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Team-Building

Discover effective team-building strategies to create high-performing teams. Explore individual development stages, coaching choices, and group developmental stages. Learn how to navigate through the forming, storming, norming, performing, and adjourning stages for optimal team success. Gain insights into different types of teams and their characteristics. Achieve outstanding results through collaboration and adaptability.

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Team-Building

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  1. Team-Building HRT 383

  2. Thanks to: • Ken Blanchard, Patricia Zigarmi, & Drea Zigarmi, authors ofLeadership and the One Minute Manager • Ken Blanchard, Donald Carew, and Eunice Parisi-Carew, authors of The One Minute Manager Builds High Performing Teams • R. B. Lacoursiere, author of The Life Cycle of Groups: Group Developmental Stage Theory

  3. Thanks to: • Stephen P. Robbins, author of Organizational Behavior: Concepts, Controversies, and Applications • Tools for Teams: Building Effective Teams in the Workplace, edited by Craig Swenson • Robert H. Woods and Judy Z. King, authors of Quality Leadership and Management in the Hospitality Industry • Gary Yukl, author of Leadership in Organizations

  4. Individual Development • Competence • Knowledge • Skill • Commitment • Confidence • Motivation

  5. Individual Development Stages

  6. Coaching Choices • Directive Behavior “Autocratic” • Supportive Behavior “Democratic”

  7. Coaching Stages • Directing Structure, organize, teach & supervise • Coaching Direct and support • Supporting Praise, listen & facilitate • Delegating Turn over responsibility for decision-making

  8. Group Development • Orientation • Called “Forming” in Robbin’s model • Uncertainty about purpose, structure & leadership • Members are “testing the waters” • Dissatisfaction • Called “Storming” in Robbin’s model • Characterized by intragroup conflict • Members accept the existence of the team, but individuals resist the constraints on their individual style

  9. Group Development • Resolution • Called “Norming” in Robbin’s model • Characterized by cohesiveness, identity, structure, and a set of expectations • Members develop closer relationships • Productivity • Called “Performing” in Robbin’s model • Structure of the team is fully functioning • Members’ energy has moved from getting to know phases to getting the work done

  10. Group Development • Robbin’s model includes a final phase called “Adjourning” • This would be characterized by a temporary committee completing a task or achieving results based upon a goal • Your team may go through these five stages twice…

  11. Group Developmental Stages

  12. Group Orientation / Forming • 382 Instructor formed the initial teams • The Management Plan process was designed to help you frame your purpose • Instructor(s) offered insight into structure, but what your team did/does and how it got/gets accomplished was/is your business • Round I in 382 & Round II in 383

  13. Group Dissatisfaction / Storming • What did your team experience in Round I? • Where was your storm? • The team itself? • One individual? • Your management position? • Your week of management? • Formal vs. informal leadership? • In Round II (383), any “storms” are usually weaker!

  14. Group Resolution / Norming • Behavioral Norms • Team “Code of Conduct” • Examples: • Consensus • Communication • Commitment • Conduct • What did you learn in 382?

  15. Group Production / Performing • In 382, getting the management plan done • Why not just jump right in? • Creating a guiding purpose • Team Philosophy • Team Mission • Was your team fully functioning?

  16. Group Adjournment • Temporary break between quarters • 383 – Round II • Forming • Storming • Norming • Performing • Adjourning

  17. Types of Teams • Functional Operating Team • Cross-Functional Team • Self-Managing Team • Self-Defining Team • Top Executive Team

  18. Types of Teams • Functional Operating Team • Formal Leader • Members with similar, but specialized functions • Example: Maintenance crew, SWAT team, sports • Cross-Functional Team • Usually has a formal leader • Members with different functions – various stakeholders • Example: Team to begin HACCP or TQM program, or to kick-off a new promotion

  19. Types of Teams • Self-Managing Team • No formal leader - leadership may rotate • Membership: similar functions • External leader, in the same organization, to direct, coach, support, and delegate • 382 is similar to this model

  20. Types of Teams • Self-Defining Team • No formal leader - leadership may rotate • Facilitator acts as leader – role rotates • Membership: similar goals or business purpose, but specialization of roles is possible • Examples: Moosewood Restaurant, 383 • Top Executive Team

  21. Common Characteristics

  22. A fully functioning team can… • Work together successfully • Solve problems and reach decisions in a way that incorporates individual input • Reach decisions through consensus • Can adapt to change • Achieve or exceed desired results

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