Introduction

The theme of teamwork is perhaps one of the most fashionable in the business and academic when strategic management models or personal speech.

Constantly being published in newspapers, magazines and educational texts, brainy articles about it, we give thousands of recipes on what to do, but in a few find the why and how.

Teamwork is another product on the market that is offered as a dress pret-a-Porter, or as a drug for general use. However, in my opinion we can assimilate teamwork to a medicinal drug, which is available to us after years of patient research and thousands of laboratory tests, which qualified under surveillance healing power is immense. However, if used improperly, not experts or in excessive doses, can cause death.

Being consistent with this view, in this chapter, we turn first to reflect on both organizational and individual bases of the urgency of working in teams, ie, the why, and then move briefly review some research from psychology illustrate our social basics of human behavior in groups. These investigations were made in c mostly in the 50s and 60s, at American universities, becoming classics, and whose contributions remain in force and be key in understanding human behavior in groups PC cheese. Finally coarse deliver guidance on how to do it, those intentions alone do not allow the path independently, since it is necessary and advisable to resort to trusted experts to be focused and get all the benefits of this wonderful way of working .

Work as a team, no doubt, and from experience, brings us to recover the work as a recreational activity that has the ability to provide emotional satisfaction, spiritual and economic, much more abundant than you might imagine.

WHY NOT NOW WORKING IN TEAMS

The contemporary world is evolving at a rate that even the most daring futurists imagined past. We see the Taylorist model stable and safe design and work organization, collapsing before our eyes and the worst, under our feet. The security and stability that we are losing in relation to work covering various areas, of which, that on this occasion at hand, is related to human behaviors and interactions in business and in general, labor organizations.

The former model will ensure privacy and emotional security by not requiring close relationships with our colleagues and closest collaborators (which we could do if we wanted and obviously out of all employment context) as a basic principle was “the right man in the right jobs. ” In this way each man did his own without having to interact directly with each other and if this was required by the nature of work, was also clearly defined thanks to the contributions of Weber, who masterfully proposed a model of work organization and regulation to behave successfully in them, he called bureaucratic model.

Another important aspect of our former work estí10 was that the requirements were clearly defined. The information that each person had used was biased so that only the leadership could put the puzzle together and give it a meaning. Therefore, the requirements of handling and processing of information were very low from the cognitive point of view, but not from an emotional standpoint, as each person is handled in an atmosphere of uncertainty about the information, but, paradoxically, in a absolutely stable and predictable world for the demands of work and work and organizational stability. We all know stories (and there are still desagracíadamente) people who have worked 30 or more years in the same company doing exactly the same.

It was also pristinely clear who controlled the work, who should be obeyed and who report the results, which were independent of what others might do or not do. The responsibilities and individual contributions were clearly identifiable as well as the consequences of the actions of each. Therefore, strictly speaking, each doing his job, being absolutely irrelevant to the individual specific task what others did, but was not for the progress and overall performance of the company. The global dimension of business concern and it was only had meaning for those who had the key to integrating all the information and give a logical meaning, ie the top of the organization, only there the work and information of each of the collaborators had meaning.

The requirements and demands of work were clear, stable and largely routine. Therefore, the possibilities of planning the weeks, months, years and decades, quite accurately, it was real. The lives of the people were predictable. people migrated hardly the work of parents and children were the same, and so on.

The contemporary world presents challenges which the only clear or only certainty is change and within them, the big change is related to the ways of interacting with others within the organizations.

Let’s review some of the changes in the contemporary world that directly impact these relationships. One is the introduction of technologies that accelerate the production processes, making technology-intensive and independent of human exertion of force, both in intensity and in number of people. We’re releasing more and more of the tasks of demand for physical effort and, therefore, no longer requires many people to work together, but few enough to move large volumes. For example, in the work of water companies 20 years ago, the whole movement of land to install water matrices was done with shovel and pilloried in packs of 15 or 20 people. Today, that same task run by a group of 4 or 5 people with retro-dig.

The growing and explosive communication over the Internet has enabled the ability to collect and transmit information to grow at ever higher. However, this does not mean, contrary to popular belief, we have more knowledge, as discussed later. Also, the introduction of technology has taken us from a model of manufacturing labor organization to a model of mentofactura call, characterized because the main productive effort and the main added values, we find in the world of ideas, the creative and reflective of all working men.

To summarize the above ideas we can say that the information is not knowledge, and that the main opportunity to add value in a highly technological and globalized world, is through the ideas and knowledge. Then, the next question is: where and how knowledge is generated?. One obvious answer (is that knowledge is generated in large academic centers and / or research. However, this response if it was valid in the past, today it is not. The universities continue to collect a large number of intellectuals , academics and researchers, but not just children who now generate knowledge, but each person faced with the challenges of daily life, is able to systematize its experience and pass it on to his fellows thus generating new knowledge.

This is a reality today in every factory, plant, office or business. You can not expect answers from others or global responses, as when they are obtained, it will be too late and others have. Therefore, it is the mission of each organization to generate specific knowledge to help you stay viable. From there then that knowledge is an economic asset that must be permanentemen build and maintain. This task is not a matter of a brilliant executive, engineer, biologist, psychologist, or administrator.in teams and organizations, in every place where there needs to respond to questions or solutions to problems. Knowledge is a strategic asset and business, which is generated by the joint efforts of its members, forming equipment. The knowledge generated must be well managed, they represent the competitive advantages of companies and countries.

We conclude that to have knowledge, it is necessary to share information, Cooperatives, analyze, and thus add value which, as applied to production processes of goods or services, will be transformed into competitive advantages for the company. This can only work teams composed of people who have interpersonal skills and who have reached appropriate levels
of emotional development, ie people who – as noted in the first chapter of this series, having a harmonious and balanced development physical, social, psychological and spiritual.

