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The chain-reaction twoards much better team harmony and functionality
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Agile Team Organisation: Squads, Chapters, Tribes and Guilds _ Must read

Agile Team Organisation: Squads, Chapters, Tribes and Guilds _ Must read | TeamWork-SAGA |


"There is a growing trend around agile company organization reorganization with Agile and Scrum.


Why Reorganise?

Obviously building a product that is flexible, high quality and that can react to market demand quickly is important, but for me having a process and organization that emulates this is as equally as important.


“Don’t just fix the product, fix the process too”


Scrum promotes that you have feature teams, fully autonomous teams that have end-to-end responsibility for what they build...




There are many ways you can reorganize and restructure your teams, but remember – renaming and changing where people sit will not solve all your problems.


Your architecture and organization should dictate how you want to work, not the other way around. Remember, the goal is to be able to deliver quickly, high quality products and be able to scale. Model on how you want your teams to behave and the culture you want to promote.


Some questions you should ask yourself are:

  • Can your teams scale with growth? Think about different scenarios; what id your company needs to produce a new type of product? What if your company goes into a new market? What if your company buys another company?
  • Can you make sure each one of your features or departments gets the attention and development capacity they deserve?
  • Can you keep bureaucracy at a minimum (see Spotify for MVB – it’s a great concept)? This is important for scaling so designing, releasing and developing doesn’t become painful and political.
  • Can you ensure fast planning and a clean release process?


Although this method is great and very idealistic, it too comes with its difficulties.


For example, with so many ‘micro’ teams, it can become difficult to ensure knowledge does get transfered, and the teams don’t become siloed. This for sure is needed if for example one squad needs to do some work on another squads code base, and even on a product level. Everyone still needs to be in sync and going towards the same strategic goal. 10 squads going in their own direction isn’t going to help anyone. This is why vision is so important, which I will cover in a separate post." _ AGILE EVANGALIST



See also (͡• ͜ʖ ͡•)   Tribal Leadership 



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F1000Workspace_For Collaboration

F1000Workspace_For Collaboration | TeamWork-SAGA |


Collaborative authoring,reference manager, reference sharing, literature discovery and annotation powered by a faculty of over 8,000 leading experts in biology and medicine...


An easy and intuitive way to discover, read, annotate, write and share scientific research


Get more out of your day with our award winning tool 


Instantly save references from the web...

Highlight and add notes to PDFs and web pages...

Get the most relevant articles...

Access all you need to write your paper in a single location...

Access your references and PDFs from any device...

Discuss and share new research more efficiently...


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Multidisciplinary, Interdisciplinary and Transdisciplinary++


Interdisciplinary versus Multidisciplinary Care Teams: Do We Understand the Difference?


 Intradisciplinary: working within a single discipline. 

Crossdisciplinary: viewing one discipline from the perspective of another. 

┍ Multidisciplinary: people from different disciplines working together, each drawing on their disciplinary knowledge. 

Interdisciplinary: integrating knowledge and methods from different disciplines, using a real synthesis of approaches. 

Transdisciplinary: creating a unity of intellectual frameworks beyond the disciplinary perspectives. 














Interprofessional teamwork in medical rehabilitation: A comparison of multidisciplinary and interdisciplinary team approach 



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14 and a half workshop icebreakers exercises for coaches ⌚


Must see and contemplate ⌚


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Team Building___NLP

Team Building___NLP | TeamWork-SAGA |


A consultant was asked to give a talk at a sales conference.


The CEO asks him to focus on the importance of cooperation and teamwork between the sales and marketing teams, since neither group has a particularly high regard for the other, and the lack of cohesion and goodwill is hampering effectiveness and morale.


The marketing staff constantly moan about the sales people ‘doing their own thing’ and ‘failing to follow central strategy'; and   the sales people say that the marketing people are all ‘idle theorists who waste their time at exhibitions and agency lunches’ and have ‘never done a  decent day’s work in their lives’.


Being a lover of rugby, the consultant decides to use the analogy of a rugby team’s forwards and backs working together to achieve the best team performance:

“……So, just as in the game of rugby, the forwards, like the marketing department, do the initial work to create the platform and to make the opportunities, and then pass the ball out to the backs, the sales department, who then use their skills and energy to score the tries. The forwards and the backs, just like marketing and sales, are each good at what   they do: and they work together so that the team wins…” said the consultant, finishing his talk.


The audience seemed to respond positively, and the conference broke for lunch. At the bar the consultant asked one of the top sales-people what he’d thought of the analogy – had it given him food for thought?


“Yes, I see what you mean,” said the salesman, “It does make sense. The sales people – the backs, yes? – the backs need the   marketing department – the forwards, yes? – to make the opportunities for us, so that we, the backs, can go and score the tries – to win the business. We work   together as a team – each playing our own part – working as a team.”


The consultant beamed and nodded enthusiastically, only to be utterly dashed when the salesman added as an afterthought....



The above example clearly illustrates that it can be difficult to get people to co-operate, work in harmony, and synchronize their efforts, but it is possible!


It is important to realize however, whatever your role within your organization, that team building is not a single event.


To the contrary it can be a lengthy process and one that requires an ongoing commitment from leadership, management and all team members.


