Transcript Document

Team Dynamics
M Melanie Lewis MCED June 2012
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Team Stages, Dynamics & Theories
• ATP: pg. 30
– Term 4
– Duration: 1 week – team dynamics
1 week – conflict management
• What must be done:
– Stages of team development /building a team
– Description of team dynamic theories
– Use the theories to analyse specific business –
based case studies
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Different stages of team development
• Forming (getting to know each other)
– The team members do not have clarity on the
purpose, objectives and aim of the team
– Need clarity about the roles they need to play
– Not willing to cause conflict
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Different stages of team development
• Storming (true character shows)
– Team members fight for the role they want to play
– Clarity of purpose is given
– Different ideas of team members begin to show
– May be power struggles for leadership position
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Different stages of team development
• Norming (settling and reconciliation)
– Members form agreement and consensus
– Roles and responsibilities are clear
– Team makes big decisions
– Processes, working style and respect develop
– Conflict may occur despite commitment and unity
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Different stages of team development
• Performing ( working as a team towards goal)
– Members start helping each other
– Conflict disappears
– Problems solved
– Goals achieved
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How can this be tested?
• Test/Exam
– Section A type question – Multiple Choice
• The stage in team development where teams work together effectively as a
unit is called:
a)
forming
b)
storming
c)
norming
d)
Performing
(2)
• The stage in team building when members resist working together:
a)
norming
b)
storming
c)
forming
d)
Performing
(2)
– Section B type question
Question:
Explain the four stages of team building, including examples of how team
members behave in each of the stages.
(4x3=12)
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Activity 1
• Instructions:
1. Participants to form groups of 4
2. Each group to discuss and scribe answers to the
following questions:
2.1 Why does the team have a captain and a
vice- captain?
2.2 Why do the team members play in certain
positions?
2.3 Describe the skills that your dream team in
your chosen sport would have.
3. Groups to present to Plenary.
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Belbin’s Role Theory
• Meredith Belbin
• Nine roles – based
on interaction btwn
team members
• Success: behaviour vs Skill
• Three categories:
– Cerebral-oriented roles
– Action-oriented roles
– People-oriented roles
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Gives shape
to team
Achievement
driven
Belbin’s Role Theory
Attention to detail
High standards
motivator
Extrovert
Explores
opportunities
Networker
Expert
Focused
Driven by
standards
Creative &
imaginative
Problem
solving
Leader
Sets agenda
Listener
Diplomatic
Helps team
to gel
Strategist
Sees the
big
picture
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Disciplined
Reliable
Practical and efficient
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Jungian Theory
Jungian learning styles describe four main
dimensions: (1) Extroverted/Introverted, (2)
Sensation/Intuition, (3) Thinking/Feeling & (4)
Judging/Perceiving.
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Jungian Theory
Developed by one of the fathers of psychoanalysis, Carl
Gustav Jung
Dynamics of this theory:
• Certain personality types follow certain behaviour
patterns
• Persons are born with a preference to certain
attitudes which they carry through adulthood
• Other attitudes can be used, but we are more at ease
with our inherent ones
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Jungian Theory
•Extrovert/Extravert
•Expresses lots of energy in the outside world
Or
•Introvert
•Energy lived out mainly in the internal world of a person
Or
•Sensing
•Believes information from the outside world
Or
•Intuition
•Believes information perceived from an own imaginative world
Or
•Thinking
•Decisions are made based on logical reasoning
Or
•Feeling
•Person bases decisions mainly on emotions
Or
•Judging
•Acts strictly according to plans made
Or
•Perceiving
•Willing to improvise and make alternative plans
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Extraverted Learning Style
People with an extroverted learning style prefer
collaborating with others.
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Introverted Learning Style
Introverted learners prefer solitary study
sessions.
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Sensing Learning Style
Sensing learners are practical, realistic and
focused on the external world.
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Intuitive Learning Style
Intuitive learners enjoy abstract thought,
daydreaming and imagining the future.
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Thinking Learning Style
Thinking learners are interested in logic, reason,
structure and function.
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Feeling Learning Style
Feeling learners are interested in personal
relationships and feelings.
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Judging Learning Style
Judging learners are organized, decisive and have
strong opinions.
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Perceiving Learning Style
Perceiving learners tend to be curious and enjoy
working on many projects at once.
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MTR –I (Management Team Role
Indicator) Approach
Campaigner
/Crusader
Focus on main aim/prioi
Coach
Agreement and harmony
Conductor
Structure
Curator
Clarity of ideas and info
Explorer
Find new and better ways of
doing things
Innovator
Imaginative and creative
Scientist
Explanations and
understandings
Sculptor
Gets things done
Realisation of goals
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Margerison-McCann Profiles
The eight team roles
ExplorerPromoter
The persuader in the team.