On the other hand, people in the world today have changed. We are not the same as before, we are exposed to multiple stimuli and general educational levels of the population are increasing. People are increasingly demanding higher levels of knowledge and requirements for educational systems, and today is recognized by all sectors of the country’s educational system is a key platform for sustained growth. However, the current education prepares even isolated individuals in a world of knowledge Automize and compartmentalized, with no need for collaboration and partnerships, and with a strong incentive to individualism.

The current and future complex world will require creative, risk capacity and make with others. Therefore, companies in the future must be able to offer its employees the opportunity to learn continuously, to present to future challenges and to offer an environment in which to develop emotional bonds with both its specific task, its objectives y. especially with the people with whom they interact. People in each organization will seek to learn something special. If a company or organization has nothing to really, then you are out of the game.

So much for people and businesses will need to develop the ability to cooperate and compete at the same time, (beyond the false dilemma of cooperation versus competition), which can only be facilitators in an environment of trust and support human. Hence, in the future world of academic training is not necessarily the sole factor for success, it is also the curiosity, creativity and ingenuity to solve problems and process information.

The skills required in the future, will be the ability to learn and work together, explore, test, alternatives, design and invent, the experimentation will be essential for learning. Companies and people constantly ask about what are the skills and knowledge to develop and exploit market opportunities. And the ability to respond efficiently to these questions is given the opportunity to be given to form solid, stable and efficient work teams.

In cl century back to the era of the great inventions, discoveries, by risking romance to explore and conquer unknown worlds. On this occasion, we have to conquer is our own ability to meet our immediate world and especially to ourselves and those around us. And this, like Colon, Scott, Livingston or Curie, only done, build teams.

In conclusion, the world of work and business of the next century will require of the people and businesses, a great intellectual effort and a model of relationships that fully integrates the capabilities and needs to create, dream and feel of the people, which can only be successful if carried out by teams. In this way, you can build a more satisfying for everyone.

SOME BASIC ELEMENTS OF HUMAN BEHAVIOR IN GROUPS

The classic social psychologists of the decade of the 50s and 60s, and then the psychologists working for 70 years on, have been investigated with detention and curiosity behaviors of individuals in social situations first and then work situations . The contributions have been fruitful and impossible to bump into these few pages. Hence, briefly and by way of illustration, show some classic findings of research groups for understanding teamwork:

At the beginning, relations between the members suffer major changes to reach its consolidation, apparently achieving stability. However, are changing imperceptibly since by definition, people we change every day and therefore also change the relationship we build with our neighbors and with the environment in general.

2) An ideal group is a group where the individual feels safe, wanted and needed, which is acceptable to their peers and know that they accept, the interests and motivations of the members are known and are shared

The literature distinguishes what has been called the attraction of a group and what is called cohesion.

The force of attraction of a group refers to those elements and factors that identify a group, distinguished from others and make it desirable for members of a given community. Cohesion has been defined by Festinger as the resultant of all forces acting on members of a group to remain as members of it. Some of these forces mentioned by the author are the following:

· Incentive properties of the group are expressed through the goals, programs, operating style and characteristics of its members, among others.

· Motivational basis of attraction: refers to the needs of group members can meet through their stay in it, such as affiliation, recognition, security, among others.

· Expectation: the subjective possibility that the membership, will bring benefits to its members.

· Level of comparison: level of performance should be obtained by group membership versus belonging to another group.

The impact of cohesion is evident in that members maintain membership, the group has power over members, people involved and develop loyalty to the group as a whole and each of its members in particular, and levels are met each see greater personal security and self-worth.

3) All groups are within the scope of their abilities to recognize, define and solve problems and meet their common needs. The action of the group is based on the consensus achieved through the participation of all members, to which requires a minimum degree of understanding of other group members.

People group members may have the same needs or interests, however the intensity of these may be different, which explains some failures.

Characteristics of effective functioning of a group according to Mc Cregor.

• The ambient atmosphere is casual, comfortable and not tense.

· There is a strong and active discussion of all members, but always in reference to collective tasks.

• The discussion of objectives tends to understanding and acceptance by the members.

• Once accepted the goals are always taken into account in the discussion.

· Verbal reports are heard by all, no fear to raise ideas.

· There are disagreements that are not overlooked and that are resolved in accordance with the objectives.

· The voting for the disagreements are a last resort.

• The criticism is frequent and is focused on opinions, not people.

· By taking action, everyone assumes its responsibilities.

• The leadership is exercised on the basis of the contributions, experience and training of members (situational leadership) and no formal power that each one may have.

4) The subjects in the purchase or play roles, to which the theorists raise two positions. The first notes that the roles are acquired due to the characteristics of social interaction within the group and the second, that the roles are determined primarily by the characteristics of personality of each member.

(Zander 1974).

There is some consensus on the factors of strict individual adoption of roles, which would basically three:

1 .- Group activity

2 .- Ability in the task (expertise)

3 .- Sympathy

The combination of these three factors will define the kind of role to be played within the group:

A) A person with 1,2 and 3 senior, exercises leadership role,

b) A person with one and two senior, becomes the specialist in the task:

c) A person with three high, the climate will be key, and

d) A person with the three factors low, will become marginal within the group and possibly in the conflict are focused.

Another possible categorization of roles within the groups is related to the classic division of Black and Mouton between concern for task and concern for people. According to this approach and recognizing that the roles are assumed to satisfy both personal and group needs, some people assume roles task, that is would be primarily con
cerned with the tasks of the group and other socio-emotional roles assume that is primarily concerned to alleviate the problems and overcome inter-personal hostilities within the group.

5) While the members are more engaged with the group leader or feel of their future, more will develop the desire and will for the group to succeed.

