Teams

1. Team Leadership Teams

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

3. 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)

4. Six Phases of a Project • Enthusiasm • Disillusionment • Panic • Search for the Guilty • Punishment of the Innocent • Praise and Honours for the Non-Participants

7. 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.

8. 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.

9. Tuckman's Stages model end start (Tuckman, 1965 and Jensen & Tuckman, 1977) Forming Adjourning Performing Storming Norming

10. 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.

11. 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?

12. Tuckman's Stages model Forming Governing values • 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

13. 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?

14. 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

15. 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.

16. 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

17. 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

18. Tuckman's Stages model Performing • Problem resolution about tasks and goalsnot interpersonal relationships • Team leader has new role working • Within the group accomplishing tasksinstead of resolving interpersonal issues • To solve problems external to the group

19. 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

20. Group exercise • Cross the pond • Debrief • Build a structure • debrief

21. 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

22. 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.

23. 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

24. 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.

25. 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

26. 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

27. 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

28. 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

29. 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.

30. 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.