Be prepared! Expect the team building process to last longer than a single event



Read further here  


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Why my philosophy students will be working together for a change (>‿◠)✌

Why my philosophy students will be working together for a change (>‿◠)✌ | TeamWork-SAGA |


Teamwork doesn’t suit everyone, but collaborating with others at university is a rehearsal for working life...


Some years ago it was all the rage to talk about the “personal transferable skills” a university education should provide in the fast-moving, fluid and flexible new world of work.


Dreading the exercise, we took an audit of our philosophy curriculum to see how we did. Numeracy?


Thank heaven for compulsory first-year logic. Reasoning skills? You bet! Self-awareness and self-criticism? Hmm … maybe a bit too much. Teamwork? Let me get back to you on that.


How many major history books can you think of by joint authors? Biographies? Works of literary criticism? OK, there was Ogden and Richards’ The Meaning of Meaning in 1923. And Strunk and White’s The Elements of Style. But the fact that Strunk died in 1946 and White didn’t start working on the edition that bears his name until the 50s rather makes my point.


Why is it that the arts and humanities have been so resistant to team authorship?

Is the cult of originality so ingrained and unshakeable? It is true that one’s ego gets submerged when writing with another person.... In some cases, eventually, neither author can remember who had which idea first. Or rather, perhaps we both think the good ones were ours and rotten ones the other person’s.



What about student teamwork?

"Well, in my new class students will be working without a line. They all need to muck in to produce their report, and much of their final grade will depend on other students’ efforts, although there will be individual assignments too.


Some students who had been interested in the class decided not to take it when they realised their grade would partly be based on the work of others.


That’s understandable. Still, for most people this course is simply a rehearsal for working life.


If you can’t work in a team you’d better be brilliant, already rich, or not worried about being poor. Or an academic in the arts and humanities." 

Jonathan Wolff is professor of philosophy and dean of arts and humanities at University College London



Insights (>‿◠)✌



Super Bonus... 

The Nature and Meaning of Teamwork

In its best instances team sport allows members to transform individual interests into a common interest, and in the process discover of part of their own identities. Teamwork is made intelligible by the collective pursuit of victory, but moral requirements importantly condition that activity. To some extent, the dynamic of team sport instantiates a basic experience of human sociality.


Mhd.Shadi Khudr's insight:


“Alone we can do so little; together we can do so much”
― Helen Keller


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The Logic of Collective Action.. A novel insight

The Logic of Collective Action.. A novel insight | TeamWork-SAGA |

Mancur Olson's The Logic of Collective Action explains why some groups are able to have a larger influence on government policy than others.

This book develops an original theory of group and organizational behavior that cuts across disciplinary lines and illustrates the theory with empirical and historical studies of particular organizations.

Applying economic analysis to the subjects of the political scientist, sociologist, and economist, Mancur Olson examines the extent to which the individuals that share a common interest find it in their individual interest to bear the costs of the organizational effort.

The theory shows that most organizations produce what the economist calls “public goods”—goods or services that are available to every member, whether or not he has borne any of the costs of providing them. Economists have long understood that defense, law and order were public goods that could not be marketed to individuals, and that taxation was necessary.

They have not, however, taken account of the fact that private as well as governmental organizations produce public goods.

The services the labor union provides for the worker it represents, or the benefits a lobby obtains for the group it represents, are public goods: they automatically go to every individual in the group, whether or not he helped bear the costs. It follows that, just as governments require compulsory taxation, many large private organizations require special (and sometimes coercive) devices to obtain the resources they need.

This is not true of smaller organizations for, as this book shows, small and large organizations support themselves in entirely different ways.

The theory indicates that, though small groups can act to further their interest much more easily than large ones, they will tend to devote too few resources to the satisfaction of their common interests, and that there is a surprising tendency for the “lesser” members of the small group to exploit the “greater” members by making them bear a disproportionate share of the burden of any group action.

All of the theory in the book is in Chapter 1; the remaining chapters contain empirical and historical evidence of the theory’s relevance to labor unions, pressure groups, corporations, and Marxian class action.

▶▶ Continue Reading via Google Books

➲ Novel Insights

 Collective Action - building alliances against corruption

In the face of the widespread and deep-rooted corruption problem that affects society in general, governments, their procuring entities and the private sector in equal measure, it seems highly unlikely that individual activities alone will be sufficient to bring about significant ethical changes and improve the transparency of business processes.

This is precisely where "Collective Action" methods become important:
‘Collective Action’ enables corruption to be fought collectively, with various interest groups, working together and building an alliance against corruption so that the problem can be approached and resolved from multiple angles. Source

➲ The Collective Action problem

A collective action problem is any failure of a group of individuals to achieve an outcome everyone one likes at least as well as the outcome that results from everyone acting in her own self-interest.

This problem of collective action can be divided into two general classes:

First, individuals could fail to coordinate when coordination is preferred to not coordinating...

The second class of collective action problem involves a failure to achieve an outcome everyone prefers over the outcome arrived at because each individual wanted to achieve her most preferred outcome without, in essence, paying for it herself....URL

 What is Collective Action?

