This course builds knowledge and understanding of how to develop and maintain effective working relationships in both formal and informal contexts. The role of open communication in creating effective working relationships is covered as well as the range of behaviours that can build or destroy trust. Participants explore the characteristics of groups and teams, using recognised models and theory of group formation as well as examples from within the workplace. Participants will learn how to identify team roles and understand their uses and implications from the perspective of a manager. We unpack tools that enable participants to gain skills in building a balanced team to achieve objectives.
Following the completion of the course and assignment, the leader will be able to:
- Explain the benefits of effective working relationships in developing and maintaining the team
- Describe behaviours which could develop and maintain trust at work
- Explain the role of communication in developing effective team working
- Explain the differences between a group and a team
- Describe the stages of an established model of group formation
- Explain how a manager could benefit from knowing team members’ preferred roles as defined in an established team role model
The nature of formal and informal working relationships
Role of open communications and the need to keep people informed, in creating effective working relationships
Range of internal and external contacts
Differences between people, and the effects on relationship building
Differences in organisational culture, and the effects on relationship building at work
Social skills appropriate to the workplace
Range of behaviours which develop, maintain and destroy trust at work
The importance of maintaining confidentiality in the workplace
A series of mini-activities are used to demonstrate and allow practice in applying team development concepts.
Characteristics of groups and teams – the differences, examples within the workplace
Tuckman’s theory of group formation
How to identify team roles (Belbin) and the uses and implications for managers
Building a balanced team to achieve objectives
The second half of the day has an extended experiential exercise so that new tools can be applied in a team development exercise. Peer and instructor coaching is used to ensure the tools and concepts are being applied effectively.