关于团队精神teamwork的英文演讲稿

Fostering teamwork is creating a work culture that values collaboration. In a teamwork environment, people understand and believe that thinking, planning, decisions and actions are better when done cooperatively. People recognize, and even assimilate, the belief that “none of us is as good as all of us.” (High Five)

It’s hard to find work places that exemplify teamwork. In America, our institutions such as schools, our family structures, and our pastimes emphasize winning, being the best, and coming out on top. Workers are rarely raised in environments that emphasize true teamwork and collaboration.

Organizations are working on valuing diverse people, ideas, backgrounds, and experiences. We have miles to go before valuing teams and teamwork will be the norm.

You can, however, create a teamwork culture by doing just a few things right. Admittedly, they’re the hard things, but with commitment and appreciation for the value, you can create an overall sense of teamwork in your organization.

Create a Culture of Teamwork
To make teamwork happen, these powerful actions must occur.

Executive leaders communicate the clear expectation that teamwork and collaboration are expected. No one completely owns a work area or process all by himself. People who own work processes and positions are open and receptive to ideas and input from others on the team.

Executives model teamwork in their interaction with each other and the rest of the organization. They maintain teamwork even when things are going wrong and the temptation is to slip back into former team unfriendly behavior.

The organization members talk about and identify the value of a teamwork culture. If values are formally written and shared, teamwork is one of the key five or six.

Teamwork is rewarded and recognized. The lone ranger, even if she is an excellent producer, is valued less than the person who achieves results with others in teamwork. Compensation, bonuses, and rewards depend on collaborative practices as much as individual contribution and achievement.

Important stories and folklore that people discuss within the company emphasize teamwork. (Remember the year the capsule team reduced scrap by 20 percent?) People who “do well” and are promoted within the company are team players.

The performance management system places emphasis and value on teamwork. Often 360 degree feedback is integrated within the system.
Tips for Team Building
Do you immediately picture your group off at a resort playing games or hanging from ropes when you think of team building? Traditionally, many organizations approached team building this way. Then, they wondered why that wonderful sense of teamwork, experienced at the retreat or seminar, failed to impact long term beliefs and actions back at work.

I’m not averse to retreats, planning sessions, seminars and team building activities – in fact I lead them - but they have to be part of a larger teamwork effort. You will not build teamwork by “retreating” as a group for a couple of days each year. Think of team building as something you do every single day.

Form teams to solve real work issues and to improve real work processes. Provide training in systematic methods so the team expends its energy on the project, not on figuring out how to work together as a team to approach it.

Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes. If team members are not getting along, examine the work processes they mutually own. The problem is not usually the personalities of the team members. It’s the fact that the team members often haven’t agreed on how they will deliver a product or a service or the steps required to get something done.

Build fun and shared occasions into the organization’s agenda. Hold pot luck lunches; take the team to a sporting event. Sponsor dinners at a local restaurant. Go hiking or to an amusement park. Hold a monthly company meeting. Sponsor sports teams and encourage cheering team fans.

Use ice breakers and teamwork exercises at meetings. I worked with an organization that held a weekly staff meeting. Participants took turns bringing a “fun” ice breaker to the meeting. These activities were limited to ten minutes, but they helped participants laugh together and get to know each other – a small investment in a big time sense of team.

Celebrate team successes publicly. Buy everyone the same t-shirt or hat. Put team member names in a drawing for company merchandise and gift certificates. You are limited in teamwork only by your imagination.
Take care of the hard issues above and do the types of teamwork activities listed here. You’ll be amazed at the progress you will make in creating a teamwork culture, a culture that enables individuals to contribute more than they ever thought possible - together.

Whether in the workplace, or in sports, or amongst members of a community, effective teamwork can produce extraordinary results. However, that is easier said than done, effective teamwork does not happen automatically.

First, let us see the conditions that help develop and maintain effective teamwork: common group objectives and goals understood and committed to by all team members; efforts to develop and use the unique skills and abilities of each team member in a way that helps a team meet its objectives; efforts to develop in team members flexibility, creativity and sensitivity to the needs of others; a clear value reinforced by our management team, on trust, openness of communication among team members and between team members; efforts to increase each member's sense of belonging to the team; time and attention devoted to teamwork; and rapid and accurate feedback to team members about the effectiveness of their actions and decisions.