Collective action refers to action taken together by a group of people whose goal is to enhance their status and achieve a common objective. It is enacted by a representative of the group.

It is a term that has formulations and theories in many areas of the social sciences including psychology, sociology, anthropology, political science and economics.

Supportive Resources:

 The advantages of Collective Action:

  • Collective Action describes various methods of combating corruption. It is a matter of acting collectively and forming alliances against corruption. Collective Action calls for cooperation on the part of participants from the worlds of politics, business and society at large.
  • The ultimate goal is thereby to create fair and equitable market conditions, that is a "Level Playing Field", for all marketplace participants and to eliminate the temptation of corruption for all those concerned.
  • Collective Action helps to set up the conditions for fair competition within a corrupt environment.
  • Collective Action promotes innovation, as the bidder is selected solely on the basis of price, quality and capacity to innovate.
  • Observance of anti-trust law when collaborating with other companies must be ensured by a neutral monitor (e.g. in the form of a non-governmental organization).
  • Collective Action can, if necessary, cover gaps in legislation or replace or augment inadequate local law. Source

  • Bonus
➻➻ Quick Review  
➻➻➻ Quick Review 
➻➻➻➻ Quick Review 

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Thirteen Tactics for Increasing Teamwork

Thirteen Tactics for Increasing Teamwork | TeamWork-SAGA |

Work teams have ups and downs, opportunities and constraints, and stars and shirkers. 

The following ideas show you how to seize the advantages present in your teams and how to overcome handicaps that plague them. 

  1. Create a teamwork culture...

  1. Start at the top...

  1. Hire team players...

  1. Insist on exceptional internal customer service...

  1. Use teams to interview and select job candidates...

  1. Define teamwork...

  1. Make employees feel like part of the team...

  1. Create teams...

  1. Experiment with self-directed teams...

  1. Serve customers through teams...

  1. Celebrate team victories...

  1. Get tough on those who thwart the teamwork initiative...

  1. Grant special dispensation...

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Let's Get Results, Not Excuses!

Let's Get Results, Not Excuses! | TeamWork-SAGA |

Here's a no-nonsense approach to increasing productivity, performance and profit.

This unique look at corporate problem-solving allows one to rid a company of the disease of excuse-making.

As a result, all the accompanying problems--denial of responsibility, pessimism, procrastination, projection of blame, and reactive thinking--disappear.


The title is the whole point of the book. The 200+ pages that follow elaborate on the simple point of exchanging results for excuses. The message is a simple one that might well have fit into a volume only half as thick.
At times the authors are tediously repetitious and sometimes the overuse of metaphors seems a bit contrived or trite. However, the book reads very quickly and stays directly on the point at all times.
The authors make a convincing case that eliminating excuses in the workplace is a "magic bullet" for controlling virtually every other common problem we face daily.
They open with what the problems are, why they're all related to excuses and step by step what we can do to get rid of excuses and start getting results instead.
The authors don't pull any punches or wander around in the world of "but if". They tell it "Pollianna" straight. If you want results, instead of excuses, read this book.  URL





Now on Amazon for 0.01 US Dollars :)

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Teamwork And Performance Under Pressure

Teamwork And Performance Under Pressure | TeamWork-SAGA |

Listen in as Positive Coaching Alliance goes 1-on-1 in interviews with top pro and college players, coaches, executives and other major sports figures who provide tips, tools, information and inspiration for youth and high school sports coaches, parents and student-athletes.

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Classified: Food Bank Exercise Tests Students’ Leadership, Teamwork Skills

Classified: Food Bank Exercise Tests Students’ Leadership, Teamwork Skills | TeamWork-SAGA |

The Wells Fargo room was transformed into a food bank Monday, its tables splayed with packages of pasta, cans of beans, and Vienna sausages.

Stuffing the food into boxes in the shortest amount of time with the least mistakes amidst a frenzy of changing demands and diminishing resources forced undergraduates to adjust leadership styles, rethink roles, and put lessons from Lecturer Frank Schultz’s Leading Strategy Implementation class into action.

Unlike other classroom role-playing exercises, Schultz says, the experiential “Think Now, Bag Later” activity did not depend on students’ acting ability.

“It showed them how they typically behave in organizations and allowed them to better appreciate their strengths and weaknesses in various organizational roles,” he explained.




A team managed by Nicola Roessler, BS 14, packed only seven boxes. She says her team’s downfall was a bottleneck in quality control and resources drying up. “We didn’t have enough kidney beans,” she says.

After the exercise, Schultz asked students if readings and lectures on how organizations work on projects were relevant to what the students experienced.

Did the student teams share resources sequentially, as in an assembly-line style, or reciprocally, where there needs to be more communication and coordination?

Students said the use of good organizational structure and communication could make the more complex, reciprocal relationships simpler and more manageable.

PricewaterhouseCoopers is using the 42 boxes of food stuffed by the students for a food drive to benefit the Berkeley Food and Housing Project, which is researching ways of developing a more efficient way to pack food...

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Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence

Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence | TeamWork-SAGA |

An extensive body of literature indicates the importance of teamwork to the success of innovative projects.

This growing awareness, that “good teamwork” increases the success of innovative projects, raises new questions:

What is teamwork, and how can it be measured?

