Teams
Team Leadership
Team Dynamics
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“There is no I in TEAM.”
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But there is an M and an E
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Team Leadership: getting ME to WE
But first...
Talent vs. Teams
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On the one hand, we possess the technical
competence, physical resources, and
intellectual capacity to satisfy all the basic
needs of Mankind.
On the other hand, we seem to lack the
essential ability to work together
effectively to solve critical problems.
Larson and LaFasto (1989)
Six Phases of a Project
1. Enthusiasm
2. Disillusionment
3. Panic
4. Search for the Guilty
5. Punishment of the Innocent
6. Praise and Honours
for the Non-Participants
Teamwork
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Teamwork is a lot of people doing what I
say.
Without teamwork, there is no one else to
blame.
Teamwork: united in a common goal to
keep my job.
Teamwork
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“Never doubt that a small group of
thoughtful, committed people can change
the world. Indeed, it is the only thing that
ever has.”
- Margaret Meade, Anthropologist
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Widely attributed to Meade, no one knows for sure.
Tuckman's Stages model
end
start
Adjourning
Forming
Performing
Storming
Norming
(Tuckman, 1965 and Jensen & Tuckman, 1977)
Tuckman's Stages model
Forming
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Groups assembled by availability,
expertise, cost. Rarely by social needs.
Individuals are trying to get to know each
other and the organization.
What are the dependencies...
Between people? Between tasks?
Leaders provide direction and outline
expectations.
Tuckman's Stages model
Forming
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Roles are assigned initially by task
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Behaviour is individually centered
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Members internally focused on
negotiating boundaries of
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Interpersonal behaviour
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Task activity
Join? Commit to group and/or task?
Tuckman's Stages model
Forming
Governing values
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Win: give & get social acceptance
Maintain Control: busy with structure,
organization, who does what and when
Avoid Embarrassment: avoid controversy
or conflict
Rational: Serious issues and feelings are
not discussed
Tuckman's Stages model
Storming
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Comfortable enough to confront each
other's ideas and perspectives
What are the real tasks that need doing?
How to function independently and
together?
What leadership model to accept?
Tuckman's Stages model
Storming
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Competition for status and acceptance of
ideas
Emphasis on autonomy and individual
rights
Currency of negotiation/power: tasks
Leader coaches members on how to
manage conflict and focus on goals
Active Listening
Tuckman's Stages model
Norming
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Standards of behaviour and task
accomplishment emerge
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Opinions respected. Differences valued.
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Transition from internal to group needs
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From competition to cooperation.
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Leader serves more as facilitator than
director. Decision making devolves.
Tuckman's Stages model
Norming
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Establish team rules for
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Working together
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Sharing information
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Resolving conflict
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Processes used to get the job done
Members develop self-direction
Tuckman's Stages model
Performing
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Team members know, trust and rely on
each other; share goals.
Interpersonal structure supports task
performance
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Roles are flexible and functional
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Expected & accepted high standards
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Member differences are utilized
Tuckman's Stages model
Performing
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Problem resolution about tasks and goals
not interpersonal relationships
Team leader has new role working
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Within the group accomplishing tasks
instead of resolving interpersonal issues
To solve problems external to the group
Tuckman's Stages model
Adjourning
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5th stage added in 1977.
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Member(s) leave group.
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Concern for personal well-being of team
and members, not tasks or goals.
Usually leader driven to make time for
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Lessons learned
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Celebrate success
Group exercise
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Cross the pond
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Debrief
Build a structure
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debrief
High Performing Teams
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Recognized by others as a “group”
Perform tasks affecting others outside the
group
Have common goals and share a purpose
Which are tied to each individual’s roles
and responsibilities
Committed to the work and to each other
High Performing Teams
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Goals are challenging for both team and
individual members
Challenges facilitate inter-dependent
behavior: “None of Us is as Good as All of
Us”. – Ray Kroc, founder of McDonald's
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High performing members supported.
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Low performing members relocated.
High Performing Teams
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Members have
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Talents needed by the team
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Desire to contribute
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Ability to be collaborative
Each member has balanced skills...
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technical
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problem-solving
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decision-making
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interpersonal
High Performing Teams
Incentives, motivation, and efficacy
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Extrinsic rewards
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Money (they can't pay you enough to like it)
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Public recognition (e.g. awards)
Intrinsic rewards
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Tasks enjoyable in and of themselves
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“Work is its own reward.”
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Sense of accomplishment, self-efficacy.
High Performing Teams
High performing teams experience conflict
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Higher task conflict at project mid-point
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Higher relationship conflict close to deadlines
Successfully form, storm, and norm
High Performing Leaders
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believe in their purpose and their people
manage the principles, and the
principles manage the team
focus on purpose, goals, relationships
committed to results that benefit the
organization as well as each individual
8 Habits Of Highly Effective Google
Managers
High Performing Leaders
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Coach more than than direct
Openly communicate: have no secrets
Generate high team expectations
Allow team members to set their own
goals and control their work
Stay out of the way of team members
problems
Display trust in members' abilities
Hold teams responsible
Teamwork benefits
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increased organizational performance
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increase in team member satisfaction
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members become more valuable
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availability of new ideas, talent, and
viewpoints.
group decision making promotes more
understanding, acceptance, and a clearer
perspective of why something is taking
place
References
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Tuckman, Bruce W. (1965) 'Developmental
sequence in small groups', Psychological
Bulletin, 63(6), 384-399.
Tuckman, Bruce W., & Jensen, Mary Ann C. (1977).
'Stages of small group development revisited', Group
and Organizational Studies, 2, 419- 427.
References
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Bonebright, Denise A. (2010) '40 years of storming: a
historical review of Tuckman's model of small group
development.', Human Resource Development
International. Feb.2010, Vol. 13 Issue 1, 111-120.
Bruce Jackson and Susan R. Madsen (2005) "Common
Factors of High Performance Teams" Journal of
Contemporary Issues in Business and Government 11.2
(2005): 35-49.