Now, let us see the conditions that present challenges to effective teamwork: team members are new or change often; persons on the team are unsure of or not happy with their roles; time pressures make it difficult to adequately develop project and team; the locations or workload of team members make it difficult for team members to have regular contact with each other; there is uncertainty about the goals or tasks to be accomplished, or individual team members are unsure of their task proficiency; differences in perceptions exist among team members and team roles; communication breakdown exists (this goes for managers also); there are taboo topics that affect team's performance; and participation is not uniformly spread among team members, or there is not adequate punishment for those that do not do their part.

In addition to the basic requirements for team members who should be open and honest with one's ideas, concerns and values and have the ability to commit to a shared goal, to listen and respond to others in an objective and productive way, to take on different roles in the group in order to accomplish shared ends, and to be a leader as well as a follower, there are a number of factors required to cohere together, working seamlessly, for an effective team to develop and work. Good leadership, the right balance of the right people, effective communication, defining clear-cut roles, creating procedures for conflict resolution and setting a good example are some of the factors vital for building a good team that works successfully.

One of the most important aspects of effective teamwork is effective leadership. This means that the team leader should have the skills to create and maintain a working culture that is positive. This helps to motivate and even inspire the team members to get involved in creating an environment where there is a positive approach to work, along with high levels of commitment. A good team leader is a person who not only focuses himself/herself on the purpose and direction of the team, but also makes sure that the other members of the team share this focus. A good team leader also has to be able to promote a high level of morale amongst the team members so that they feel supported and valued. This is particularly useful for preventing the bane of most office cultures – that of backbiting, rumormongering, gossip mongering and cronyism – which can derail the efforts of any teamwork.

The balance of a team involves having people whose experience, skills, perspectives, interests and contributions complement one another, rather than duplicate or counteract each other. For example, it is no good having a team full of creative people who have lots of new ideas, but do not have the people who have the stamina and stickability to see those ideas through to completion. Similarly, a team that is full of people who are steady, strong workers but have little spark or creativity, will also be impoverished by comparison with a balanced team. If it is not to become stale and sterile, a team needs people who are prepared to risk conflict by challenging existing norms and assumptions, but, by the same token, a team also needs its peacemakers. Differences between team members can, in themselves, lead to conflict but the diversity of the team and the balance that this can achieve, will generally more than make up for any such conflicts.

It goes without saying that communication is a vital factor of interpersonal interaction, and the very term "teamwork" represents interpersonal interaction. Hence, one of the key aspects of effective teamwork is open communication, wherein it enables the members of the team to articulate their feelings, express their plans, share their ideas, and understand each other's viewpoints. Grappling and sorting out the complexities involved in communication is thus one of the challenges of developing and sustaining effective teamwork.

It is necessary for teams to know clearly what their purpose is, what role each member of the team has to play, what each person is responsible for, what is not within their scope, and the resources they have to achieve their goals. The team leader can enable this by defining the purpose in a clear-cut manner up front. The team, on their part, can help by building processes wherein the roles and scope of each member as well as the team are kept in focus, and avoiding anything that undermines effective teamwork.

No matter how good a team may be, conflicts will inevitably occur some time or the other. The best way to counter this is to have structured methods of resolving them. Team members should have a way of expressing their opinions without fear of causing offense to anyone. Direct confrontation can also be allowed in a moderated manner, so that matters that may have been simmering can be aired out and cleared. Instead of ignoring and procrastinating these issues, a hands-on approach that resolves them quickly is better. In fact, it is advisable for the team leader to actually sit with the parties in conflict and work out the differences between them, without taking sides and making sure to remain objective. Eventually, the conflicts can actually be used as a chance to reveal underlying problems that may be in existence within the team.

And finally, effective teamwork can only come about when the team leader sets a good example, which can be emulated by the team members. In order to keep the team committed, positive and motivated, the team leader himself/herself has to have all these qualities and make it apparent that he/she does. After all, the team leader is the person the team looks to for support, direction and guidance, hence, any cynicism or negativity on his/her part is picked up by the team and is reflected in their teamwork. So, even if it means forcing yourself to, it is important to maintain a supportive and positive attitude always.
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