Why and how is teamwork related to the success of innovative projects?

How strong is the relationship between teamwork and various measures of project success such as performance or team member satisfaction?

This article develops a comprehensive concept of the collaboration in teams, called Teamwork Quality (TWQ).

The six facets of the TWQ construct, i.e., communication, coordination, balance of member contributions, mutual support, effort, and cohesion, are specified.

Hypotheses regarding the relationship between TWQ and project success are tested using data from 575 team members, team leaders, and managers of 145 German software teams.

The results of the structural equation models estimated show that TWQ (as rated by team members) is significantly associated with team performance as rated by team members, team leaders, and team external managers. However, the magnitude of the relationship between TWQ and team performance varies by the perspective of the performance rater, i.e., manager vs. team leader vs. team members.

Furthermore, TWQ shows a strong association with team members’ personal success (i.e., work satisfaction and learning)...

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Coordination in Human-Agent-Robot Teamwork

Coordination in Human-Agent-Robot Teamwork | TeamWork-SAGA |

Coordination is an essential ingredient of a teamwork-centered approach to autonomy.

In this paper, the authors discuss some of the challenges and requirements for successful coordination, and briefly how they have used KAoS HARTservices to support coordination in a multi-team human-robot field exercise...

Teamwork-Centered Autonomy

Planning technologies for intelligent systems often take an autonomy-centered approach, with representations,mechanisms, and algorithms that have been designed to accept a set of goals, and to generate and execute a complete plan in the most efficient and sound fashion possible.

While this approach may be the best choice for situations where it is impractical or impossible for humans to provide close supervision of the intelligent system, it is not sufficient for the increasing number of applications that require close and continuous interaction with people and with other autonomous components...

Understanding Coordination The Challenge of Human-Agent Coordination

Requirements for Effective Coordination

• Interpredictability

• Common ground

• Directability

Team Composition
The available team members consisted of two humans and five robots. The humans were to play distinct roles. One was the “Commander” who was to establishingsubteams and manage the overall search process.

Relying on a combined speech and graphical interface the Commander operated remotely without direct sight of the area of operation.

The second human played the role of“Lieutenant.” The Lieutenant would be assigned to a team just like the robots and he worked in the field generally alongside and in sight of them.

He wore a backpack that carried a laptop to provide a similar speech and visual interface as the Commander’s, through a head mounted display...

The Coordinated Operations Exercise
Mission Scenario
Consider a scenario in which an intruder must be discovered and
apprehended on a cluttered Navy pier. 

To support the search, you can draw on the abilities of an additional human and five robots.

While there are plenty of issues to address including robot capabilities, sensor limitations, and localization, we focused on the coordination aspects of the task.

The task was We specifically designed  to have more robots than a single individual could easily handle by teleoperation. It was also made sure the scenario included more than one human, since this provides its own challenges..

Mission Execution
The Commander must first secure the area boundaries, and forms two subteams to block the two possible avenues of escape.

Using natural language, the Commander composed two teams and assigned leaders for each of them.

One team (Team Alpha) was fully robotic, two robots with one assigned as the leader.

The other team (Team Bravo) was mixed, two robots with the Lieutenant assigned to lead.

Acknowledgement policies provided useful feedback to the Commander that teams had been successfully formed, since there was no external indication of the fact.

The Commander next defined an area of interest on his display and tasked each team to secure a particular side.

After issuing the commands, the Commander dynamically created an obligation policy through speech to be notified by the team leaders when each team was in position.

Once in position, the coordination policy took effect and the robot team leader reported.

The boundaries having been made secure, the Commander directed each team to begin a search of the area.

The autonomous team began to search under the direction of its robotic team leader.

The Lieutenant used natural language to direct his team for the search.

When the intruder was found by a robot, the appropriate team leader was informed according to existing coordination policies.

To apprehend the intruder, the Lieutenant tried to use the tBot, a robot not currently assigned to his team.

The coordination services enforced the chain of command and prevented the action. The Lieutenant then proceeded through the policy-required chain of command to acquire permission—i.e., he asked the Commander.

The Commander dynamically assigned the tBot to the Lieutenant’s team. The Lieutenant was now authorized to make use of the tBot, and the apprehension was successful.

Notice that the dynamic assignment of an agent to a certain group automatically brought with it all of that group’s extant regulatory structure, including the authority for that group’s leader to give orders to his charges...

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Data-Driven Effectiveness is a Team Sport

Data-Driven Effectiveness is a Team Sport | TeamWork-SAGA |


Smart people and the best technology aren't enough to drive a data-driven culture. It's all about people and collaboration, which is easier said than done. If you're serious about affecting change, consider these best practices.



One of the cheapest ways to understand what works and what doesn't is to hear what other companies have done right and wrong.


"You need to have a team that's focused on a shared understanding of what the business problem is and what the objective is. Do not pass go until you do that because it's a recipe for disaster," said Chris Mazzei, chief analytics officer at professional services organization EY (Ernst & Young).



One of EY's telecom clients wanted to improve its customer retention model. So the analytics team built a new model that could accurately identify customers who would leave within two weeks. That's impressive, but marketing and sales needed four to six weeks to intervene.  


