As noted in Part I, good facilitators know that creating a proper environment for effective teamwork is critical to success, and they understand that the team’s attention needs to be focused on the task at hand and not on any one individual or individuals.

The room setup you choose will be dependent upon the number of team members, the availability of space and the type of furniture present in the room. For a team of up to eight people, leave them as one group. For a team of nine or more, you may want to divide the group into sub-groups of four or five. Choose a room that fits the group (as noted in Part I) and find a balance between comfort and communication.

The U-Shaped Setup, grouped as a “Village,” is frequently recommended for situations where two or more teams or groups are involved. Use round tables when possible because they help provide a “level” communication environment. When round tables are not available, provide a configuration that is balanced, such as a square. Seat participants around three sides of the table leaving one end open. Be sure to provide each team member with sufficient working space. Crowding people too tightly together can be problematic and will cause some members to move back from the group for personal space.

Place a flip chart or moveable easel at the open end of the table during group processes. This will focus the energy and attention of the team on the task represented on the flip chart.

If you have two or more teams, keep the groups close enough so they feel like one team, but far enough apart so they don’t disturb each other during group processes. It should be noted that this setting is very dynamic and can be difficult to control.

Village Setup

.

Other Setup Options

Facilitators who are more comfortable with control, structure and conformity or who dislike distractions, may opt for a less dynamic arrangement.

Many facilitators find a Semicircular Setup works well for teams. It presents a good opportunity for communication and provides a good balance of control and creativity.

The U-Shape Setup is a variation of this.

The Circular Setup encourages a sense of warmth and togetherness. This can also heighten the mood of the group and can sometimes become a distraction.

The Boardroom Table Setup is an effective control mechanism, but can stifle communication.

As the facilitator, you need to be aware of the advantages and disadvantages of each room setup. In order to create the participative and collaborative environment, you will need to be creative in your furniture arrangement. Most importantly, be prepared to handle the challenges that the environment affects.

To encourage a linkage with the work, flip charts should be placed where everyone can see them and located close to the participants. Each team needs one to record information during discussions (visualization is critical to success). Other helpful materials include multi-colored markers for flip chart paper, 3 x 5 Post-it Notes and tape and/or push pins.

Noise and lighting are subtle, yet critical. Effective facilitators pay attention to the environment and manage it to work for them.

Teams and teamwork are popular business concepts. People love to talk about teams, be viewed as “team players” and talk about the concept of teams in their work and training jargon. Eighty percent of Fortune 1000 companies expound teamwork and have some sort of team concept in their mission statement. Yet, in these same companies, less that Ten percent of the workforce participate in teams and many privately believe that teams are not worth the hassle.

The most commonly reported team problems are: misapplication, no training, no support, work systems not changed to fit team work, frustration over purpose, endless meetings and unclear expectations. In investigating team dysfunction, I have discovered that Fifty percent of the problems with teams are related to “interpersonal” issues, such as personality, style, attitude, values, competence and motivation. Fifteen to Twenty percent of the time, problems are “procedural” issues, such as communication, decision-making and operating procedures. “Behavioral” issues, like responsibility, accountability and communication conflicts, are another Fifteen to Twenty percent of the dysfunction. Finally, Ten percent of the time, dysfunction is related to “goals,” including conflicting, unspoken, and non-existing.

The root cause of these problems in team dysfunction can be traced to team leaders and facilitators who do not understand the “art” and the “science” of effective teams.

Team effectiveness is a result. Teamwork is a process. And, an effective leader or facilitator is skilled and accomplished in the “art” of teamwork (interpersonal and behavioral aspects) and the “science” of teamwork (the procedures, goals and communication).

During the weeks ahead, I will post details of both the “art” and “science” of teamwork. To start, let us begin with a clear understanding of “What is Teamwork?”

A team is “two or more people working together to accomplish a common goal.”  Teamwork is that these two or more people working together efficiently and effectively will accomplish more in a measured period of time than any one or two individuals working alone. Both are facilitated by what I have entitled, the Advanced Team System. http://www.oxenrideronsynergy.com/products/