RECREATION AND TEAM

BUILDING
CHAPTER6
OBJECTIVES
Define terms in relation to recreational activities
Appreciate effective and meaningful living
Ensure through assistance from various organization
 Since heart is one of the important parts of your body,
recall your experiences that made you feel happy and
satisfied because of your voluntary participation to any
event or activity. Write a word description of each
experience inside the heart-shaped figures.

Recreation is integral part of Civic Welfare Training Service and Literacy

Training Program of the National Service Training Program. Through the active
participation of students like you and the goal of “learning by doing” may be
achieved. As they say, there would be a transfer of progressive learning
experience.
FOUR THEORIES ON LEISURE
1. Leisure as time – defining leisure as time suggests that life can be divided into
segments according to use. Leisure in the sense is an unbigoted block of time in
which a person is free to choose activities, passive or active. Thus leisure is
regarded as discretionary time, as distinguished from spent working or sustaining
existence.
2. Leisure as state of mind – This approach is defining leisure that leisure is a style
of behavior or an attitude. An individual state of mind of condition. This definition
is condition useful since the leisure is often individual defined.
3. Leisure is an activity – This approach is defining leisure suggest that leisure can
be identified by viewing the non-work activities that one of the participant in that
are associated with leisure experience is limited to a select number of activities,
such as reading, swimming, walking for pleasure, traveling and so forth.
4. The holistic model of leisure – The holistic of model of leisure suggest that all
one’s life experience have the potentials for leisure. Especially important in this
definition is the supposition that work and leisure values can be fused, and
satisfying life experiences may be derived from either.
BASIC CONCEPTS OF PLAY AND
REACTION Authors Description
Slavon The child, in fantasy, comes to know reality
P Hulzinga Voluntary activity or occupation executed within certain fixed limits of
time and place, according to rules freely accepted but absolutely binding
L and having an aim in itself. Thus, play is accompanied by a feeling of
tension, joy, and consciousness different form ordinary life.
A Froebel It is the purest and spiritual activity of man. It holds the sources of all
that is good. It gives therefore joy, freedom contentment, inner and
Y outer rest, peace with the world.
Plato That which neither utility nor truth nor likeness, nor yet, in its effects, its
harmful, can best be judge by the criterion of charm that is in it and
pleasure it affords.

Authors Description
Carlson, et al,. Any enjoyable activity in which participants voluntary engage and from
R which they receive immediate satisfaction.
E Vannier Performed for its own sake during free time which offers man joy and
C satisfaction and an outlet for the physical, mental and creative powers.
R Bromney A matter of motions but rather of emotions. It is a personal response, as
E way of life.
A Fitzgerald The natural expressions during leisure of psychological reaction
T satisfaction.
I Butler Any activity which is not consciously performed for rewards beyond
O itself. This is usually engaged in during leisure, which offers man an
N outlet for this physical, mental, creative power because of inner desire
and not because of outer compulsion.
VALUES OF RECREATION
1. Psychological Aspects – Recreation has been recognized as an important tool in the
prevention of mental illness and in the rehabilitation of mentally ill patients.
2. Physical Aspects – Recreation in the form of sports, games, and moderately
strenuous outdoor pastimes can make important contribution to the physical well-
being.
3. Social Aspects – Recreation can provide the opportunity for group experiences that
meet fundamental human needs.
4. Personal Values – Physical well-being, mental and emotional health, intellectual
development, character development, social adjustment, aesthetic spiritual values and
Ability to Organize and carry responsibility.
5. Values to Society – community attractiveness.
Recreation of Special Cases Therapeutic Recreations Services
1. Single – Leg Amputees Archery, Dancing, Bowling, Golf, Swimming, Fishing, Singing, and
others.
2. Single – Arm Amputee Badminton, Baseball, Basketball, Diving, Fencing, Hiking, Skating,
Fishing, Singing and others
3. Hearing Impaired Fishing, Bowling, Diving, Golf, Soccer, Tumbling, Horseback, Riding,
Camping, Fencing, and others .
4. Visual impaired Singing, Playing Instrument Dancing, Sungka, and others.
TEAM DEVELOPMENT
A team is a number of persons associated together in
work or activity. A team is formed in a coordinated ensemble
mark by devotion to team work rather than individual
achievement.
In their relationship in an organization, people have
different expectations to each other through this expectation
frictions may arise between people, oftentimes it is because
people have different expectations of others and of
themselves in a particular task.
The management of the organizations depends on
proper coordination. Proper coordination enables people to
reach their goals, transform their situations and take destiny
in their goals, transform their situation and take destiny in
their own hands.
STAGES OF TEAM
DEVELOPMENT
Because a work team is a common arrangement within today’s business
organizations, managers need to understand group behavior and team concepts.
Team building requires a manager to follow a systematic planning and
implementation process to assess whether his or her team can improve the
organization’s goal attainment; remove barriers to team building and build an
effective team through training, empowerment, and feedback. Manager must also
decide on team size and member roles to gain the maximum contribution from all
members.