"Nobody asked the marketing and sales team how far in advance they needed to know [a customer was leaving], said EY's Mazzei. "We see that all the time."



Supportive Bonus

Using "Big Data" to advance the science of Team Effectiveness  


Hight time to use Science and Data to Build Your Teams



OK! Yet, there is this lingering question: 

Is there teamwork in Data Science?   (⊙.⊙(◉̃_᷅◉)⊙.⊙)
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A Rumpelstiltskin Organization: Metaphors on Metaphors 

A Rumpelstiltskin Organization: Metaphors on Metaphors  | TeamWork-SAGA |


This paper describes the turbulent development of a new organization and the conditions that gave rise to members of one group describing their collective life in terms of Rumpelstiltskin, an old fairy tale.


Theory is elaborated that explores how group-based ambivalence was transformed into deification of the leader, making him the repository of unrealistic fantasies and expectations that, as a result of his being caught in the middle between complex patterns of conflict that emerged from both those above and below him, eventually triggered his dismissal.


It is argued that by paying attention to the symbols, tales, legends, and myths that organizational members use to describe their experience, the researcher can tune into operative dynamics that would otherwise remain very covert and inaccessible.



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The Hard Science of Teamwork

The Hard Science of Teamwork | TeamWork-SAGA |


"Like many people, I’ve encountered teams that are “clicking.” I’ve experienced the “buzz” of a group that’s blazing away with new ideas in a way that makes it seem they can read each others’ minds.


We think of building teams that operate on this plane as an art, or even magic. It’s not something you can plan; it’s lightning-in-a-bottle stuff that you just embrace when you’re lucky enough to come across it.


But to me, the buzz was so palpable, I decided that it must be a real, observable and measurable thing. I was motivated to find a way to document that buzz, and understand good teamwork as a hard science..."



The author's feature article in HBR’s (The New Science of Building Great Teams) on teams describes in detail the new science of building great teams. Those points can be summarized here, data show that great teams:


  • Communicate frequently. In a typical project team a dozen or so communication exchanges per working hour may turn out to be optimum; but more or less than that and team performance can decline.


  • Talk and listen in equal measure, equally among members. Lower performing teams have dominant members, teams within teams, and members who talk or listen but don’t do both.


  • Engage in frequent informal communication. The best teams spend about half their time communicating outside of formal meetings or as “asides” during team meetings, and increasing opportunities for informal communication tends to increase team performance.


  • Explore for ideas and information outside the group. The best teams periodically connect with many different outside sources and bring what they learn back to the team.



People should feel empowered by the idea of a science of team building, The idea that we can transmute the guess work of putting a team together into a rigorous methodology, and then continuously improve teams is exciting.


Nothing will be more powerful, I believe, in eventually changing how organizations work...




Teamwork Is Key To Solving Complex Research Problems


Scientists pave way for improved teamwork on collaborative research efforts



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12 Awesome Team Building Games

12 Awesome Team Building Games | TeamWork-SAGA |

Outdoor Team Building Games

Game of Possibilities ❤(ˆ‿ˆԅ)

Objective: This team building exercise inspires creativity and individual innovation.


Winner/Loser ❤(ˆ‿ˆԅ)

Objective: Participants discover how to reframe negative situations into learning experiences together.


Purpose Mingle ❤(ˆ‿ˆԅ)


Objective: Improves meeting productivity and makes attendees think about how they're going to contribute, rather than just what they hope to get out of the meeting.


 Scavenger Hunt ❤(ˆ‿ˆԅ)

Objective: Great team bonding exercise that helps break up office cliques by encouraging people to work with colleagues from other teams, departments, or just social circles.


Human Knot ❤(ˆ‿ˆԅ)

Objective: This game for team building relies heavily on good communication and teamwork. It also results in a lot of great stories for the water cooler chat in the workplace.


 The Perfect Square ❤(ˆ‿ˆԅ)

Objective: Focuses on strong communication and leadership skills. By instructing some team members to be silent, this game also requires an element of trust across the team, allowing team members to guide each other in the right direction.


The Mine Field ❤(ˆ‿ˆԅ) 

Objective: This game focuses on trust, communication, and effective listening. This activity makes a great team building beach game as well.


 The Egg Drop ❤(ˆ‿ˆԅ)

Objective: This classic team building game is an engaging (and messy) exercise. It uses teamwork and problem solving to bond team members. The more people the better, so this makes for an "eggcellent" corporate team building game! Make sure you have an extra supply of eggs in case some break (ew!) during the construction process.



Ice Breaker Games

 The Barter Puzzle ❤(ˆ‿ˆԅ)

Objective: This activity will rely heavily on problem solving and leadership skills. Some team members might stand out and some might stand back, but it's important to remember that the entire team must come to a consensus before a decision is made.


 Truth and Lies ❤(ˆ‿ˆԅ)

Objective: This is a great ice breaker game, especially for new teams. Helps eliminate snap judgements of colleagues, and gives introverts an equal chance to share some facts about themselves.


 Blind Drawing ❤(ˆ‿ˆԅ)

Objective: This is an activity that focuses on interpretation and communication. Once the drawing is finished, it's always interesting to see how the drawer interprets their partner's description.


