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The Institutional Review Board of Western Kentucky University
approved this research project # 12-152.
THE IMPACT OF ARRANGED SEATING AND TEAM BUILDING ACTIVITIES ON DEVELOPING A UNIFIED TEAM
Bethany R. VandermolenWestern Kentucky University
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Introduction
According to Schwartz (2011), the psychological well-being of employees positively influences
job performance.
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An individual’s affect and their job performance includes:
•social relationships
•situational sources
•and dispositional sources within the workplace
(Heaphy & Dutton, 2008; Schwartz, 2011)
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This review summarizes:
•Some potential barriers
•How to overcome barriers
•Ways to improve staff morale & teamwork
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When turn over occurs with
personnel, new staff members need
opportunities to speak and be heard
without being ridiculed for efforts or
being brushed aside (Meintel, 2005).
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What can happen when…Baby Boomer
Generation X
Generation Y (or millennials)
combine within the workforce?
http://youtu.be/IEQ1bEaxJe0
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Potential problems
Gaps in ages can often be a cause for
communication problems and staff are
not always aware of how to
communicate. Staff may need to learn
how to communicate with each other.
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Potential problems
Hartman and McCambridge (2011)
described millennials as needing to feel
engaged, participating in the learning
process, enjoying the process, and
being social learners who tend to work
best in team environments.
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What are some ways to learn to work together?
Day-to-day strategies
• Improve morale
• Change the perspective of the people
• Practice some positive workplace practices
• Managers to show compassion & empathy
• Set positive tone for the beginning of the day
Life balance is critical for teams, for them to have fun together both inside and outside of the work place (Jefferson, 2010).
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What are some ways to learn to work together?
Team building activities
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Team BuildingKeys to successful team building activities:
• every individual’s contribution
• activities planned and selected with care
• activities be serious business
• activities to involve a set of strategies firmly rooted in workplace dynamics
(Laff, 2006; Sturdivant, 2008; Miller, 2007)
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The first step includes….figuring out the goal(s) you are trying to achieve from the use of team building activities.
Activities may include:
• how to communicate better
• manage conflict
• understand skills and talents that everyone brings to the table
(Woodward, 2006)
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Two key factors for effective team building activities
the discussion and analysis
seeing teamwork becoming integrated into day-to-day work
(Laff, 2006; Woodward, 2006)
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Planning for team building activities
should also require thought about seating
arrangements such as circular or rectangular arrangements, where all participants can see each other work best
(Brotherton, 2010)
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Current study
Evaluated the impact of the
implementation of a team building activity
and arranged seating on personnel
teamwork and morale within LifeSkills
Incorporation, the Developmental Services
Department/First Steps staff.
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Who & What First Steps is a state-wide program.
The local district is called Barren River with the Point of Entry office housed within LifeSkills Incorporation’s Developmental Services Department (Bowling Green, KY).
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History of the personnel2007 – 5 personnel•4 full time employees, 1 part time
2012 – 11 personnel•10 full time, 1 part-time
Out of the 11, seven personnel have been employed for over a year. Four personnel have been employed under a year.
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Triangulation of Data
Data was collected:
•To gauge current level of staff morale
•To gauge current level of group teamwork
To determine how effective the addition of team building activities….. and to determine if arrangement of seating arrangement
affected staff morale and teamwork.
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Data type one
One-on-one interviews •between each professional and the principal investigator
•used five open ended questions
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Data type two
During the implementation, a reflective journal was kept.
•by the principal investigator
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Data type three
Upon completion of the implemented activities a survey was completed.
•had eight initial questions based on a Likert scale
•two conclusion questions
•completed by participating professionals
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The Implementation
Over three weeks, the weekly staff meeting:
•included one team building activity
•had arranged seating
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Common thoughts about staff morale:
Average
(5)
Decent, could be better
Too much negativity
Middle of the road
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Positive statements from the interviews:
“no drama, we all get along”
“staff dedication”
the staff help one another, “cover
meetings for one another”, etc.
