Building or Bonding - is there a Difference?

Longman’s Dictionary of Contemporary English defines these 2 words as follows:-

bond :
1) something that unites two or more people or groups, such as a shared feeling or interest
2) to (cause to) stick together

build
1) to make (a structure) by putting pieces together
2) to (cause to) develop; form
3) to try to establish a connection or friendly relationships, especially between opposing groups or ideas
4) to use as a base for further development
5) to base on, to depend on
6) to (cause to) increase, develop or become gradually larger

As you can see, there are marked differences to the nuance to these 2 words which should be self-evident, even if you put the word team before it ie team bond, team build. I especially want to highlight definitions #3 & #4 for "build" as it has such relevance when we discuss team-building.

Yet many organizations fail to make this distinction when they decide to make a request for a team activity.

Michael West in his 2004 book Motivate Teams, Maximize Success – Effective Strategies for Realizing Your Goals shares that research suggests that “quick fix” bonding sessions may have little impact upon how effectively the team actually works together.

He goes on to share that team building is oft imagined to be specially organized outward-bound activities or group exercises like figuring out how to cross a river using plastic barrels, wooden poles and rope. (Others I might go on to share like ‘amazing race’-type activities, dragon-boating, white water rafting, paint-ball, which on deeper reflection equate almost to the ubiquitous bowling session, just more “glam”)

Whilst such activities can result in team members having more positive attitudes towards one another (because of their shared experience), significant impact to the efficacy of the team working together is often not achieved.

"More effective team building processes involves taking days out of the team’s regular work specifically to focus on task performance."

So I will always ensure the following 3 key factors are part of any of my client discussions:-

What is/are the (real) objective(s) for this team building?

Be realistic that this is a gradual and continuous process that takes time and miracles do not happen overnight with just 1 session.

Design with the participants and group dynamics in mind but it is essential that meaningful discussions and reflection arise from these facilitated-activities so that the learning can be applied and sustained back at the work place.

Team-building or Team-bonding ? Do think again.

Facilitation in Small Groups

I truly believe that small group/team facilitation, when done correctly, will yield significant results for the group/team in their performance goals as the improvements in team functioning are relevant and sustainable.

Marsha Speck (1996) contends that

Adult learners come to learning with a wide range of previous experiences, knowledge, self-direction, interests, and competencies. This diversity must be accommodated in the planning of any professional development program.

Adults need to participate in small-group activities during the learning to move them beyond understanding to application, analysis, synthesis, and evaluation. Small-group activities provides them the opportunity to share, reflect, and generalize their learning experiences.

Transfer of learning for adults is not automatic and must be facilitated. Other kinds of follow-up support like coaching are needed to assist adult learners transfer their learnings into daily practice so that it is sustainable.

Source:
Best Practice in Professional Development for Sustained Educational Change - Speck,M. ERS Spectrum, v14 n2 p33-41 Spr 1996

Having had the privilege to facilitate and work with many groups of differing sizes, from CXO/board level to middle managers to production line teams, I believe this to be inherently true.

With an appropriate program and a good facilitator, these small groups/teams invariably report getting much better results for the objectives laid out - from reducing conflict, to improving team effectiveness and performance to enhancing collaboration and cohesiveness.

Isn't it time you benefitted from such a facilitation?

The Power of the Story

I am a strong believer in the use of (relevant) stories as part of my facilitation approach.

When used appropriately, it can be a powerful and emotive tool to effect change - for reconciliation, for motivation, for innovative thinking.

John P Kotter, renowned management guru from Harvard writes in a 2006 article in Forbes:

"As I look around me today, I see that too few business leaders grasp the idea that stories can have a profound effect on people. The gestures made (or not made) by leaders can turn into the stories that powerfully affect behavior.

Leaders who understand this and use this knowledge to help make their organizations great are the ones we admire and wish others would emulate. Those in leadership positions who fail to grasp or use the power of stories risk failure for their companies and for themselves. "

From the time Man sat together in front of their earthen fires, stories have been the way to transfer knowledge, pass on traditions, counsel (historical coaching), motivate and lead.

Organisations should return to these roots and re-discover how stories can be a powerful tool for learning and change.

Leveraging Organisations from Within

Who understands your job and challenges better?
Who understands the issues facing an organisation, group or team best?

The answers lie with the people within the organisation.

Their collective experience, knowledge, know how and will are the answers - the only issue is getting past the obstacles that abound - like turf wars, lack of communication, conflict, pride.

A truly honest and effective consultant will tell you he/she is not a "magic pill" that you can hire and miraculously solve an organisation's issues overnight.

Instead, we seek to ensure that there is a real analysis and understanding of the issues at hand before crafting of a relevant and customised approach to begin the "healing process". To get this collective experience, knowledge, know how and will back on track and to bear on the issues at hand - be they overcoming the competition, conquering new markets, cost-cutting, improving quality, product innovation, leadership or staff morale.

A facilitator will bring in approaches to help an organisation achieve these goals by assisting them to overcome internal obstacles and to find a solution collectively.

Facilitate : to make easy