⑫ This is Better Than That ❤(ˆ‿ˆԅ)

Objective: This exercise inspires team creativity in problem solving. The idea is to not make the scenarios too easy so it becomes obvious which objects are most useful.



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9 Super Effective Ways to Motivate Your Team

9 Super Effective Ways to Motivate Your Team | TeamWork-SAGA |


Don't make the kind of mistakes that drain the energy from the members of your team. Instead, fire them up!


Try these 9 powerful ways to keep the members of your team motivated and giving their very best on the job.


1. Pay your people what they are worth

When you set your employees' salaries, be sure that their pay is consistent with what other companies in your industry and geographic area are paying...


2. Provide them with a pleasant place to work

Everyone wants to work in an office environment that is clean and stimulating, and that makes them feel good...


3. Offer opportunities for self-development

The members of your team will be more valuable to your organization, and to themselves, when they have opportunities to learn new skills... 


4. Foster collaboration within the team

Encourage the members of your team to fully participate by inviting their input and suggestions on how to do things better...


5. Encourage happiness

Happy employees are enthusiastic and positive members of the team, and their attitude is infectious. Keep an eye on whether or not your people are happy with their work, their employer, and you...


6. Don't punish failure

We all make mistakes. It's part of being human. The key is to learn valuable lessons from those mistakes so we don't make them again...


7. Set clear goals

In one study, 63 percent of employees reported that they wasted time at work because they weren't aware of what work was a priority, and what wasn't...


8. Don't micromanage

Provide your people with clear goals (see number 7, above), and then let them figure out the best way to achieve them...


9. Avoid useless meetings

Meetings can be an incredible waste of time--the average professional wastes 3.8 hours in unproductive meetings each and every week...



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9 Ways To Share Your Strategic Thinking Skills With Your Team

9 Ways To Share Your Strategic Thinking Skills With Your Team | TeamWork-SAGA |


You already have the tools you need to help your team succeed your strategic thinking skills. Here's how to put them to use.


Here is a checklist from a panel of brilliant minds for what you and your team can do now to raise their strategic thinking capacity:


1. Connect your people with what matters....

2. Focus on competencies not job skills....

3. Build them with projects they don’t keep...



4. Create think time. Every expert acknowledged the tension between day-to-day demands and time to think...


5. Put up the periscope. A critical habit of highly strategic teams is  "putting up your periscope." ...

6. Avoid outsourcing your thinking. The quick fix to solving strategic challenges is to bring in outside consultants...



Finally, you want to arm your people with the right tools to perform the practices. They key is to give them clarity.

7. The North Star. As Jessica Amortegui, director of global talent development at VMware told: "The formal top-down approach where strategy is rolled down to execute no longer works in this [fast-paced] environment." ...


8. The winning formula. Gerber advocates that finding a repeatable formula produces predictable results, the way McDonald’s has a proven operating manual for a successful restaurant...


9. The vocabulary. The words you use are tools that will shape your organization...



┣ Supportive

┣┣ Fostering Strategic Thinking


┣┣┣ 3 Essential Steps to Thinking Strategically






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Towards Better Group Work: Seeing the Difference between Cooperation and Collaboration

Towards Better Group Work: Seeing the Difference between Cooperation and Collaboration | TeamWork-SAGA |

The author argues that being unaware of the differences between cooperation and collaboration impedes teachers from organizing group work as effectively as possible.

True collaboration is simply too valuable not to take advantage of because it provides students with a significant opportunity to learn from one another, negotiate meaning, and improve their social skills.

The purpose of this article is twofold: the author highlights the difference between cooperative work and collaborative work in general; she also suggests practical activities that serve as stepping stones to promote collaboration in English as a Second Language (ESL) classrooms.



Collaboration—a chimera or a realistic goal?



"....let me finish with a metaphor of a potluck dinner, where people cook and bring different dishes to the table. The dinner is more exciting than what each individual would have eaten individually—but the guests return back to their homes being able to cook only the same dish they brought to the pot - luck.

Even though they may have gotten reci - pes, they still need to learn to make the new dishes themselves. 

On the other hand, had they cooked together in the first place they would have observed and learned a lot more from one another; they would have taken away some practical, hands-on skills even if cooking together had meant a messier and a more chaotic process. So give collaboration a chance! It is worth the effort." _ Olga Kozar

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Similarities and Differences between Cooperative and Collaborative Learningp

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Collaborative and Cooperative Approaches to Online Group Work: The impact of task type

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Teamwork in Multi-Agent Systems

Teamwork in Multi-Agent Systems | TeamWork-SAGA |

What makes teamwork tick?

Cooperation matters, in daily life and in complex applications. After all, many tasks need more than a single agent to be effectively performed.

Therefore, teamwork rules! Teams are social groups of agents dedicated to the fulfilment of particular persistent tasks. In modern multiagent environments, heterogeneous teams often consist of autonomous software agents, various types of robots and human beings.

Teamwork in Multi-agent Systems: A Formal Approach explains teamwork rules in terms of agents' attitudes and their complex interplay. It provides the first comprehensive logical theory, TeamLog, underpinning teamwork in dynamic environments.