Generally, when organizations from teams, these organizations have specific

projects or goals in mind. A team is simply a tool that accomplishes a project or goal.

But no matter what reason the teams are formed, they go through four stages,
according to a 1965 research paper by Bruce Tuckman of th e Naval Medical Research
Institute at Bethesda. The following sections describe Tuckman’s four stages.
Stage1: Forming
During the forming stage, team members not only get to know each other but also
familiarize themselves with their task and with other individuals interested in the
project, such as supervisors. At the end of the forming stage, team members should
know the following:

The project’s overall mission

The main phases of the mission
The resources at their disposal
A rough project schedule
Each member’s project responsibilities
A basic set of team rules

Keep in mind that no one person needs to be responsible for the team. Project
management duties can be shared, with different members taking responsibilities for
each stage of the project.
Stage2: Storming
Storming is characterized by competition and conflict within the team as
members learn to bend and mold their feelings, ideas, attitudes, and beliefs
to suit the team organization. Although, conflict may or may not surface as
group issues, they do exist. Questions about who is responsible for what, what
the rules are, what the reward system is, and what the evaluation criteria are
arise. The questions reflect conflicts over leadership, structure, power, and
authority. Because of the discomfort generated during the stage, some
members may remain completely silent, while others attempt to dominate.
Members have an increased desire for structural clarification and
commitment.

In order to progress to the next stage, team members must move from a
testing-and-proving mentality to a problem-solving mentality. Listening is
the most helpful action team members and the team leader can take to
resolve these issues.
Stage3: Norming
In Tuckman’s norming stage, team relation are characterized by cohesion. (Keep in mind that not al
teams reach this stage.) Team members actively acknowledge all member’s contributions, build
community, maintain team focus and mission, and work to solve team issues. Members are willing to
change their preconceived ideas or opinions on the basis of facts presented by other members, and
they actively ask questions of one another. Leadership is shared, and cliques dissolve. As members
begin to know and identify with one another, the trust that individuals place in their colleagues
fosters cohesion within the team.

During this stage of development, team members begin to experience a sense of group belonging and
a feeling of relief as a result of resolving interpersonal conflicts.

Stage 3 is characterized by the flow of data between team members: They share feelings and ideas,
solicit and give feedback to one another, and explore actions related to the task. Creativity is high. If
this stage of data flow and cohesion is attained by the group members, their interactions are
characterized by openness and sharing of information on both a personal and task level. They feel
good of being part of an effective group.

The major drawback of the norming stage is that members may begin to fear inevitable future
breakup of the group; they may resist change of any sort.
Stage4: Performing
Again, the performing stage is not reached by all teams. Those teams
that do reach this stage not only enjoy team members who work
independently but also support those who can come back together and
work independently to solve problems. A team is at its most productive
during this stage.