6) groups prefer to approach tasks of moderate difficulty than high or low task difficulty, and their productivity is higher compared to intermediate tasks. A very high and ambitious goal for a specific group may cause a greater chance of error and failure. (Stedry Kay).

7) A better understanding of the members of a group’s level of achievement and satisfaction achieved both individually and collectively, the greater the effectiveness of the group concept of continuous feedback. (Shaw and Blum).

The groups, consisting of historical individuals, require three resources or environments to develop and act, which depend on the effectiveness of their efforts and ultimate success in achieving the goals. In this way we talk about:

A) A physical environment consisting of walls, chairs, tables, floor texture and color, light, ventilation, temperature, among others, which affect positively or negatively its operation,

B) A social environment, consisting of emotional interactions, sympathy or antipathy, identification or differentiation, competition or cooperation, etc.., Generated among members of the group, and

C) A means of task, cognitive interactions consisting of members of the group in terms of meeting the objectives of the group.

9) The person required to territorial space and a minimum basic personal space to develop our daily activities, an issue long studied by experimental psychologists since the decade of the 30s and 40s. Territoriality is understood, the assumption of an orientation property to a geographic area by a person or group, but do not have any legal right over the area (“No question. There are individual territoriality (” my desk “) and Group territoriality (“our room “).

Your personal space is referred to the body of people, and unlike the territory that is in a specific location, personal space goes to the person and their boundaries are more or less extensive, depending on the circumstances. Little (1965) defined it as the area immediately around the individual, in which most of their interactions with others take place, is a private space to which others can not come and go without the express will of each person whose violation involves reactions of disgust and or aggressive.

The boundaries of personal space are flexible and vary according to social and personal relations of the subject, as well as specific physical and emotional environment. There would be a comfortable distance will vary depending on the person and the circumstances in which they are placed, so that the distance comfortably in a lift must be less than at the beach.This information is relevant to the design of individual workspaces horn both groups, and it should be emphasized once again that a key determinant of personal spaces is the emotional closeness among group members.

TEAMWORK

It is necessary to clarify that we are dealing specifically with what are the different work TEAMS any other type of equipment such as sports. Also, when we refer to the groups also referred to the Working Group, as distinct from other types of groups, such as social.

Taking charge of this popular adage that says what is known is quiet and silent is forgotten, will begin this point briefly, that the teams are made up of individuals and not by organizational roles or professional qualifications or expertise, the equipment is create and develop a means of organizational (corporate) with culture-specific. mission. values, products, buildings, and are unique in a global environment defined by the geographical, climatic, ethnic. cultural. political, economic, educational and so on., that characterize the human community to which they belong.

The task of fully understanding the functioning of work teams, requires consideration of each and every one of the above factors and not being enough with this, interactions between them are generated. In practice it means that the experiences of teamwork can not be exported to neighboring and even less beyond our borders if we do a thorough study and analysis of each one of them.

The social and organizational factors are not the subject of this article, but they are personal factors. Hence it is appropriate to make a small remark about anthropology.

1) People are unique and unrepeatable, unique, unique models, therefore, are irreplaceable in the strict sense in terms of people, as no other person will do things the same way as I do , not having the same characteristics, history, experiences, etc. However, in reality we see things and activities like running, but in a mode that reflects the way to the other. This is very important as the team members are irreplaceable in terms of people and if they can be in terms of roles or contributions. However, changing team members, the team as such, change is no longer the same.

Being immersed in a given environment, we are exposed to its influences and, therefore, in addition to their own personal processes of change, we are subject to changes caused by environmental stimuli that are going to have different effects on each person. However, what no doubt is that these stimuli, although the recurrence of the same person, cause the same effect as the previous presentation of the stimulus changed the person. This characteristic of human beings has led scholars to propose systems theory that people are non-trivial systems, ie, we respond differently to the same stimulus presented at various points in time and space.

3) Persons possess different characteristics both in the physical aspects (age, height, weight, morphology, metabolism, skin color, etc..), Psychological (personality, vocation, interests, motivations, skills, aspirations, etc. ), social (culture, ethnicity, family background, geographical, social, etc.) and spiritual (values, beliefs, faith, etc.). The possible combinations are endless. Therefore, no one can say that they know a particular group or segment of the population. What if it is possible to find some common features to a segment and you can only get to know people as individuals.

4) Each person with their individual characteristics and history (following an Ortega y Gasset and circumstances is one) will interact and, therefore, to influence the behavior and actions of the team they belong, so that all influence and are influenced by the behaviors, actions and ideas of others and in turn, the same interaction as a different body of those who generated it, will influence individual and collective behavior of the team, thus gaining synergistic one on the team.

Working as a team is having a meeting place for people who have different ideas, experiences and skills and, as result, can achieve results and solutions that are quantitatively and qualitatively superior to individual achievement (Mundaca, 1996).

This broad definition of a team can lead us to commit errors of assessment. Therefore, our first task is to distinguish clearly a group of a team. In this regard an illuminating article in the Harvard Business Review in 1993, written by J. Katzenbach and D. Smith makes the following parallel:

FEATURES OF THE WORKING GROUP

· They have a strong leader and focused on the task

• The accountability for results is individual.

• The purpose of the group is no different than the rest of the organization.

• The work product is generated individually.

· Effective briefings.

• The effectiveness is measured indirectly through the effects produced on the overall result of the company (financial results).

· Is discussed, dec
ided and delegated.

· FEATURES OF THE “TEAM” WORKING.

– Leadership is shared by many.

– The responsibility is both individual and joint.

– Products that are generated are the result of collective work.

– Are encouraged open discussions and meetings, the aim is to resolve problems proactively.

– The results are measured directly by assessing collective work product.

