SUMMARY OF CHAPTER 6: RECREATION AND TEAM BUILDING

Recreation is an integral part of Civic Welfare Training Service and the Literacy Training Program of the
National Service Training Program. Through the active participation of students, and the goal of “learning
by doing” may be achieved.
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.
- Leisure is regarded as discretionary time, as distinguished from spent working
or sustaining existence.
2. Leisure as state of mind - this approach to defining leisure that leisure is a style of behavior or an
attitude. An individual state of mind of condition of existence is the focus of this orientation; this
definition is or condition useful since the leisure is often individually defined.
3. Leisure is an activity – this approach is defining leisure can be identified by viewing the non-work
activities that one of the participants 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 – suggests that all one’s life experiences have the potential for leisure;
the supposition that work and leisure values can be fused, and satisfying life experiences may be
derived from either.

BASIC CONCEPTS OF PLAY AND RECREATION

PLAY (Authors and Description)

Slavon – the child, in fantasy, comes to know reality.

Hulzinga – voluntary activity or occupation executed within certain fixed limits of time and place, according
to rules freely accepted but absolutely binding and having an aim in itself; thus, play is accompanied by a
feeling of tension, joy, and consciousness different from ordinary life.
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 outer rest, peace with the world.
Plato – that which neither utility nor truth nor likeness, not yet, in its effects. Its harmful, can best be judged
by the criterion of charm that is in it and pleasure it affords.

RECREATION (Authors and Description)

Carlson, et al., - any enjoyable activity in which participants voluntarily engaged and from which they receive
immediate satisfaction.
Vannier – performed for its own sake during free time which offers man joy and satisfaction and an outlet
for the physical, mental and creative powers.
Bromney – a matter of motions but rather of emotion. It is a personal response, a psychological reaction,
an attitude, as way of life.
Fitzgerald – the natural expression during leisure of human interest seeking satisfaction.
Butler – any activity which is not consciously performed for reward beyond itself. Offers man an outlet for
this physical, mental, creative power because of inner desire and not because of outer compulsion.
 VALUES OF RECREATION
 Psychological Aspects – recreation has been recognized as an important tool in the prevention of
mental illness and in the rehabilitation of mentally ill patients.
 Physical Aspects – recreation in the form of sports, games and moderately strenuous outdoor
pastimes can make an important contribution to the physical well-being.
 Social Aspects – recreation can provide the opportunity for group experiences that meet
fundamental human needs.
 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.
 Values to Society – community attractiveness.

RECREATION OF SPECIAL CASES THERAPEUTIC RECREATION SERVICES

1. Single – L.eg Amputees archery, dancing, bowling, golf, swimming,
diving, camping,baseball, 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, sungca
and others.
TEAM DEVELOPMENT
A team is a number of persons associated together in work or activity; formed in a coordinated
ensemble mark by devotion to team work rather than individual achievement.
The Management of the organization depends on proper coordination. Proper coordination
enables people to reach their goals, transform their situation and take destiny in their own hands.
STAGES OF TEAM DEVELOPMENT
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.
A team is simply a tool that accomplishes a project or goal.
They go through four stages, according to a 1965 research paper by Bruce Tuckman of the Naval Medical
Research Institute at Bethesda. The following sections describe Tuckman’s four stages:
Stage 1: 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 this 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
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.
Stage 2: 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.
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.

Stage 3: NORMING – team relations are characterized by cohesion; not all teams reach this stage; this
stage 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.
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. The major drawback of the
norming stage is that members may begin to fear the inevitable future breakup of the group; they may
resist change of any sort.

Stage 4: PERFORMING – this 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 interdependently to solve problems. 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 a fifth stage,
called adjourning, when the team breaks up. This last stage focuses on wrapping up activities rather than
on task performance.
CHARACTERISTICS 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.
Kenneth 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 for achieving goals are clear
 Individual roles 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 opinion and perspective are valued
 FLEXIBILITY
 Members perform different roles and functions as needed
 Members have responsibility for team leadership and team development
 Members are adaptable to changing demands
 Various ideas and approaches are explored.
  OPTIMAL PRODUCTIVITY
 Output is high
 Quality is excellent
 Decision-making is effective
 Clear problem solving process 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
 makes decision with inputs from others
 acts consistently
 give the team members the information that they need to do their jobs
 set goals and emphasize them
 keep focus through follow up
 listen to feedback and ask question
 show loyalty to the organization, the team and the team members
 create an atmosphere of growth
FACTORS CONTRIBUTING TO TEAM DEVELOPMENT AND EFFECTIVENESS
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 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 though discussion is critical to the teams’ success.
 Shared Leadership - individual will not function as a team if they are brought together to
make a decision without using critical thinking and is decided by one person only. The
development and cohesion of a 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 not know each other. There will be no fun, excitement and sharing.
 Teamwork reflects unity - teamwork divides the effort and multiplies the success. It is the
team that works towards the outcome of the project. Differences in opinion are
encouraged and freely expressed observance of the freedom of movement and
expression.
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 when appropriate
DICTATORS
 hoard or monopolized decision
 make decision alone or restrict them to an elite group
 view truth and wisdom as their domains 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
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 evidence of ‘blowing up’ and physical
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 time to make decisions: decisions on minor issues are brought to the top of
organization, requiring too much time.
 Shifting and Changing Decisions: decisions are often changed shortly after being made.
CHARACTERISTICS OF EFFECTIVE TEAM MEMBER
Support the team leader Accept ownership to the team decision
Help the team leader to succeed Recognize that they individually serve as a team leader
Ensure that all view points are explored Balance appropriate levels of participation
Express opinions both for and against Participate voluntarily
Compliment the team leader on team efforts Maintain confidentiality
Provide open, honest and accurate information View criticism as an opportunity to learn
Act in positive and constructive manner Share ideas freely and enthusiastically
Provide appropriate feedback Criticize ideas not people
Understand personal and team roles Attend meetings regularly and promptly
Support, protect and defend both the team and the team leader

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 whether 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 teams
purpose.
4. Process
 How will we work together?
 In 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 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 member 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 we manage the teams’ relationship?
 A healthy team intentionally manages its critical relationship with external people or
environment in order to build needed relationship and enhance existing ones.
 SUMMARY
OF CHAPTER
6

Recreation and
Team Building
 Submitted By: Jiezl A. Afinidad – BSN 1 – 11D
Submitted To: Maria Gay Medrocillo-Alcoberes, RN