Team members are both highly task-oriented and highly people-

oriented during this stage. The team is unified: Team identity is
complete, team morale is high, and team loyalty Is intense. The task
function become genuine problem solving, leading to optimal solutions
and optimum team development. There is support experimentation in
solving problems, and an emphasis on achievement. The overall goal is
productivity through problem solving and work.
ADJOURNING
Teams assembled for specific project or for a finite length
of time go through fifth stage, called adjourning, when
the team breaks up. A planned conclusion usually
includes recognition for participation and achievement
and an opportunity for members to say personal
goodbye. Disbanding a team can create some
apprehension, and not all team members handle this
well. The termination of the team is a regressive
movement from giving up control to the team to giving
up conclusion in the team. The last stage focuses on
wrapping up activities rather than on task performance.
CHARACTERISTIC OF AN EFFECTIVE
TEAM
The team members share a sense of purpose or common
goal and each team member is willing to work towards
achieving goals. The team is aware of an interested on its
own process and examines norm operating within the
group. The team identify its own resources and uses
them. The team willingly accepts the influence and
leadership of the members whose resources are relevant
to the immediate task.

Kenne th Blanchard describes the characteristics of

effective teams using the mnemonic PERFORM.
 PURPOSE
Members can describe and are committed to a common purpose
Goals are clear, challenging and relevant to purpose
Strategies to achieving goals are clear
Individual goals are clear

 EMPOWERMENT
Members feel a personal and collective sense of power
Members have access to necessary skills and resources
Policies and practices support team objectives
Mutual respect and willingness to help each other is evident

 RELATIONSHIPS AND COMMUNICATION

Members express themselves openly and honestly
Warmth, understanding and acceptance is expressed
Members listen actively to each other
Differences of perspectives and opinions are respected
 FLEXIBILITY
Members perform different roles and functions as needed
Members have responsibility for team leadership and team development
Members are adaptable to changing demands
Carious ideas and approaches are explored

 OPTIMAL PRODUCTIVITY
Output is high
Quality is excellent
Decision-making is effective
Clear problem solving is apparent

 RECOGNITION AND APPRECIATION

Individual contributions are recognized and appreciated by leader and other
members
Team accomplishments are recognized by members
Group members feel respected
Team contributions are valued and recognized by the organization
 MORALE
Individuals feel good about their membership on the
team
Individuals are confident and motivated
Members have a sense of pride and satisfaction about
their work
There is a strong sense of cohesion and team spirit
CHARACTERISTICS OF EFFECTIVE
TEAM LEADERS
Effective team leaders communicate
Are open, honest and fair
Make decisions with input from others
Acts consistently
Gives the team members the information that they need to do
their jobs
Set goals and emphasize them
Keeps focus through follow up
Listen to feedback and ask question
Show loyalty to the organization, the team and team members
Create an atmosphere of growth
FACTORS CONTRIBUTING TO TEAM
DEVELOPMENT AND EFFECTIVENESS
The development of team is based on assumption that any team can work
more effectively. There are four factors that contribute to team development
and effectiveness.

Shared Goals and Objectives

The teams must state its goals and objectives. The goals must be expressed
in general and understanding of the role of the team in the total
organization.

Utilization of Objectives
The team must have and or use effectively all resources. This means
establishing an environment that allows individual resources to be used
maximizing the use of team members requires full participation and self
regulation.
Trust and Conflict Resolution
The ability to openly recognize conflict and seek to
resolve it through discussion is critical to the team’s
success.

Shared Leadership
Individual will not function as a team if they are
brought together to make a decision without critical
thinking and is decide d by one person only. The
development and cohesion of the team occurs only if
there is a feeling of shared leadership among all team
members.
BUILDING A BETTER TEAM
 Teamwork reflects camaraderie

A team will not work if members are self-centered and if they do not know each other. There will be no
fun, excitement and sharing.