– Discusses, decides and working together.

“Computers are those who get results and not inconsistent with these groups we usually give them that name because we think that the term is motivating for the

people, (J. Katzenbach and D. Smith, op.cit.)

EI teamwork is a way of working substrate is a set of values, thus alluding to the system of ideas that supports a particular type of work, commonly called the working culture. Hence the method adopted as teamwork, we are making direct reference to a change in work culture and the culture of organizations.

The values that encourages teamwork, we find the people to listen to each other, that diversity and seek to respond constructively to views expressed by others. For a team can actually achieve results, there must be a basic discipline that allows the equipment works and in this way, the slogan is actually equivalent to successful team, to encourage individual efforts in a global context of cooperation .

Definition of Group

Is the set of two or more people interacting in a given space and time, with awareness of “us” and that set standards and accept the principle of action to achieve common goals or purposes.

Key Features

Uniformity: It is required in addition to the common interest that leads them to form a group, there is a certain homogeneity in age, intellectual and social level.

Optional: joining the group should be voluntary, this ensures a margin of participation and responsibility.

Reduced: The number of members is important to be allowed to members for their performance, fostering group dynamics.

Casual: It aims at enabling members to speak spontaneously.

Primary: Among the members there should be a friendly relationship that one, without any pressures or relationships otherwise.

Flexible: You must allow the possibility of change.

Frequency: There must be a frequency in the meetings so that members are aware of belonging, and promoting group process.

Principles for Action Group

1. Enabling Environment at the meetings: It refers to the physical space that should accommodate the number of members and how to work the same. They must feel comfortable, content.
2. Reducing bullying: should aim at achieving interpesonales good relations, reduce tensions.
3. Distributed Leadership: Encourage all members put into play their skills and abilities to facilitate group process and achieving the objective.
4. Formulation of suitable target the interests of the group: The objective should be chosen by common agreement among all ingrantes, should never be imposed. It must adapt to the age, potential and possibilities of the members in order to avoid the frustration of members for failure to inappropriate targets.
5. Flexibility: The group should not be rigid, it must adapt to changing circumstances both external and internal.
6. The consensus decision-making: All decisions taken by the group from this and should never be imposed. The standard is full participation in a democratic environment.
7. Understanding the process in order to be able to guide or alter the objectives: Participants should be aware of how the interaction occurs, communication and productivity, in order to structure and restructure situations that favor the group process.
8. Continuous Assessment: The group must analyze the process and how they are achieving their aims, through continuing evaluation.

The process of group

There are three easily identifiable stages in the life of a group whose duration varies according to the particular characteristics of each.

Ø Period of apparent group

Each member starts his performance in a group strating to translate their interests. It is the learning stage and its duration depends on the skills possessed by the formal leader or the group naturally lead to stabilization. The high degree of interpersonal relationship can lead to confused and believe that the group is able to produce. This is because in a first stage, the members have not transmitted to the group’s strongest aspects of his personality.

Ø Period organization

The group recognized values and norms, the figure of the leader, who allows the group to develop and internalize. Crews appear and positive interaction in action plans with acepatacion perception and the role they play. The group begins to take force.

Ø Integration Period or maturity

Is achieved group cohesion, manifested in the tendency to cooperate and combine, spontaneously, the efforts for common benefit. It is not the sum of individuals but the plurality united in such a way that integrates a structure or block. Marginal members disappear and hierarchies. All members are participants. There ability to analyze the process and maintain stability.

There has been the productivity of the group.

Some esteoreotipos group

Leader

Is the leader. It has ability, power to persuade and usually leads to action being seguido.A sometimes intimidating

The ritualistic

Always wants to do or play the same. It costs take on new activities. It is negative to the suggestions of others.

The introvert

Is isolated and away from his companions. Is relationship difficulties. Retarding apathetic.

The partial

Avoid relate to dislike him. It is selective. Performs in small subgroups. Is active.

The funny

Centra their need to attract attention in a particular skill group of humor. It is seductive, attractive, witty, clever.

The complainant

Never agree. Negative. Devaluing works intermittently, without committing too much to avoid criticism and responsibility. They are often people whom no one truly believed and is enclosed in the overprotective or emotional abandonment.

The demanding

Is the one who is always asking for more. Usually very active and intelligent. It has resistance to authority but is easily adjustable with the affection and recognition. It may be a natural leader but very demanding.

The destructive

Aggressive negative. Consistently makes the use and abuse of groping. Fighter provocative at times of bad taste with their peers is positive that sometimes tends to be persistent and tenacious. It is usually a frustrated leader.

Effective leaders are clear about the direction of their organization, and focused on achieving its vision. Leaders understand what it means to each person individually, and the need to model this need and focus.

The role of leadership in a team of high performance work is fundamentally different from what is often described as the managerial role of planning, organization, direction and control. Team leaders are focused on continued development of capabilities of your computer as many of the responsibilities associated with the administration and supervision of the group are managed by the group itself. As the group assimilates more of the responsibilities of “supervision,” the team leader is in a position to work on expanding their own role.

This expanded role includes activities such as becoming a role model for others (living example), have a broad awareness of business (business analyzer), clear interference and remove barriers (rompebarreras), facilitate effective meetings and interactions Team (facilitator), keep the team focused on negotiating with customers (ombudsman), and create an inspired vision of the future that will motivate people to excellence (leader). Live example What does being a living example? Effective leaders are clear about the direction of their organization, and focused on achieving its vision. Leaders understand what it means to each person individually, and the need to model this need and focus. This guide leads to a strategy for living in alignment with their beliefs. It is not enough to articulate their vision, what you do and say has to show whether it is ripe to lead by example. If we take seriously the leadership of change, would be critical to what we said, and we bravely started the hard work ourselves, still be uncomfortable for us or take risks. Our actions say that this is as important as start living the vision immediately. If I make mistakes along the way, is fine. What really matters is that I have set my feet on this path. If, as an organization, we suggest that certain core values, but failed in the proof of our belief in them, we create confusion and anxiety. Then we must examine our personal values and the organization should do likewise. It is important to root one’s level of consciousness about what you and other members of his organization say and do, and examine the impact of those words and deeds on their computers. To work on this, you are required to: Be aware of how others perceive you to be clear and focused about your values Establish and maintain various boundary conditions Freely share business information Involve others in the business process Customer Advocate How to become an advocate for customers?

