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Team Development. August 2013 Edge Training. Programme. About this workshop. The seminar aims to equip Fasset’s members with an understanding and basic tools to Create Winning Teams within their organisations. Module 1: Forming and Filling a Team. The stages of team development.
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Team Development August 2013 Edge Training
About this workshop • The seminar aims to equip Fasset’s members with an understanding and basic tools to Create Winning Teams within their organisations
Forming The first stage, forming, is characterized by a great deal of uncertainty about the group's purpose, structure, and leadership. Members are testing the waters to determine what types of behaviours are acceptable. This stage is complete when members have begun to think of themselves as part of a group.
Storming The storming stage is one of intra-group conflict. Members accept the existence of the group, but resist the constraints the group imposes on individuality. Further, there is conflict over who will control the group. When this stage is complete, a relatively clear hierarchy of leadership exists within the group.
Norming This third stage is one in which close relationships develop and the group demonstrates cohesiveness. There is now a strong sense of group structure identity and camaraderie. This norming stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines Correct member behaviour.
Performing The fourth stage is performing. The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand. For permanent workgroups, performing is the last stage in their development. However, for temporary committees, teams, taskforces, and similar groups that have limited tasks to perform, there is an adjourning stage.
Adjourning In this stage, the group prepares for its disbandment. High task performance is no longer the group's top priority. Instead, attention is directed toward wrapping up activities. Responses of group members vary in this stage. Some are upbeat, basking in the group's accomplishments. Others may be depressed over the loss of friendships gained during the work group's life.
Creating an effective environment… We now know that people have diverse personality types and that each different personality type brings something different to the team. To create an effective and successful team we first need to choose the correct people for the designated task. Thereafter we need to create an environment wherein they will flourish and perform to the best of their ability.
Leadership Open Lines of Communication Delegation Accountability Team Goals/Vision Rewards and/or Celebration Building Relationships Decision Making Dealing with Conflict Problem Solving Synergy Strategy Adjustment Regular Meetings
Leadership Leadership and Management are two distinctive functions, both very important within the workplace. The essential difference between the two lies in the way they get people to follow them or do work for them.
Leaders Have followers, people who willingly do what is required of them by the leader. Leadership is about guiding and influencing, appealing to those who want to follow you and inspiring them to do so. It is about providing vision, energising people, seeking opportunities, motivating, being proactive, selling, taking risks, setting direction and giving credit where it is due. They always have their eyes on the horizon, they are always asking how and why and they invariably have a long term vision.
Managers Managers have subordinates, people who do what they are told to do. Management is about getting things done right and getting paid to do it. It is about seeking and then following direction, coordinating effort, enforcing rules, controlling risks, managing work, telling, keeping stability, minimizing mistakes and getting results. Managers imitate, their view is short term and the key question for them is how and by when.
Synergy Synergy is the combined working together of two or more parts of a system so that the combined effect is greater than the sum of the efforts of the parts. In business and technology, the term describes a hoped-for or real effect resulting from different individuals, departments, or companies working together and stimulating new ideas that result in greater productivity.
Meetings The purpose of meetings is to provide a forum for information sharing, brainstorming, problem-solving, setting vision and updating. In essence to inform, guide, discipline, persuade and transfer knowledge.
Delegation It is very clear that we are not able to do everything or control every aspect of every task, this kind of thinking only causes us to become too busy, preoccupied and stressed. It causes us to resent the team and ultimately to impact on its success.
Accountability Another way of defining accountability is to call it personal liability or responsibility. Whether it is good or bad, each member of a team must be responsible for their involvement in a task. If a person’s actions are unhelpful in regards to the common goal, it must be traced back to them and their behaviour adjusted accordingly.
Open Lines of Communication Good communication between all members of your team, even those “lower down”, can have an effect on their delivery and the overall success of your team. It is a vital part of being a good leader and a good team player. If you cannot get your message across to your other team members, stakeholders or shareholders, how can they trust what you are doing?
Decision Making There are two ways for a decision to be made where teams are concerned. One is that the leader alone simply takes into account all the circumstances, makes an educated decision and then relays it to the group outlining each person’s individual responsibilities. This approach can often take less time, but isn’t always thorough; because it is difficult for one person to come up with every valid point relating to the task and participants.
Dealing with Conflict Every team will experience conflict. That is a given. The key is to ensure that the situation that is causing the conflict is resolved. So often we try to ignore conflict and pretend it does not exist but this only makes the problem worse.
Dealing with Conflict – The 7 steps 1. Ensure that you are truly listening to what the other person is saying. 2. Do not take things personally and do not get personal. 3. Listen to ‘hear and understand’ what the root cause is. 4. Before you speak, prepare what you want to communicate. Do not speak in haste.
Dealing with Conflict – The 7 steps 5. Let the other person know you understand. Very clearly explain from your perspective. 6. Do not generalise and do not get personal. 7. Always end with what is going to happen next. It communicates that you are taking things seriously and that you genuinely want to help resolve the issue.
Problem Solving Describes the process of working through details of a problem to reach a solution. An individual seeking to solve a problem will have to identify the most important elements that influence the answer and then work through a series of operations to determine a logical solution.
Problem Solving Describes the process of working through details of a problem to reach a solution. An individual seeking to solve a problem will have to identify the most important elements that influence the answer and then work through a series of operations to determine a logical solution.
Strategy Adjustment One of the greatest stumbling blocks to a teams’ success is the inability to change its strategy when it becomes clear to all that the strategy is not working. There are always ‘good’ reasons for not changing a particular strategy midstream but the reluctance to address glaring problems will ultimately lead to the demise of even the most promising teams.
Rewards and Celebration Not every member of a team can feel a sense of individual achievement and pride in their work because they are not always individually evaluated. Each team success must be met with an appropriate celebration. For everyone to feel the satisfaction of a job well done, and for the team to be encouraged for their next task, they must receive affirmation for what they accomplished.
The Silent Generation They have mostly retired or are very near retirement. Born between 1927 and 1945, they are known for being hardworking and loyal. They appreciated their jobs and invariably worked for one employer their entire life. They are team players, prefer face to face communication and are less technologically driven. They are also able to listen longer and are able to sit and concentrate during extensive training and meetings.
Baby Boomers Are currently well into their careers and typically in management. Born between 1946 and 1964, they are known for being cynical, work centered and loyal. As a result of this they value praise and benefits. They like challenges and responsibility, their salary is a measure of their success and they like respect and face to face contact in the work place. They are usually workaholics who believe in the value of a long work week.
Generation X Family time and a better work/family balance defined this generations’ attitude toward employment. Born between 1965 and 1980, they are ambitious and hardworking but don’t enjoy a rigid work environment. They enjoy the freedom to set their own work hours, work place and schedules and these are the key factors in keeping and motivating them.
Generation Y Meaningful careers, mentorship and work/life balance are highly important to this generation. Born between 1981 and early 2000’s, they are smart, technologically switched on, optimistic and creative. Personal growth is very important and they are concerned with making a meaningful contribution. Prefer tech communication and enjoy multi-tasking, however they need frequent communication, feedback and praise.
