Seven elements of teambuilding_Device of Judo (and all kind ) coaching.

 “If you are satisfied about your results: develop!” 

“If you are not satisfied about your results: change!” 

Willem Visser 

Seven elements of teambuilding 

1. Each team member should have the opportunity to have his or her view on; the targets/goals that have to be set, the role that each individual member has to perform, the methods that will be employed to reach the targets/goals and the expectations that the team members have of the team. 

This section is a brainstorming phase. 

Expressing the views of the group process may then lead to the formulation of group targets/goals and to understand how these targets/goals can be best achieved. 

Important is that the team gets confidence in the cooperation. Therefore the probability that the set target/goal will be reached will be larger. 

In this section we come to common targets/goals and shared visions

2. Make clear what the individual skills of team members are and which tasks the individual team members aspire. 

The tasks of the team members are then matched and the team comes to collaboration and targeted teamwork

3. Individual and collective responsibility and accountability. 

In the interest of the team, team members are required to work utmost to reach the stated goals. Team members must seek to account for their individual actions, but they should also bear responsibility for the group results. 

4. A team culture should arise. 

This includes the acceptance of leadership, developing a team identity, team spirit and team attitude. A positive team culture and cohesive group atmosphere

In order to promote culture, the team coach or manager should be aware of what goes on within the team. Setting up a participation council can be a good way to get informed. 

5. Team identity is important in teambuilding. 

Team identity can be built explicitly by involving team members in the group’s goals, formulating common ideals and open expressions of pride in their performances. 

6. The promotion of open and honest communication. 

Good communication prevents problems, but it is also important in solving problems. 

Open and honest communication is based on trust, sincerity and mutual understanding

7. Mutual help and social support. 

The willingness of teammates to provide each other, if necessary, with practical and emotional support has a beneficial effect on the functioning of the team as a whole. Partly for this reason it is good that team members know each other outside the functional atmosphere. These seven basic components of team building is an approach at different levels: 

➢ Individual approach 

➢ Group approach or interpersonal approach 

➢ Task-oriented approach 

In the individual approach the team member is the central. 

In the group approach is the formation of the team central. 

The task-oriented approach, the primary efforts are focused on achieving goals. 

Willem Visser

Executive coach, Strategic Adviser, International Lecturer, 8th Dan Judo IJF 

With gratitude to all my teachers, specialists, colleagues and especially all the judoka that I was allowed to guide and to coach. 

Sources and inspiring professionals: 

Van der Horst, Cobben, Abe, Saitoh, Yamashita, Uemura, Sugawara, Murata, Hosokawa, Komata, Takahashi, Nakamura, Kasuga, Kawashima, Kariya, Brousse, Besson, Rougé, Ruska, Geesink, de Cree, Barta, Vachun, Viser, Lascau, McConnell, Snijders, Sins, Hoogendijk, Boersma, Odinot, van Dijk, Klok, Agúndez, Landsberg, Covey, de Waal, DeCaluwe, Drucker, Franzen, Goldratt, Hammer, Kets de Vries, Kotler, Mastenbroek, Mintzberg, Peters, Porter, Quinn, ten Bos, Trompenaars, Vinke, Weggeman, Wissema and many others. 

Device of Judo (and all kind ) coaching. Task & Team

 “If you are satisfied about your results: develop!” 

“If you are not satisfied about your results: change!” 

Willem Visser 

Task

 One can distinguish the a number of ingredients in a task. Targets and sub targets are main aspects in performance management. The way to the result (the ultimate target) has always to be divided into sub targets. A task is inextricable bounded up with authority and responsibility. 

It is strictly needed to execute the task in an environment of social, mental and physical safety. 

For executing a task one needs to be facilitated in the broadest sense.

Team

 The characteristics of a team are: 

  • combined objectives; 
  • combined standard and values, in which one can recognize own standards and values; 
  • awakening and acting with awareness; 
  • willing and being able to cooperate, if needed subordinating oneself; 
  • identification and radiation. 

A team is performing with people a task and the aim is result!. Respect for the individual is the base for a good acting team. 