Historically, customer-supplier relationships were often adversarial. The natural antagonism of this connection is almost always resulted in low confidence, poor quality, missed schedules, products and services below, and a series of short-term affiliations with a variety of suppliers.

These relations have been improving gradually to the point that excellent companies have considered the strategic partnership with its customers and suppliers as a key competitive advantage. Their combined synergy is so strong that together produce results far superior to those who have achieved working independently. These companies (partnership) share business information, economic data, long-term contracts, immediate feedback, end customers and high levels of confidence. The key to building this kind of relationship with suppliers and customers is to communicate, through his organization the extraordinary benefits of an approach of “cronyism.”

The strategic partnership between customers and suppliers with the company a competitive edge. Successful organizations know how to maintain customer loyalty. They understand the link between staying in touch with clients (today) and anticipate the needs of them, detaining them in the market itself. A central premise of high performance practices is that customers will be better served if a common understanding across the organization, its current needs and wishes for the future. This means that everyone in the organization should have a clear picture of the expectation of their customers, what differentiates your product or service to others, how your product or service can be improved for greater effectiveness in understanding customer expectations, and how a regular feedback is given and shared. The ability to meet and exceed customer needs is linked to: Accessibility to relevant information. Ability to act on that information. Access to frequent feedback. With this in mind, managers of high performing teams spend a great deal of time and energy seeking out and providing information about customers.

Coaching What is the purpose of coaching? In a high-performance work, a coach develops individual and group capabilities because each plays an important role in the passage of the business. People who are busy with business implementation strategy also contributes to its development. Decisions are still at the point where the action is carried out based on that decision, because the people are who are most directly affected by the consequences. The golden rule is to give people a lot of responsibility, authority and autonomy to the extent of their capabilities. This depends on how your skills are continually developed. Elements of coaching and experimental learning environment develop skills of team members through education and living example of the team maintain focus on goals and values of the business Maintain close involvement with the team and act under the belief that all members have Provide values that provide effective feedback in a timely manner

Business Analyzer Can traditional organizations survive? The role of leaders in traditional organizations has been a functional experience in areas of specific work-related. As the paradigm shifts from control to high-commitment high, their responsibilities have also changed. Today, collect information and increase capacity in the management of the business side of their world takes up a lot of time behind the leader. This need is driven by changes in the business environment, particularly in the area of technology. Scope The diffusion of technology viability of market leaders in the work environment Redesign Applying the Concepts Evaluation of the current environment with your team achieve consensus incremental and transformational change special Redesign

Facilitator troubleshooting tools What are the basic tools of problem solving? This module describes tools that are easy to learn and apply in solving problems and making decisions. They will help you and your team to visualize a process, identify problems and discover their causes, and identify solutions. They can be used to evaluate a proposed organizational change. Cause and effect diagram (fishbone) Stop, start, continue the exercise of force field analysis worksheet weight criterion Pareto Chart Analysis of variance (Belgard group) Table control panel interface flow analysis and Facilitator roles Technical What is the role of facilitator in a transformational process? You, an influential leader, has a strategic role in mobilizing their organization towards a system of high performance work. The development of effective facilitation skills is a critical part of this role. Through teaching and facilitation, you can share information horizontally, improve performance and develop team members and business partners. It is no exaggeration to say that facilitate groups is a key element in targeting computers through the transformational process to change the way team members interact with their work and each other.

On the road to high performance, team members also begin to learn to use business tools and develop skills ensolución problems, share information and decision making, both leaders can gradually increase their involvement in helping develop the business. An effective meeting is a business tool as well as provide a natural opportunity to build c
onfidence, learn about the skills and aspirations of other stakeholders, strengthen corporate culture, vision and values. Due to changes in leadership in coordinating efforts to better group processes, his work will create an environment where people are: Comfortable to contribute to group discussions and issues to participate and discuss Free Animated learn how autogerenciar A facilitator can performs these activities in a manner consistent with advancing the professional growth of team members. The behaviors that you demonstrated in the meetings will be the same people adopt because they assume that you are being a living example of the values and philosophy of the company.

Leader What makes a person a leader? Leadership is an elusive subject, rooted in the more emotional and hard for the abstract sciences. It is easy to recognize leadership when they see, but difficult to analyze when and how it happens. Some attributes of leadership can be defined and observed, and some are invisible and transparent. Intuitive level, we understand it as a mixture of intrigue and power. Many of us have personal experience as exciting and energizing that is a leadership role, as well as the ambiguity and vulnerability. The primary characteristics of the leaders remain unchanged through time: they were no different in times of Lao Tzu (China, sixth century BC) than they are today. And in this, as in the past, different types of leaders: warriors, educators, businessmen, politicians, mystics. We’ve all been touched by the power of leadership – some with agitated fidelity in human potential, some of which radiate optimism, that capture our imagination and enliven, revitalize our energy and our commitment to win. Together, we will discover the main elements of leadership and compare them with our personal perspective, to help inspire the vision of our organization and build a case for change from the status that even the ideal state for our Company.