 Teamwork reflects unit

Teamwork divide the efforts and multiplies the success. Each group has ample zest and inspiration to
become a dream team. It is the team that work towards the outcome of the project.
A team is a bundle of sticks hard to break, strong. The team members continue to listen to and clarify
what is said and show interest in what others say or feel. Differences in opinion are encouraged and freely
expressed observance of the freedom of movement and expression.
The team is ready to unravel conflict and focus on it until it is managed in a way that does not reduce
the effectiveness of those involved. The team exerts energy towards problem solving rather that allowing
it to be drained by interpersonal issues or competitive struggles.
Roles are balanced and shared to facilitate both the accomplishment of task and feelings of team
cohesion and morale. To encourage risk taking behavior and creativity, mistakes are treated as resources
of learning rather than reasons of punishment.
The team is responsive to the changing needs of its members and to the external environment to
which it is related. Team members are committed to its periodical evaluation of the team’s performance.
The team is attracted to its members, who identify with it and consider it as a source of both professional
and personal growth.
A DREAM TEAM LEADER
A dream team leader provides the support needed for success. The leader decides to be a facilitator
rather a director.

Have a wide visibility

Give praise and recognition
Criticize constructively and address problems
Develop plans
Share their mission goals
Display tolerance and flexibility
Demonstrate assertiveness
Exhibit willingness to change
Treat team members with respect
Make themselves available and accessible
Want to take charge
Accept ownership for team decisions
Set guidelines for the appropriate treatment of team members with one another
Represent the team and lead a good fight whenappropriate
DICTATORS
Hoard or monopolize decision
Make decision alone or restrict them to an elite group
View truth and wisdom as their domain since they are
leaders
Surprise their workers with edicts from above
Guard their own interest
Take things for themselves
FACILITATORS
Push decision down to the line
Involve others as much as possible, in key decisions
and give people space to make those decisions
View truth and wisdom as being accessible to everyone
throughout the organization
Let those responsible decide how the jobs will be done
Serve everyone’s interest by developing people
Give to the organization
CHARACTERISTICS OF EFFECTIVE
TEAM MEMBERS
Support the team leader
Help the team leader to succeed
Ensure that all view points will be explored
Express opinions both for and against
Compliment the team leader on team efforts
Provide open, honest, and accurate information
Support, protect and defend both the team and the team leader
Act in positive and constructive manner
Provide appropriate feedback
Understand personal and team roles
Accept ownership to the team decision
Recognize that they individually serve as a team leader
Participate voluntarily
Maintain confidentiality
View criticism as an opportunity to learn
Share ideas freely and enthusiastically
Criticize ideas not people
Attend meetings regularly and promptly
COMMON TEAM PROBLEMS
Backbiting and Complaining: members of the team often complain about and find
fault with one another.
Presence of Spy of the owner: members of the team suspects and distrust new
members.
Two Coalitions: the team has two factions, one of which has very little influence or
power
Personal Stress: it shows up in the team members as a evidence of “blowing up” and
physically symptoms
Combative Behavior: team members resort to yelling and to combative behavior in
the process of playing the devil’s advocate
Infinite details: team members scrutinize every detail and check on all aspects of
minor or major decisions
Amount of the time to make decisions: decisions on minor issues are brought to the
top of organizations, requiring too much time
Shifting and changing decisions: decisions are often changed shortly after being
changed
SEVEN TEAM WELL-BEING SECRETS
1. PURPOSE
Is the team committed to the same purpose?
A healthy team has a well articulated corporate and team purpose.
The team members have a common understanding of the purpose.

2. ROLE
How will we contribute to fulfill our purpose?
In a healthy team the members continually ask themselves weather the team is enacting
the specific role needed to achieve its purpose.

3. STRATEGY
What will we do to achieve our purpose?
In a healthy team the members understand the team strategy and use it as a guide daily
activities.
The members ask what new things they should and should not do to achieve the team’s
purpose.
4. PROCESS
How will we work together?
In a healthy team the members are aware of the processes of system of operation are used to
produce result.
Take conscious effort to frequently improve and update the process.

5. PEOPLE
How will we care for one another?
A healthy team has members who have the required expertise and knowledge to implement
the team’s strategy and achieve its purpose.
Each team members must understand individual contribution to the team and the team
members.

6. FEEDBACK
How will we obtain and use information about our performance?
A healthy team solicits feedback on its behavior and performance from key stakeholders.

7. INTERFACE
How will you manage the teams’ relationship?
A healthy team intentionally manage its critical relationship with external people or
environment in order to build needed relationship and enhance existing ones.