Project Management
John Potter
Plymouth Business School
University of Plymouth
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It’s all about performance
Urgency and skill
The kick-off and basic rules of engagement
Quick wins and continually challenge
Time and positive feedback.
The effective team
• Goals, direction and leadership
•Roles, responsibilities and skills
•Climate and interpersonal skills
•Methods and operating procedures
•All integrated through effective communication
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Common commitment and purpose
Performance goals
Complementary skills
Mutual accountability
Teams that:
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Recommend
Make or do things
Run things.
The Discipline of Teams Jon R Katzenback and Douglas K Smith Harvard Business Review
July 2005 (revisited from 1993)
The Wisdom of Teams Jon R Katzenback and Douglas K Smith Harvard Business School
Press 1993
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The plant
The Resource Investigator
The co-0rdinator
The Shaper
The Monitor Evaluator
The Teamworker
The Implementor
The Completer
The Specialist
Team Roles at Work Meredith Belbin Butterworth
Heinemann 1993
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Balanced roles
Clear objectives and agreed goals
Openness and confrontation issues
Support and Trust
Co-operation and conflict issues
Sound procedures
Appropriate leadership
Regular review
Individual development
Sound inter-group relations
Good communications
Team Roles at Work Meredith Belbin Butterworth
Heinemann 1993
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Forming
Storming
Norming
Performing
And
• Reforming
◦ Adjourning
◦ Mourning
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Establish a sense of urgency, demanding performance
standards and direction
Select members for skill and skill potential, not
personality
Pay particular attention to the initial meetings – first
impressions count a great deal in terms of future success
Set clear rules of behaviour
Work towards some quick wins and indicators of success
Challenge the group regularly with new information and
facts
Spend lots of time together
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A demanding performance challenge tends to create
a team
The disciplined application of “team basics” is often
overlooked.
Team performance opportunities exist in all parts of
the organization
Teams at the top are the most difficult
Most organizations intrinsically prefer individual
accountability over group accountability
The Discipline of Teams Jon R Katzenback and Douglas K Smith Harvard Business
Review July 2005 (revisited from 1993)
The Wisdom of Teams Jon R Katzenback and Douglas K Smith Harvard Business
School Press 1993
•Organizations with strong performance standards seem to
spawn more “real teams” than organizations that promote teams
per se
•High performance teams are extremely rare
•Hierarchy and teams go together almost as well as teams and
performance
• Effective teams naturally integrate performance and learning
•Teams are the primary unit of performance for increasing
numbers of organizations The Discipline of Teams Jon R Katzenback and Douglas K Smith
Harvard Business
Review July 2005 (revisited from 1993)
The Wisdom of Teams Jon R Katzenback and Douglas K Smith Harvard Business
School Press 1993
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Individual members whose loyalty rests elsewhere.
Where goals are not clarified or understood.
Where the aims of the team are seen to be in conflict
with other teams to which the members belong.
Members treat each other with suspicion and distrust.
Ideas and contributions are devalued and “rubbished”
by other members.
Members are allowed to switch off and opt out.
Cliques form for their own protection.
Inattention
Status and Ego
To Results
Avoidance of
Accountability
Lack of Commitment
Fear of conflict
Absence of Trust
Low Standards
Ambiguity
Artificial Harmony
Invulnerability
The Five Dysfunctions of a Team Patrick Lencioni Jossey-Bass
2002
Overcoming the Five Dysfunctions of a Team Patrick Lencioni
Jossey-Bass 2005
References
Belbin, M. (1981) Management Teams why they Succeed or Fail. ButterworthHeinemann: Oxford
Belbin, M. (1993) Team Roles at Work. Butterworth-Heinemann: Oxford
Lencioni, P (2002) The Five Dysfunctions of a Team. Jossey-Bass: San Francisco.
Lencioni, P (2005) Overcoming the Five Dysfunctions of a Team. Jossey-Bass: San
Francisco.
Katzenback, J.R, & Smith, D.K (2005) The Discipline of Teams. Harvard Business
Review.
Katzenback, J.R, & Smith, D.K (1993) The Wisdom of Teams . Harvard Business
School Press: Boston.
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Author
John Potter
Institute
University of Plymouth
Title
handing over the project, close down and knowledge capture
Date Created
10/06/2011
Educational Level
Level 5
Learning from WOeRK Work Based Learning WBL Continuous
Professional Development CPD leadership and management UKOER
LFWOER
Keywords
Text for audio
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