Key elements of the leadership act with courage Demonstrate energy Empowering others build a shared vision extraordinary goals Focus on barriers Breaks Where do the barriers? In every organization there are opposing forces – checks and balances “that shape individual and group behavior. As teams develop their skills set and approximate the edges of the conditions of their borders, they often encounter barriers that are raised by other elements of the business.

Some barriers are necessary and functional, some may be survivors of other styles and act as an extinguisher implementation of new ideas and processes. Party leader’s job is to help the team minimize these barriers to master and dysfunctional, to eliminate the interference of the barriers to team members prevents them from doing their job better. Leaders can develop the capacity of their teams to educate them on how to master the barriers we face every day in our work. This module is designed to help you to: Identify barriers in the workplace to determine if the barriers are real or perceived barriers break into the team, between teams, between the equipment and environment behavior blockers Discover how to recognize whether themselves, and how to correct them.

Multidynamics / Belgard Group. Consultant in organizational training and competitiveness of human talent.

Consultants Novotec experts say: “None of us is as smart as us.” Or in the words of Bradley L. Kirkman (professor of business administration department of the Joseph M. Bryan School and Economics, University of North Carolina at Greensboro) is to say: “Teamwork is worth more than the sum of the contributions of the individuals that compose it .

Peter Drucker illustrate this statement with a band.

This brings us to the conclusion that on equipment knowledge is required individualized and experts in various skills. There is no ideal number because it depends on the type of work, available resources, among others.

Editorial experts Díaz de Santos state that the criteria must come defined by the following:

1. When the probability that teamwork does not lead to a better end result in terms of speed, efficiency or quality individual work.
2. When individual competition leads to lower yield, rather than a larger one.
3. Where the business requires different skills or specialties.
4. When the merger of work tasks or areas of joint responsibility has meaning for those involved.
5. When the stress level of people is too high.
6. When systems require frequent adjustments in activities and in implementing them.

For psychology professor García Saiz speaking of criteria is important to talk about:

· “Group structure” defined as “any differences in status (which may be based on hierarchical) among members of groups and teams (GET), the different roles they play (which may come from different rates of participation among its members), the existence of rules of procedure (the “culture” of the group) and cohesion that gives strength (feeling of unity among its members) to the whole. “

· Origin of the group imposed from “outside”, through an agreement among its members or “pop.”

• The physical context must be taken into account, because it determines the extent that incorporates environmental factors (low light …) depends on the physical state as well as furniture and has to do with the territory in which lies the GET .

· Finally consider the organizational context with these conditions: the culture, climate, resources, rewards, goals and tasks, feedback, technology and organizational processes.

These theories of Professor García Saiz can be viewed in his article “Factors involved in the performance of groups and teams: a model and antecedent conditions.”

To leave increasingly introducing the topic seems worthwhile to present the basic principles of the team that set Jon R. Katzenbach and Douglas K. Smith in his book “Wisdom of the equipment” (Editorial Díaz de Santos, APD).

The vertices of the triangle indicate the equipment they produce: the sides and center describes the elements of discipline required for that to happen. These principles are based on the need to respond to existing natural resistance to move beyond individual roles and responsibility.

The team refers to a set of interrelated persons will be organized to perform a certain task, while the group refers to this group of people without considering the task they have formed a group, all things considered whole.

When talking about teamwork talks about many things at once, some people understood in the same way computer that group, who believes that a group of people and becomes a team. But these are different concepts

The first difference between team and group definitions found in the dictionary gives:

Team: A group of people organized for a service, sports, etc.
Group: Multiple people or things that belong together.

The team refers to a set of interrelated persons will be organized to perform a certain task, while the group refers to this group of people without considering the task they have formed a group, all things considered whole.

But for a group of individuals become a team needs to meet certain prerequisites:

1. While it is true that there is no ideal number in its composition is important that members recognize that they need each other and without the need of each other is unlikely to carry out its objectives. This is called a sense of interdependence.

2. It is also important that the team has an identity that will define and consistency, because it will be precisely that sense of coherence that will identify you as a team.

3. As a result of the above features, the team has to be an interaction between its members (the interdependence is materialized through the interaction and this creates a common identity that is the engine of the team).

As a result of this need for interaction within the team, we have called interdependence, each member must play a role that complements the rest of the team. This is a feature in the group not given.

This statement makes the proper conduct of a role to determine the result by the interdependence between them. That is, the roles on the team interact while in the group, no. (Juan Carlos Cubeiro).

In this way, we can give a more specific definition of work equipment: units composed of an undetermined number of people that are organized to perform a certain task and are related, that as a result of that relationship interact within the same team to achieve the objectives that have been proposed to achieve, recognizing that are needed each other for such compliance and recognized identity as a team. Moreover, these requirements make the roles of its members should complement.

This brings us to the conclusion that Novotec Consultants teamwork is a philosophy inherent in the company and the team is the embodiment of that philosophy, that is, teamwork is the set of values, attitudes or ideas that constitute a culture for the organization and the team is responsible for the organization embodied in that culture.

The sum of all the efforts of a team in general determines the success of a work that everybody has, without doubt, a fundamental part

It is inconvenient to get to our place of work or study and find a hostile environment and unpleasant. If relationships with our partners are not good, this will reflect negatively on our performance and commitment we have with a working group.

The good relationships are the foundation of a proper job. You have to think that each of us is part of a whole and that if someone comes to fail, this would impact on the overall result to be presented at the end of the work.

For this reason it is not enough work to do well individually, we must strive to help our colleagues and partners as needed and that with joint efforts and results is how you get the goals set in a better way and in a time consistent with planned.

There must be interdependence within a working group to achieve excellent results in every way always thinking about the welfare of one is the other and vice versa. Also, do not hinder the smooth operation and team work being done.