AssessorDeveloper
Breaks down ideas in manageable chunks.
ThrusterOrganiser
Organises and implements ideas.
ConcluderProducer
Practical and production oriented.
ControllerInspector
Detail oriented. Inspectors of standards and
procedures.
Upholdermaintainer
Conservative, Loyal and supportive.
Personal values are important.
ReporterAdvisor
Tolerant, supportive and helpful.
CreatorInnovator
Imaginative and creative. Future oriented.
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GROUP CONSENSUS
Dynamics of Group Consensus:
A process of group decision making
Strive towards agreement
Based on collective intelligences to find
effective solutions
Time consuming but positive for the
individuals and team atmosphere
Group Consensus
Process:
 Define the problem/s
 Discuss and consider each proposal to involve all
members
 Set priorities
 Test whether all agree, if not, discuss again
 Group makes a decision and plans action/s
 Test proposed plan, explore further if some members
still do not agree, re-assess
Principles of Group Consensus
• When each member participates the team
takes better decisions and it forms better
group relationships
• It makes use of the principle of group synergy
where the group decision is always better
than that of the input of the brightest
member
How will it be tested?
• Test/Exam
– Section A type question – Multiple Choice
The resource-investigator is a team role where the team member who fulfils the role
explores opportunities and goes out to bring in new ideas by networking with others.
Which team dynamics theory includes this team role?
a) Belbin’s role theory
b) MTR-I approach
c) Margerison McCann profiles
d) Jungian theory
(2)
The team dynamics theory which looks at people’s preferences to certain attitudes
and functions with which they are more comfortable is:
a) Belbin role theory
b) Jungian theory
c) MTR – I theory
D Margerison – McCann profiles
(2)
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How will it be tested?
Matching Question:
Match the role name in column A with the product that the role produces from column B.
Column A
Column B
1. Crusaders
a. Explanation and comprehension
2. Sculptors
b. Structure
3. Curators
c. Realisation of goals
4. Conductors
d. Sense of priority
5. Scientist
e. Clarity of ideas and information
One word or term:
Use the team roles according to the Belbin theory to supply one word or term for the following
definitions:
1. The individual clarifies group objectives and promotes decision-making to get the task done.
2. The individual driven by professional standards and an expert in some field.
3. This team individual gives attention to detail and motivates the group to keep to due dates.
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How will it be tested?
• Section B Type Questions
Short answer questions
1. Name the three roles you consider most
important for team success from the
Margerison-McCann profiles.
(3)
2. Explain what each of the roles likes to do and
how it contributes to successful outcomes of the
team.
(9)
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Activity 2
• Instructions:
1. Participants to work in groups of 4.
2. Half of the groups to work on scenario 1.
Half of the groups to work on scenario 2.
3. Answer the scenario questions applying the four
team dynamic theories.
4. Record your answers on flip chart paper.
5. Each group to provide feedback to plenary.
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Scenario 1
The executive management team of Sunshine Chemicals meets on a monthly basis to
evaluate the implementation of strategy and to revisit the business model. He starts the
meeting with an overview of how the business has performed and then usually hands
over to an outside facilitator to facilitate the session. The observations of the facilitator
after a few of these meetings are:
The CEO dominates the discussions completely.
The CEO only listens to the Financial manager.
The Production manager is the only female and hardly contributes to any discussions,
but takes a lot of notes and listens attentively to what everyone says.
The Human Resources manager tries to draw the Production manager into the
discussions.
1.
2.
3.
4.
What kind of role is played by the CEO?
What kind of role is played by the HR manager?
Is the facilitator part of the group? If so, what kind of role is he playing in the group?
How would you describe the role of the Financial Manager taking into account the job
that he has to perform in the company?
5. Which roles do you think is key to the success in any group?
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Scenario 2
At Orion Meat Wholesalers a successful sales team with a happy customer base is what
drives the turnover. The Managing Director knows from her years of experience in the
industry that besides having all the qualities of being a good salesperson, it is very
important for the sales team to work together as a group. In the absences of group
cohesiveness, the environment becomes competitive and could even turn nasty. Sales
people are often very territorial and many times a deal is clinched because you were in
the right place at the right time. On the downside, many sales can fall through the cracks
because a particular sales representative was not available. For all these reasons the MD
wants to build a strong team, who can work together, take on different roles and
responsibilities and drive the turnover with passion and commitment.
Using any of the four theories discussed, write a report to the
MD where you advise her how she should go about selecting her
sales team in order to ensure that the necessary cohesion will
happen and the team will work together to drive the company
objective.
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Acknowledgements
• Business Studies CAPS document
• DBE power points
• http://psychology.about.com/od/educationalp
sychology/ss/jung-styles_9.htm 13.06.2012
• Via Afrika Text Book
• Focus Text Book
• Platinum Text Book
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