The basis aspects for a good acting team are: 

  • good definition of the method of executing; 
  • meaningful duties and responsibilities; 
  • clear performance targets; 
  • combined responsibilities; 
  • small team
  • complementary skills

A team performance is: the way some people jointly undertake something, so more or less belong together, present knowledge and expertise in their own language. The appearance and performance are presented based on net asset values, which are the ethical, aesthetic and personal meanings. 

A medal one never wins alone 

In individual sports and in team sports there is always talk of a team; the sports team, the coaching staff, the team of coach and sportswoman/sportsman etc. 

So in performance management teambuilding has an important place can be needful and useful. 

Willem Visser

Executive coach, Strategic Adviser, International Lecturer, 8th Dan Judo IJF 

With gratitude to all my teachers, specialists, colleagues and especially all the judoka that I was allowed to guide and to coach. 

Sources and inspiring professionals: 

Van der Horst, Cobben, Abe, Saitoh, Yamashita, Uemura, Sugawara, Murata, Hosokawa, Komata, Takahashi, Nakamura, Kasuga, Kawashima, Kariya, Brousse, Besson, Rougé, Ruska, Geesink, de Cree, Barta, Vachun, Viser, Lascau, McConnell, Snijders, Sins, Hoogendijk, Boersma, Odinot, van Dijk, Klok, Agúndez, Landsberg, Covey, de Waal, DeCaluwe, Drucker, Franzen, Goldratt, Hammer, Kets de Vries, Kotler, Mastenbroek, Mintzberg, Peters, Porter, Quinn, ten Bos, Trompenaars, Vinke, Weggeman, Wissema and many others. 

Device of Judo (and all kind ) coaching

 “If you are satisfied about your results: develop!” 

“If you are not satisfied about your results: change!” 

Willem Visser 

Development

 This device was created by myself and I am still using this in all kind of coaching.  It will be published in two additional issues

Development is a very important aspect in performance management and development has to be based on a vision. 

My vision of development is: to come to an optimal development of all potential human forces, based on integrity, humility, respect, patience and compassion for benefit and general wellbeing. 

This development is depending on culture, mentality, individual performance and team performance. 

Around this basic aspects I was developing four satellites: 

➢ Man, team, task and result; 

➢ Ambition, efforts, obstacles and results; 

➢ Group functionality, self-discipline, self-evaluation; self-responsibility and self-determination; 

➢ Team spirit, perfect performance of team tasks, fixed plan; credibility and clarity. 

 Man in a team goes through a few stages: 

1. the contact phase: cautious behaviour, uncertainty, wondering, in need of information, power 

2. the orientation phase: subgroup formation, there occurs an early certainty and confidence, between the subgroups there is uncertainty and lack of trust, images are formed, social insecurity 

3. the mission phase: the hierarchy is formed, external orientation, contact occurs between the subgroups, an informal leader is sought 

4. the style shaping phase: content is determined, tasks are included, informal rules, own manners, discretion, personal style, confidence, honesty, openness, cooperation 

5. the standard phase: open group, priority goals, individual identity, a lot of confidence, uncertainty, social control, social safety net, social support (peer support), synergy 

In the contact phase, the orientation phase and in the mission phase, one works task-oriented

In the style shaping phase and standard phase one works more people-oriented and they can also account for behaviour in this phase. 

Willem Visser

Executive coach, Strategic Adviser, International Lecturer, 8th Dan Judo IJF 

With gratitude to all my teachers, specialists, colleagues and especially all the judoka that I was allowed to guide and to coach. 

Sources and inspiring professionals: 

Van der Horst, Cobben, Abe, Saitoh, Yamashita, Uemura, Sugawara, Murata, Hosokawa, Komata, Takahashi, Nakamura, Kasuga, Kawashima, Kariya, Brousse, Besson, Rougé, Ruska, Geesink, de Cree, Barta, Vachun, Viser, Lascau, McConnell, Snijders, Sins, Hoogendijk, Boersma, Odinot, van Dijk, Klok, Agúndez, Landsberg, Covey, de Waal, DeCaluwe, Drucker, Franzen, Goldratt, Hammer, Kets de Vries, Kotler, Mastenbroek, Mintzberg, Peters, Porter, Quinn, ten Bos, Trompenaars, Vinke, Weggeman, Wissema and many others.