Introduction

Characteristics

Understanding

Observation

Workplace

Self-Esteem

Motivating

Cooperation

Support

Performance

Shadow

Conflict

Teamwork

Summary

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Teamwork

Action Way - Orange

Teamwork

Action Way - Orange

Teamwork

Action Way - Orange

Teamwork is an important activity in today's corporate climate. Teams, whether self-directed or not, convey very different meanings to different individuals. 

 

Assuming that an administrator can develop highly effective working teams by merely naming individuals and giving them tasks or assignments can lead to failures and disappointments in both the concept and outcomes of teamwork. 

 

Even the word “teamwork” can bring about apprehension due to previous negative experiences. The tool of teaming can work effectively, but requires that attention be paid to each individual's personality style as well as to proper preparation and training.

 

Accepting and understanding the fact that people are different and therefore need to be treated as individuals is integral to the concept of behavioural styles and teamwork.

 

The most successful teams recognize their differing members’ views, experiences, and styles as a source of strength. Understanding behavioural styles and applying them will lead to less tension in interpersonal relationships, and will increase levels of trust and credibility. 

 

The results will be greater productivity and satisfaction for everyone.

 

 

 

I.    Gaining cooperation on the team from

       the Action Way:

  • Focus on the “here and now”

  • Identify critical and challenging tasks

  • Consider them for roles that require leadership or hands-on performances

  • Recognize capabilities of coping with crises

  • Discuss the importance of responsiveness and timing

  • Appeal to sense of competition

  • Give as much freedom and authority as possible

  • Don’t communicate “how” the task is to be performed

  • Give permission to have fun with the project or task

  • Manage trouble

  • Allow them to take risks

  • Get them involved

  • Encourage them to solve problems

  • Make quick decisions

  • Incorporate practicality and resourcefulness

  • Promote efficiency

 

 

II.    The Action Way priorities for the team:

  • High performance

  • Getting results immediately

  • Questioning the status quo

  • High speed action

  • Managing trouble

  • Taking risks

  • Getting involved

  • Solving problems

  • Making quick decisions

  • Practicality and resourcefulness

  • Efficiency

 

 

 

III.    Positive contributions of the Action Way

        to the team:

  • Energetic

  • Lots of drive and determination

  • Strong willed

  • Ready and direct communication

  • Instinct for opportunity

  • Action oriented, promotes spontaneity

  • Self confident, brave and bold

  • Decisive and quick to act

  • Efficient

  • Negotiation ability

  • Positive and resilient

  • Realistic and practical

  • Flexibility and adaptability

  • Injects light-hearted humour

 

 

 

IV.    Rewarding the Action Way on the team:

  • Give recognition for their ingenious approach to problems

  • Offer immediate positive and specific feedback on their performance

  • Note quickness of action and timing

  • Recognize impact of their presence

  • Provide a variety of tangible rewards for their contributions

  • Acknowledge when they are bold or brave (risk-taking)

  • Appreciate their flexibility, adaptability and endurance

  • Let them design the rewards they would like to have

 

 

V.     Potential weaknesses or liabilities of the

      Action Way to the team:

  • Impatient with theoretical and abstract material

  • Domineering

  • Attacks first

  • Emphatic statements

  • Pushy (for quick decisions)

  • Jumps from one activity to another

  • Tough or harsh

  • Loud tone of voice

  • Confrontational

  • Poor listening skills

  • May be unprepared at times

  • Lack of follow-through

  • Careless about details

  • Impulsive (acting on urge or whim)

  • Unpredictable, “shoots from the hip”

  • Hasty or rash decisions

  • Bored when there is no crisis

  • May ignore the past and its implications for the future

  • May overlook established priorities or circumvent the system

VI.    The necessary work for structuring productive

         teams involving the Action Way:

  • “Keep it entertaining,” and fast moving

  • Allow them opportunities to do things and/or to take action

  • Give them opportunities to move things forward

  • Allow them to perform new and varied activities

  • Try to limit controls and supervision

  • Keep environment somewhat unstructured and flexible

  • Try to encourage and support decisiveness (quick to act) without falling into the trap of “haste makes waste”

 

 
sample

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