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Recommendations made:
Negativity was listed as a reason for lower staff
morale
“be more positive”“accept you cannot change
the way others feel, that negativity will always
happen, do not let it affect you, and just go on.”
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Reflective JournalThere were incidents during the weeks when a professional arrived to the meeting late and/or had to leave early.
• Other than people entering and exiting during meetings no disruptions was noted during staff meetings.
Use of cell phones was observed during meetings.
• No specific disruptions were observed by the use of them.
• A variety of all the professionals was recorded regarding questions being asked and/or being active in discussions.
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Survey Results
Pay sufficent attention Self Distracted Distracted by others Seating impacts0
1
2
3
4
5
6
Strongly DisagreePost-SDDisagreePost-DisagreeAgreePost-AgreeStrongly AgreePost-SA
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Survey final questions
Team building activities:
Continue monthly
Continue weekly
Do not continue, they
do not help
(six out of eight)
(one)
(one)
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Survey last two questions
Seven professionals stated:
neither large group or small group
team building activities to be
large group activities vs. in small groups
One professional stated:
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Research Limitations•use of a small number of professionals
•professionals not being truly open or honest in their answers within the interviews or the surveys
•this research may not be able to be applied to different fields or workplaces.
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Impacts
•Decision for continuing team building activities on a monthly basis.
•The effect of the arranged seating was extremely hard to determine and was found to have little to no influence with the group.
•The reflective journals also gave no indication that the different seating arrangements resulted in the professionals engaging more or less as their engagement.
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Impacts
The team was be able to identify common concerns and strengthens.
•It also impacted planning for the future to include continued team building activities.
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References Brotherton, P. (2010, November). Seating arrangements can affect group morale. T+D, 64(11),
24.
Department for Public Health. (2012). 902 KAR 30:150. Personnel qualifications. Retrieved from http://www.lrc.ky.gov/kar/902/030/150.htm.
Hartman, J. L., & McCambridge, J. (2011). Optimizing Millennials’ communication styles. Business Communication Quarterly, 74(1), 22-44.
Heaphy, E. D., & Dutton, J. E. (2008). Positive social interactions and the human body at work: Linking organizations and physiology. Academy of Management Review, 33(1), 137-162.
Hrmixbag (2010). Retrieved from http://www.youtube.com/watch?v=IEQ1bEaxJe0&feature=youtu.be
Jamail, N. (2011). How to improve your team’s morale. Supervision, 72(9), 13-14.
Jefferson, A. I. (2010, November). Let’s go team. Black Enterprise, 41(4), 48.
Laff, M. (2006, August). Effective team building: more than just fun at work. T+D, 60(8), 24.
Meintel, J. (2005, July/August). Building a team. Mobility Forum: The Journal of the Air Mobility Command’s Magazine, 14(4), 32-34.
Michelini, R. L., Passalacqua, R., & Cusimano, J. (2001). Effects of seating arrangement on group participation. The Journal of Social Psychology, 1976 (99), 179-186.
Miller, B. C. (2007). Quick activities to improve your team: How to run a successful team-building activity. Journal for Quality & Participation, 30(3), 28-32.
Moore, P. (2007, April). Team talk. NZ Marketing Magazine, 26(3), 38-40.
Priebe, S., Fakhoury, W. H., Hoffman, K., & Powell, R. A. (2005). Morale and job perception of community mental health professionals in Berlin and London. Social Psychiatry & Psychiatric Epidemiology, 40(3), 223-232.
Ryan, K. (2012, January/February). Gilt Groupe’s CEO on building a team of a players. Harvard Business Review, 90(1/2), 43-46.
Schwartz, A. (2011). Foster care workers’ emotional responses to their work. Journal of Sociology & Social Welfare, 28(3), 31-51.
Sturdivant, J. (2008, April/May). Make the team. Wearables Business, 12(4), 25.
Woodward, N. (2006, September). Make the most of team building. Hrmagazine, 52(9), 72.
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