The authors justify design choices by showing TeamLog in action. The book guides the reader through a fascinating discussion of issues essential for teamwork to be successful:

  • What is teamwork, and how can a logical view of it help in designing teams of agents?

  • What is the role of agents' awareness in an uncertain, dynamic environment?

  • How does collective intention constitute a team?

  • How are plan-based collective commitments related to team action?

  • How can one tune collective commitment to the team's organizational structure and its communication abilities?

  • What are the methodological underpinnings for teamwork in a dynamic environment?

  • How does a team and its attitudes adjust to changing circumstances?

  • How do collective intentions and collective commitments arise through dialogue?

  • What is the computational complexity of TeamLog?

  • How can one make TeamLog efficient in applications?

This book is an invaluable resource for researchers and graduate students in computer science and artificial intelligence as well as for developers of multi-agent systems.

Students and researchers in organizational science, in particular those investigating teamwork, will also find this book insightful.

Since the authors made an effort to introduce TeamLog as a conceptual model of teamwork, understanding most of the book requires solely a basic logical background.

>> Review


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Enhancing Virtual-Environment-Based Teamwork Training with Non-Verbal Communication

Enhancing Virtual-Environment-Based Teamwork Training with Non-Verbal Communication | TeamWork-SAGA |

Virtual reality simulations for individual training of surgical skills are increasingly used in medical education and have been shown to improve patient outcome.

Since recent research suggests that a large percentage of mistakes in clinical settings are due to problems with non-technical skills like communication, teamwork training simulators are developed and used to address this problem.

Virtual-environment-based teamwork training simulators are very cost-efficient and allow for non-co-located settings, but have their limitations in communication among the participants.

The authors present an inexpensive camera-based system for capturing aspects of non-verbal communication of participating users and projecting these onto the avatars in the simulation.

This additional information has the potential of increasing the realism of the simulation and the effectiveness of team communication, resulting in a better training outcome – for all kinds of simulation that involves human communication.


What is 'Virtual Team'?

A Virtual Team – also known as a Geographically Dispersed Team (GDT) – is a group of individuals who work across time, space, and organizational boundaries with links strengthened by webs of communication technology.

They have complementary skills and are committed to a common purpose, have interdependent performance goals, and share an approach to work for which they hold themselves mutually accountable.

Geographically dispersed teams allow organizations to hire and retain the best people regardless of location.

A virtual team does not always mean teleworkers. Teleworkers are defined as individuals who work from home.

Many virtual teams in today’s organizations consist of employees both working at home and small groups in the office but in different geographic locations.


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Benjamin Voyer on the psychology of teamwork

Benjamin Voyer on the psychology of teamwork | TeamWork-SAGA |

§ How would you describe the psychology of teamwork?

The study of teamwork began with the emergence of social psychology and an interest in how groups behave, particularly as against another group. This is the idea of having an “in group” that you’re a member of and that becomes part of your social identity, and then the “out group” against which you discriminate and define yourself. It has developed into its own field of organisational psychology.

Teams don’t always do better than individuals, but there is a Helen Keller quote I particularly like: “Alone we can do so little; together we can do so much.” This summarises the trade-off. 

§ But things can go wrong?

Yes. Power plays a big role... You can attribute most of what goes wrong in medical units to dysfunction in the team.

§ So someone always leads a team?

Yes. There are basically two styles of leadership—democratic and autocratic...

§ Is there a gender issue?

Yes. All the studies done on gender differences in leadership suggest that women have a more democratic style of leadership and men a more autocratic style. It has to do with the way we socialise and educate people....

§ So you’re less likely to be a good team player?

Possibly. For both men and women power increases independent self-construal. But power also increases interdependent self-construal for women whereas it decreases that for men. So, men will be more autocratic (this does not mean bullying here)...

§ What makes things go wrong?

There are two big phenomena. One is “group think”—when the group develops its own mind, so that group members stop being critical. The Challenger disaster is a good example of this....

The other thing that can go wrong is “group polarisation” or “group shift”. Sometimes when you put people in a team they take a more extreme decision than they would have taken individually, either more conservative or more adventurous....

§ Is that because people feel less culpable if the culpability is spread?

There is a diffusion of responsibility, yes. The optimal number of people in a team is five. If you have large teams of 10 or 12, people don’t have the same impression of accountability...

§ What about the group turning a blind eye, as with the BBC and Jimmy Saville?

When something goes wrong in teams the “we” goes and the “I” comes back as people try to save their own face. Very few people try to save the whole team’s face.

§ Doesn’t that mean you were never part of the team anyway—you were just serving your own advantage?

There are cross-cultural differences. In the West the default is the individual, but in China or Japan the group is the default unit...

§ So how do you form a good team?

Well, it should be as small as possible, the team should have clear boundaries about membership, members should be chosen for their task skills and interpersonal skills and you have to choose a team with a high probability of developing cohesion.

§ Easy.

As a team member you need to develop the ability to see the perspective of the other...


BENJAMIN VOYER is a marketing and psychology professor at ESCP Europe Business School in London and the London School of Economics. He is an associate fellow of the British Psychological Society and writes widely on teamwork, particularly with respect to health care.