Based on the foregoing, it is necessary to clarify that there must be respect for the functions which each individual mind that none is more important than another, as simple as it seems, everything must match and be in proportion. Do not think that the work being done is the most significant but everything is a perfect gear where it should not fail or the smallest part.

In today’s world what is most prevalent, unfortunately, is to speak ill of the partner or the head without trying to find a solution where each winner out of the conflict. It is necessary to recognize the capabilities of others and fight for the collective benefit instead of creating an environment where the battle will ultimately be harmed all parties that make a team.

Do not think about personal benefits but collective, is the primary key to create an excellent working environment

So, should determine where there is agreement (recalling that a group’s goals are nearly the same) and directing efforts to achieve the goals outlined in advance.

However, like everything in life, obstacles that do not always make good relations. One of them is the one that has to do with the lack of commitment and collaboration that can present someone at some point.

There are also those people who boast they have more study or more money but in reality you are only hurting themselves. And they could not miss on this black list all those people who just spend their time spreading gossip and searching in an inappropriate way in the lives of others.

What is important, therefore, is that there must be a high degree of commitment to the work being done, without forgetting to be tolerant, fair and disciplined so that in future, will arrive at the site of work or study the atmosphere feels like a real family.

In the last two decades much has been said and written about further involving the human resources of the organization but in reality very few companies actually give their people the opportunity to participate in the company.

“I think I was fired for making poor quality cars. But in 16 years, I never asked for an opinion on how to make my work better. Not once “

This sentence corresponds to a General Motors worker fired after 16 years spent in the company manufactures vehicles in the Pontiac line and is quoted in “In Search of Excellence”, a book by Tom Peters and Robert Waterman published in 1982

If you undertake an investigation to collect the views of people about how they develop their work in most companies in the world, phrases like this and characters such as the sentence could be found in droves and why it’s been almost twenty years after the first edition of the work of Peters

The workshops are a tool used to develop plans, design strategies, assess performance, encourage employee participation … but sometimes are not very effective that are boring and not taken with the seriousness they deserve.

The working meetings are daily bread in the companies and individuals within groups and teams, are understood to be a good exercise in integration and communication, which together is more effective the development of ideas and plans action for a division, department or entire company, but so boring meeting members of the groups and after a while the results of these are minimal or nil.
The following are the seven most common failures of meetings and some elements that can solve [1]:

Falla 1. People do not take meetings seriously, arrive late, leave early and most of the meeting did not pay attention.

To solve this problem is to make people understand that meetings are part of their work. The worst phrase to end a meeting is “the meeting ended, they can return to work.” Big mistake, how will the audience above, what were we doing then? may ask and most likely at the next meeting will be late, look for excuses to get out ahead of schedule or not attend and did not pay any attention to the development of it.

A good tactic to make them understand that meetings are an important part of the work is placed in conspicuous places on campus, for each meeting, a series of ads which ask questions like: Do you know what the purpose of this meeting? , you know what their participation in the meeting?, in this way the person is engaging in the conduct of the meeting, you know in advance that the board has a specific purpose and that its presence is necessary.

Falla 2. They are too long

The experts advise that the maximum duration of a productive meeting should be 90 minutes. If it shows to the organizers and other participants, after a long meeting of three or more hours, that time is money and are taught how much money they cost too lengthy meetings to the next certainly go to grain and is no longer rodeos. You can also use technological tools to make them more agile.

Falla 3. It rambles over what is discussed.

Team learning involves two practices, dialogue and discussion, the problem is that people are stuck in the dialogue. You have to structure an agenda and to adjust, determine times for each key issue and respect, is not something from another world.

Falla 4. Nothing happens after the meeting ends, the decisions do not become actions.

The problem is that people are lazy or irresponsible, but that everyone leaves the meeting with a different perception of what should be done, so the right thing is to work on common documents. It is not just to have a meeting about creating a document that leads to joint action. The meeting is the means to an action plan.

Falla 5. People are not telling the truth.

It is a common failure is compounded by a culture of blame-oriented business. People are afraid to speak honestly for fear of reprisals or because they believe that their views are taken into account. To solve it you can enable the mechanism of anonymity, that everyone express what they really think and feel without fear of being “caught between the eyes” for it. The technology allows to extend this possibility, for example through discussion forums (internet or intranet) that staff do not have to reveal your identity. Of course, this possibility is not without problems, for example for people under anonymity generate an excellent idea that could well mean an increase or a promotion and lost because another avivato took undue credit. Before implementing the policy is to explain the problems that can be generated with it, giving the possibility to apply it or not, the group will choose.

Falla 6. Whenever information is needed which leads to delays in making critical decisions.

Before planning any meeting make sure that the required data have been collected, otherwise the huge waste of time and frustration will be higher.

Falla 7. The meetings are not improving, are still making the same mistakes.

Many times do not improve simply because they never do well, try to improve in every meeting, every meeting is better than the previous one, which has more space for creativity, team learning and fun, giving priority to action, decision making and above all the results, otherwise never motivate individuals to take them seriously and bring good out of them.

1. Eric Matson, “The Seven Sins of Deadly Meetings”, In: Fast Company, 2nd ed. edition, April 1996, p. 122.

1. Introduction

The groups are self-directed teams to which they face a goal or problem to be solved and they are autonomous in the way of solving it, deciding how to confront the problem. In this sense, the role of leaders is more associated with the development of the participants of the teams, so they can solve increasingly difficult problems, rather than control of specific activities they perform.

We found two necessary conditions to develop self-directed teams:

1 .- Commitment to higher levels in the development of teams and their members. When you start the self-directed work groups, participants will develop new capabilities, which requires that management is willing to provide resources and coaching for these to develop.

