Team-Building & Norms
HRT 382
Thanks to:
Ken Blanchard, Patricia Zigarmi, & Drea
Zigarmi, authors of Leadership and the One
Minute Manager
Ken Blanchard, Donald Carew, and Eunice
Parisi-Carew, authors of The One Minute
Manager Builds High Performing Teams
R. B. Lacoursiere, author of The Life Cycle of
Groups: Group Developmental Stage Theory
Thanks to:
Stephen P. Robbins, author of Organizational
Behavior: Concepts, Controversies, and
Applications
Tools for Teams: Building Effective Teams in the
Workplace, edited by Craig Swenson
Robert H. Woods and Judy Z. King, authors
of Quality Leadership and Management in the
Hospitality Industry
Individual Development
Competence
Knowledge
 Skill

Commitment
Confidence
 Motivation

Individual Development Stages
D4
D3
High
D2
D1
Commitment
Competence
Low
From "Leadership and The One Minute Manager"
Coaching Choices
Directive Behavior
Supportive Behavior
Coaching Stages
Directing
Structure, organize, teach & supervise
Coaching
Direct and support
Supporting
Praise, listen & facilitate
Delegating
Turn over responsibility for decision-making
Situational Leadership II
The Four Leadership Styles
(High)
S3

Supporting Coaching
SupportiveBehavior

(Low)
S2
S4
Delegating

Directive
S1
Directing
Behavior
 (High)
High
Moderate
Low
D4
D3
D2
D1
Developed
Developing
Development Level of Followers
From "Leadership and The One Minute Manager"
Group Development
Orientation

Called “Forming” in Tuckman’s model
(from Robbins)


Uncertainty about purpose, structure & leadership
Members are “testing the waters”
Dissatisfaction



Called “Storming” in Tuckman’s model
Characterized by intragroup conflict
Members accept the existence of the team, but
individuals resist the constraints on their
individualism
Group Development
Resolution



Called “Norming” in Tuckman’s model
Characterized by cohesiveness, identity, structure,
and a set of expectations
Members develop closer relationships
Productivity



Called “Performing” in Tuckman’s model
Structure of the team is fully functioning
Members’ energy has moved from getting to know
phases to getting the work done
Group Development
Tuckman & Jensen’s model includes a
final phase called “Adjourning”
This would be characterized by a
temporary committee completing a task
or achieving results based upon a goal
Your team may go through these five
stages twice…
Group Developmental Stages
GDS4
Production
GDS3
Resolution
GDS2
Dissatisfaction
GDS1
Orientation
High
Morale (Commitment)
Productivity (Competence)
Low
From "One Minute Manager Builds High Performing Teams"
Adapted from "The Life Cycle of Groups: Group Development Stage Theory"
Situational Leadership II
The Four Leadership Styles
(High)
S3

S2
SupportiveBehavior
Supporting Coaching

S4
Delegating
(Low)

Directive
S1
Directing
Behavior
 (High)
High
Moderate
Low
G4
G3
G2
G1
Developed
Developing
Development Level of the Group
From "One Minute Manager Builds High Performing Teams"
Group Orientation
Instructors will form the initial teams
The Management Plan and HRT 383
will help you frame your purpose
Instructors will offer insight into
structure, but what your team does and
how it gets accomplished is your
business
Group Dissatisfaction
What might you expect?
The Team
Your management position
Your week of management
Formal vs. Informal Leadership
Group Resolution
Behavioral Norms
State Actions
 State Behaviors
 Focus on the POSITIVE

Team “Code of Conduct”
Decision-Making Model
Mind-Set
 What
norms of behavior have worked
for you in previous groups or teams?
 What
challenges did you face?
Decision-Making Model
Problem definition
 Each
team needs a set of working
norms
 These
are “living, breathing” norms
Decision-Making Model
Solution Criteria
– Everyone participates in
development
 Must – State in behavioral terms
 Must – Every team will have and use
 Should – Solidify agreement with
consensus
 Nice, too – All “Thumbs Up”
 Must
Decision-Making Model
Possible Solutions
 Each
person make a list of his pr
her “top three”
 Compare and combine lists
 Discuss and adjust
Solution Choice
Implementation
Example Norms
We will refrain from sidebars, plops, and any
activities that detract from the group process.
Notice the jargon?
We will maintain and share a positive attitude.
We are willing and eager to help one other.
We believe in being respectful of each other
at all times.
Example Norms
We will maintain communication with each
other, whether day or night.
We will be open, honest and professional in
our communication at all times.
We will openly share our thoughts and ideas
with the team
We will be courteous and truly listen when
others are sharing their thoughts and ideas.
Example Norms
We will not bring our personal conflicts to the
group.
We will follow through on our individual and
our team responsibilities.
We will be responsible to each other, in part
by doing what is needed for others and for
accomplishing what is agreed upon.
Example Norms
We will respect diversity and welcome
discussion from all members of the group.
We will share their expertise and workload
with one another.
We will be punctual, prepared, positive, and
actively participate in all meetings.
Consensus will be reached after thoughtful,
inclusive input.
Example Norms
And, of course…
We will have fun and enjoy the process!
Group Production
Getting the Management Plan done
Why not just jump right in?
Creating a guiding purpose
Team Philosophy
 Team Mission

Group Adjournment
Temporary break
What will happen next quarter?
Forming
 Storming
 Norming
 Performing
 Adjourning

What’s Next?
Forming
Storming
Norming
Performing