Team-Work and Team-Roles
Team-Work & Team-Roles helps individuals better understand how their preferences for different types of work can affect the bottom line. Participants will learn to recognize their individual team strengths and identify the phases of a team task. This enables them to pinpoint the role each contributor should take to get the job done.
Learn Your Team’s Strengths and Roles
How It Works
Using an 18-item assessment, team members rank-order sets of four statements describing their manner of working in a team. This assessment will take 10 to 15 minutes to complete. A team profile (created by compiling individual profiles) and group discussion then help the teams to discover how they can modify their behavior to ensure roles and phases are addressed.
Uses and Applications
Team-Work & Team-Roles has been used in a variety of settings and numerous companies, including public seminar organizations, computer manufacturers, banks, hospitals, public utilities, universities, municipal and state governments, and the federal government. Some uses of Team-Work & Team-Roles are:
- Management training: Several organizations have used the Team-Work & Team-Roles Inventory and theory as part of their in-house supervisory and management development workshops. Team-Work & Team-Roles is a useful tool for training colleagues in teamwork skills and focusing on their team strengths.
- Team training: The Inventory has been used with total quality teams, self-managing teams, task forces, committees, matrix organizations, and start-up teams for specific projects, programs, and tasks. Team-Work & Team-Roles is a tool used for designing teams, diagnosing team strengths and potential weaknesses of existing teams, and integrating team formation with the problem-solving processes of time-bound teams.
- Team Building: Team-Work & Team-Roles can help resolve internal personal conflicts in an existing team. Many internal and external consultants now use the Inventory as a tool in team-building interventions in large and small organizations.
- Self-directed teams: Team-Work & Team-Roles has been particularly useful for self-directed teams that must decide how to carry out their work. Through discussion of teamwork preferences, members of self-directed teams can highlight problem phases and ensure that the team addresses those phases.
Learning Outcomes
By the end of this assessment, participants will:
- Identify preferred individual and team strengths, roles, and work phases
- Uncover how to cultivate missing team roles and work each phase deliberately
- Discover how to resolve team roles that conflict
- Explore the strengths and weaknesses of teams that are “stuck” in various teamwork/team role combinations
Product Details
Product Type: Assessment. The Facilitator Guide includes everything you need to lead a successful training session.
Target Audience: Team-Work & Team-Roles is appropriate for all types of teams. It can be used with new teams to identify how they prefer to work together and their team strengths. It also can be used with experienced teams who want to analyze their work preferences.
Measures: Participants' effectiveness in work roles.
Dimensions: Communication, relationship behavior, and team effectiveness.
Time Required: 1.5 hours.
What to Order
Facilitator Guide: Order One Guide Per Trainer.
The Facilitator Guide includes background information, administrative guidelines, step-by-step workshop outline, and sample participant materials. Facilitator materials will be available as a digital download link in your order confirmation.
Paper Assessment 5-Pack: Order One Pack for Up to Five Participants.
The Paper Assessment is ideal for facilitators who prefer to oversee scoring and administration of the assessment. It includes pressure-sensitive forms for manual scoring.
About the Authors
Frederick S. Mumma, Ed.D., began helping people understand the dynamics and work of groups when he was a process consultant in leadership laboratories at Temple University in Philadelphia. He conducted workshops, training programs, team-building sessions, and counseling for managers and executives on organizational climate, leadership style, and task teams. He has worked for GAF, Exxon, DuPont, SmithKline Beecham, PECO Energy, Abbott, Bankers Trust, Sun Oil, and the American Cancer Society, and has earned his doctorate and master's degrees in psychoeducational processes, majoring in group dynamics and organizational change. He was the director of the Management Course and the Senior Management Program of the American Management Association.