2 .- Confidence among members of the organization, this is crucial, since in the initial phase there will be a greater likelihood of error in self-directed work groups, so members of it should be clear that not placed at risk its future within the organization, for any errors they may commit, as a result of generating new solutions.

These devices can be both permanent and temporary. Standing groups can be associated to the maintenance and continuous improvement, while storms are related to radical improvement projects. Although, for the two types of teams is very important to clearly indicate which is the goal to be met, in the case of temporary equipment, it should be noted the duration the project will, by dissolving it after that period, this is because to, not set a goal to run, it can make in the course of time, labor, loss of power and pond.

2. What features should have the equipment to function effectively?

1 .- Clear goals. If the team does not share a clear goal to achieve, then this will lose the focus of action. Also, if there are different goals among team members, then it is likely that there are tensions within the group, preventing them to fulfill the team’s goal.
2.-The rules of the game. It is important to know what can or can not be done under the actions that will take the team and its members, for example, a rule may be to request assistance to resolve a problem if not done at least one attempt to solve it. In organizations with a strong culture is probably not necessary to specify all the rules, since these are rooted in the way of being of the organization, on the other hand, is very possible that in the first self-directed teams, the rules arise through the development of the project, which will probably be repeated in the following projects. However, if the organization has a culture in which to delegate the decision-making, then it is likely that some rules should specify that direct the team in that direction.

3 .- Identify the roles that each one will develop. Generally speaking of roles we are thinking in a written document which clearly states that a person should do, if this is the case, then we are not in the presence of self-directed teams, since we are saying what they must do before that the team decided. For us, identify the roles means defining the problem space in which each person within the team will take over, opening a space for creativity.

3. In the development of self-directed teams, we may find the following steps

Confusion, due to new activities, no one is very aware of what is to be made, this is a very dangerous stage, since supervision may tend to abolish the autonomy to control the situation. It is in these moments where you have to trust people and give a great emphasis on coaching.

Emerging Leaders, due to initial confusion, it is very likely that leaders within the teams, which will guide the team in these turbulent waters.

Compact, to achieve results the team will have greater confidence in their abilities, can be difficult to enter new components or practices in this

The challenges of the modern business world requires not only great personal efforts of managers, but teams with strong leadership skills

Although in recent years has demonstrated the power of teams to improve corporate performance, efforts to design such equipment has been emphasized in the middle of organizations, very little work carried out in the fields directives . Studies have shown that although you try to create management teams, really they do not produce the expected results.

The following are some common mistakes that make working with management teams:

* The team is made up of the position of the person and not by the skills and / or experience it.

For example when it comes to incorporating the company into the world of the internet creating a team comprised largely of systems area executives are well aware that although the operational area are not trained in the strategic part, there has been For firms that invest heavily in servers and efficient technology platforms, which is not bad, but missed this technology because they do not know how to mix business with an efficient model or a promotion efiente, etc.

* The computer is not running

If a management team meets, deliberates, reviews, reports to the board members and delegates, is not performing any work that actually generate value to the firm, its meetings only serve to draw diagrams or sketches. Management teams must decide and take part in the action not only analyze and delegate, should be the first to identify gaps, propose solutions and implement them. For they must have autonomy, power, determination and all the confidence of shareholders.

* The computer has a strategic plan aligned with the company

This error is often when the team works on an informal basis without a clear direction, that is, when from no team building objectives and policies are drawn clearly. When undertaking the creation of a management team must make a strategy and action plan, must not only remember the times and dates of meetings, should ask what is to be achieved in these meetings, otherwise it will be losing time.

Staff

When one group has clear goals and collective leadership and when it is given by the hierarchical position occupied by persons outside the group, have not really formed a team

These errors, coupled with the confrontation of the ego of the governments and the interest of each one for his career, make management teams are not efficient. This sounds paradoxical because they are senior officers who generally require their subordinates working in groups because one way or another know that teamwork provides more positive results and individual work in isolation, but when it comes to be themselves who develop their work in a group are difficult problems to overcome.

A team is more than the sum of the individual work of its components

The largest companies around the world are characterized by teamwork identified as one of its strengths, but not only teamwork in the middle levels or operational management but because its true form teams in which each member contributes to achieve better yields, not only for the group but for the entire organization. But how do you get that working as a team manager to become a reality with results? Here are some basic principles:

* When you create the computer does not have to take into account the hierarchical positions outside of the group

This is if the team consists of a vice president, and three area managers, not necessarily leadership should be given to the vice president should lead the group who has more skills and knowledge. For example, if you launch a new product and creating a team to make this launch successful, it must be headed by the person who knows the market and the product, if the director of that product line and its hierarchy, outside the group of four or five members, is the smallest, this should not prevent coordination to give, rather he should be the determinant couple be considered as head of the group.

* Forget the positions

This principle goes hand in hand with the previous one and is based in that while people with high power to command, highly skilled in their respective areas and good results in the same, it will be difficult to make them forget about their egos at the time of teamwork. If they are not made to understand that within this group all have to work for the same goals and that no matter who the leader of the same but the results obtained, the group probably will not become a team ever and will never be a satisfactory outcome .

* Do not prioritize working on the computer

Do not create the group by its members understand the work that made it will be more important and more valuable than that done at the command of their respective departments or areas because they demotivate their work, both in the group as in their daily work, which will be reflected in the results of each area and most likely to imbalances within the group. The team should not be created as a panacea to all problems of the company but rather as a specialized source, rich in experience that will improve performance through the identification of problems that generally could not be found without the interaction of the heads of each area or department.

The management team will not necessarily be created to cover specific issues, there is no preset limit

These are just some of the behaviors to continue to create teams that work, the fact is that these teams can be very profitable for companies to achieve long as they conform to the light of the objectives and corporate interests above personal each department.