into action by their sergeant, using only hand signals. They talk, ask short questions, and confirm orders with a few short movements of fingers and palms. If they do it right, they all move with complete understanding of each other’s movements and can predict where everyone will be and what their responsibilities are. Communication is leverage: a team of people can act with the clarity and speed of a single mind. And when there is doubt or disagreement, it’s the quality of communication that enables quick negotiations and improved decisions.
 * Pride**: We are social creatures. We work harder when we know others are depending on us. Good teams merge self respect with respect for the team. People want to do well not only so they look good, but so the entire team looks good. There is a new kind of pride that is larger than any individual and if it’s done right, it feels better to help the team succeed than it does to succeed alone.

//<span style="font-family: 'Trebuchet MS','sans-serif'; font-size: 12pt; margin: 0cm 0cm 0pt;">14. What is Kersey’s temperament sorter? What is it for? // The **Keirsey Temperament Sorter** (KTS) is a self-assessed personality questionnaire designed to help people better understand themselves and others. Each temperament has its own unique qualities and shortcomings, strengths and challenges. What accounts for these differences? To use the idea of Temperament most effectively, it is important to understand that the four temperaments are not simply arbitrary collections of characteristics, but spring from an interaction of the two basic dimensions of human behavior: our communication and our action, our words and our deeds, or, simply, **//what we say//** and **//what we do//**.
 * Temperament** is a configuration of observable personality traits, such as habits of communication, patterns of action, and sets of characteristic attitudes, values, and talents. It also encompasses personal needs, the kinds of contributions that individuals make in the workplace, and the roles they play in society. Dr. David Keirsey has identified mankind's four basic temperaments as the Artisan, the Guardian, the Rational, and the Idealist.

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