Teams

Team Leadership

Team Dynamics

● “There is no I in TEAM.” ➢ But there is an M and an E ➢ Team Leadership: getting ME to WE ● But first...

Talent vs. Teams

● 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

● 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

● “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 • Widely attributed to Meade, no one knows for sure.

Tuckman's Stages model

start end

Adjourning Forming Performing Storming Norming

(Tuckman, 1965 and Jensen & Tuckman, 1977)

Tuckman's Stages model

Forming

● 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

● Roles are assigned initially by task ● Behaviour is individually centered ● Members internally focused on negotiating boundaries of ➢ Interpersonal behaviour ➢ Task activity ● Join? Commit to group and/or task?

Tuckman's Stages model

Governing values

Forming

● 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

● 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

● 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

● Standards of behaviour and task accomplishment emerge ● Opinions respected. Differences valued.

● Transition from internal to group needs ● From competition to cooperation.

● Leader serves more as facilitator than director. Decision making devolves.

Tuckman's Stages model

Norming

● Establish team rules for ➢ Working together ➢ Sharing information ➢ Resolving conflict ➢ Processes used to get the job done ● Members develop self-direction

Tuckman's Stages model

Performing

● Team members know, trust and rely on each other; share goals.

● Interpersonal structure supports task performance ● Roles are flexible and functional ● Expected & accepted high standards ● Member differences are utilized

Tuckman's Stages model

Performing

● Problem resolution about tasks and goals not interpersonal relationships ● Team leader has new role working ➢ Within the group accomplishing tasks instead of resolving interpersonal issues ➢ To solve problems external to the group

Tuckman's Stages model

Adjourning

● 5th stage added in 1977.

● Member(s) leave group.

● Concern for personal well-being of team and members, not tasks or goals.

● Usually leader driven to make time for ➢ Lessons learned ➢ Celebrate success

Group exercise

● Cross the pond ➢ Debrief ● Build a structure ➢ debrief

High Performing Teams

● 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

● 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 ● High performing members supported.

● Low performing members relocated.

High Performing Teams

● ➢ Members have Talents needed by the team ➢ Desire to contribute ➢ Ability to be collaborative ● ➢ Each member has balanced skills...

technical ➢ problem-solving ➢ decision-making ➢ interpersonal

High Performing Teams

Incentives, motivation, and efficacy ● Extrinsic rewards ➢ Money (they can't pay you enough to like it) ➢ Public recognition (e.g. awards) ● Intrinsic rewards ➢ Tasks enjoyable in and of themselves ➢ “Work is its own reward.” ➢ Sense of accomplishment, self-efficacy.

High Performing Teams

High performing teams experience conflict ➢ Higher task conflict at project mid-point ➢ Higher relationship conflict close to deadlines ● Successfully form, storm, and norm

High Performing Leaders

● 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

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

● increased organizational performance ● increase in team member satisfaction ● members become more valuable ● 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

● 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

● 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.