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團隊領導者的角色與功能 團隊領導者是指由群體發展出來的領袖人物 可能是擁有正式職權的正式領袖，也可能是沒有正式職權的非正式領袖，但具有影響力。 團隊領導者對內擔任推動、發起以及引導之功能 對外則擔任團隊對外的溝通橋樑。 -Scott Mitchell(1972) 團隊領導者的角色與功能 團隊領導者的所扮演的角色與傳統的管理者並不相同，團隊領導者轉變成為扮演合作、推動、協調、溝通與傾聽的角色。 必須具備完成工作任務所需的專業技術與能力，但不需要成為專業技能的專家，因為，領導者可以透過團隊成員的協助來達成團隊任務。 團隊領導者在人際溝通與工作指導上的才能 -Thomas Kenneth(1996) 情景領導 Situational Leadership 「沒有最好領導型態， 只有最適當的領導型態」 -Dr Ken Blanchard 團隊發展及挑戰 團隊發展及挑戰 討論及分享 (三) 『你所屬的團隊，是否面對著某些挑戰？』 團隊變革 促使團隊改變的因素 : 人事 目標 資源 願景 內部變化 顧客 競爭 資訊 法規 外在環境變化 文化 流程 組織 政策 目標 團隊變革步驟 現狀解凍 變革 至期望狀態 再凍結至期望的狀態 團隊文化解凍的方法 績效 遏制力 期望狀態 現狀 推動力 時間 學習型組織 能夠持續成長的團隊 互相關心 彼此溝通 終身學習 創造共有： 目標共有 問題共有 資訊共有 成果共有 一般團隊學習的模式 Q A Thank You In the Apollo Syndrome, progress gets blocked due to continual disagreement and finding fault with others ideas. This page describes The Apollo Syndrome, a phenomenon discovered by Dr Meredith Belbin where teams of highly capable individuals can, collectively, perform badly. Dr Meredith Belbin is one of the original gurus of Team Building. In his first book on Management Teams (Belbin, 1981) he reported some unexpectedly poor results with teams formed of people who had sharp, analytical minds and high mental ability - he called this the Apollo Syndrome. His criteria for selecting these teams have elements in common with criteria for selecting IT, academic or scientific staff - using ability and aptitude tests to select those with high analytical skills. The initial perception of Belbins Apollo teams was that they were bound to win in the team competitions. However, the results were quite the reverse, and the Apollo teams often finished near the bottom of eight teams. This failure seemed to be due to certain flaws in the way the team operated: They spent excessive time in abortive or destructive debate, trying to persuade other team members to adopt their own view, and demonstrating a flair for spotting weaknesses in others arguments. They h