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Delivering the Cross-cultural Virtual Teamwork Experience

Delivering the Cross-cultural Virtual Teamwork Experience | TeamWork-SAGA |

A modem geographically dispersed workforce often takes the form of virtual teams, where competent individuals located anywhere in a transnational firm represent organizational knowledge assets that need to interact to accomplish organizational tasks.

This new organization form is likely to be most fruitful when virtual team members have skills with the supporting technologies, an aptitude for asynchronous, distributed teamwork, and often, some sensitivity to cultural issues that may arise when working with a colleague from another culture.

The authors of this article argue that this work form is becoming increasingly common, and that exposure to it is beneficial to undergraduate and graduate students who are likely to work in this fashion at some point in their careers.

The authors offer a model for the study of virtual teamwork and brief reviews of relevant literature on virtual team support technologies and cross-cultural management issues pertaining to technology use.

What is presented here is an exercise that involved U.S. and Mexican MBA students in a cross- cultural virtual teamwork experience... This offers some suggestions for using this type of exercise in an undergraduate or graduate MIS or MBA course, and some of observations gathered along the way...




The Virtual Team: An Emerging Organizational Form

Technological Support of Virtual Teams The virtual team is enabled by emerging computing and telecommunications technologies that support and coordinate communication and workflow between inter- and intraorganizational actors on an "anywhere" and increasingly "anytime" basis...

Socio-cognitive process dynamics Much has been written about group process variables and their impact on group work... While few efforts have yet been made to validate how group process variables are exhibited by virtual teams, the proposed model assumes that factors such as leadership, communication, interactions, participation, power and influence, and conflict and consensus-building that have been shown to have a profound impact on the completion of the task in a conventional environment will have similar effects on tasks undertaken in a collaboratory.

The information processing dynamics are expected to play an influential role in the task outcomes, especially in virtual groups. Availability of the technology, its limits, media richness, its filters and mechanisms are all variables to be examined for the impact on task completion and decision making...




Subjects Twenty American MBA students and twenty Mexican MBA students voluntarily participated in the study.

Subjects posted brief descriptions of themselves (age, professional and personal interests) to a web site devoted to supporting the exercise.

On the basis of this information, subjects sent messages via Email to desired candidates from the other country until pairings were ultimately decided upon.

They then undertook the task. Task Dyads created a five-page strategic plan for the implementation of a joint MBA international business capstone course that establishes strong international bonds between the students of both institutions.

The task was quite complex, entailing the planning of one- week visits by students from one campus to the partner's and vice versa...


The economic incentive to utilize CMC technologies to support collaborative work instead of requiring team members to travel for a traditional face-to-face meeting is often significant, and becomes more compelling as distances increase.

Electronic mail supports asynchronous communication for virtual teams, but it can now be augmented (or even replaced) by Web-based CMCs that support inexpensive and virtually free real time interaction.

Real time interaction is not only supported by the Internet's infrastructure but is being utilized by organizations reaching out to their workers, business partners and customers.

Real time collaboration tools are proliferating and adoption is growing rapidly. The real time collaboration (RTC) marketplace is made up of three interlocking technologies: audioconferencing, dataconferencing and videoconferencing.

The two CMC technologies used in the present study are based on these two infrastructures and use their popular and robust protocols. From the results of this study, organizations in the United States and Mexico can give increased consideration to using CMC technologies to support virtual teams composed of people from both cultures. However, before creating cross-cultural virtual teams, managers should realize that differing levels of facility with a chosen language, as well as the amount of experience team members may have with this work style may bear upon how well the technology is perceived to support the team's tasks and may also affect perceptions of member competence and contribution to the task.

Considering the ubiquity of transnational business organizations, the increasing popularity of team work, and the existence of technologies that can support geographically dispersed and both synchronous and asynchronous collaboration, the business community will likely want to have college graduate recruits (as well as extant employees) who are familiar with the technological, collaborative, and cultural aspects of cross-cultural virtual teamwork. The present exercise is a step in that direction...


► What is Cross-Cultural Teamwork

Actions and achievements of a group of people from different cultural and ethnic backgrounds working together in a co-operative way, or, the work produced by that group or team.

► Cross-Cultural Perspective Can Help Teamwork in the Workplace

► Supportive 
Together We Innovate

>> Bonus >>
How to Manage ► Virtual Teams ◄

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Flying Monkeys: Lessons in Teamwork

Flying Monkeys: Lessons in Teamwork | TeamWork-SAGA |

Have you ever told your kids something and later regretted it?

I've written before about letting them see my high school yearbook and what a mistake that was, but one time I confessed a fear I had as a kid and regret it to this day.

You see, I once told my kids that as a young child I was afraid of the flying monkeys in The Wizard of OZ .

They couldn't believe that something that fake could have been scary.

And so, my children being the loving compassionate people they are, immediately began hatching a plan to humiliate their loving father.





We can learn 5 things from this little incident. We already know these, we just tend to forget sometimes:

  1. A common goal...
  2. Each team member has a uniquely valuable strength...
  3. Let your team have fun...
  4. Let your team fail... 
  5. Be vulnerable... 




And yes, they still tease me about being afraid of the flying monkeys. Hey, those dudes were scary!

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