Development of Effective Teams

1. Development of Effective Teams

2. Team’s succeed when members have: 1. Commitment to common objectives • More likely when they set them 2. Defined, appropriate roles and responsibilities • Good use of individual talent • Opportunity for each to grow, learn all skills 3. Effective decision systems, communication, and work procedures • Open, honest communication • Team members accept conflict and learns how to manage and resolve it well 4. Good personal relationships • Mutual trust

3. Tuckman Model of Team Development Forming Storming Norming Performing

4. Stages of Team Development • Forming • The group comes together and gets to initially know one another and form as a group • Characterized by high enthusiasm and low skills

5. Stages of Team Development • Storming • Frequently there arises conflict regarding leadership and group ideas/processes • Characterized by low enthusiasm and low skills

6. Stages of Team Development • Norming • Eventually agreement is reached on how the group operates • Characterized by rising enthusiasm and growing skills

7. Stages of Team Development • Performing • The group practices its craft and becomes effective in meeting its objectives • Characterized by high enthusiasm and high skills

8. Team Building Define team Determine individual roles Develop acceptance, trust, and communication What are acceptable behaviors in this team? What are the boundaries? Personality types become evident Task Getting to know fellow team members and how you fit in Define problem and strategy Identify information needed Stage 1: FORMING

9. Stage 1: FORMING Enthusiasm: High Productivity: Low No consistent direction Goal

10. Stage 1: FORMING Watch the team for indications of the Forming stage: eagerness, high and unrealistic expectations, anxiety about how players will fit in, what demands will be placed on them. Team members are unclear about expectations, rules, roles, and goals. There is high dependence on the leadership figure for purpose and direction, and the new coach provides it quickly and clearly. At this stage, team morale is high and team productivity is low.

11. Stage 1: FORMING

12. Stage 2: STORMING During the Storming stage: • Team members realize that the task is more difficult than they imagined • Members may be resistant to the task and fall back into their comfort zones • Communication may be poor with little listening • Members may experience fluctuations in attitude about their chances of success • Among the team members there may be disunity and conflict • Collaboration between members may be minimal and cliques may start to appear

13. Team Building Emotional response to the task as the demands of the task become evident Team members take individual ownership of task “Turf wars” to define team roles Individuals see a path to accomplish task (but not optimal path) “Get out of my way so that I can get this done!” Personality type clashes become evident Can be less visible for impersonal, intellectual tasks Task Define a leadership and responsibility structure Define strategy to accomplish task Bring conflicts to the surface in a controlled environment so that they can be resolved Stage 2: STORMING

14. Stage 2: STORMING Goal Enthusiasm: Low Productivity: Low Very little progress towards goal

15. Stage 2: STORMING The following video clip illustrates the Storming stage. The scene features two players, both speaking on behalf of others. Clear factions have formed within the team, and morale is low. Look for signs of the Storming stage: difficulty working together, frustration, negativity, communication breakdowns, and dissatisfaction with leadership—in this instance with the team captain, not the coach.

16. Stage 2: STORMING

17. Stage 3: NORMING • During this stage members accept: • their team • team ground rules • their roles in the team • the individuality of fellow members • Team members realize that they are not going to drown and start helping each other

18. Team Building Acceptance of the idiosyncrasies and personality types of the group Open exchange of information Discussion Not consensus, but rather a growing respect for the abilities of other team members Task Task focus on individual assignments Growing awareness of the context for individual assignments Establish common metrics for success Stage 3: NORMING

19. Stage 3: NORMING Goal Enthusiasm: Increasing Productivity: Growing Consistent Direction Occasional conflict

20. Stage 3: NORMING This next clip illustrates the Norming stage. Attitudes and morale are improving. There is a willingness to share responsibility and control. Watch for Norming stage indicators: euphoric, positive feelings; team members valuing the differences among themselves; team members start thinking “we” rather than “I.” There is increased commitment to purpose, roles, goals, and working together. They aren’t there yet, but they are coming around.

21. Stage 3: NORMING

22. Team Building Team has an identity Well-defined roles Anticipate problems before they arise, seek input High respect for abilities of group members “Disagree and commit” Shared responsibility for group decisions Task Emergence of optimal solutions Focus on common metrics over individual performance Accountability Stage 4: PERFORMING

23. Stage 4: PERFORMING Team members have: • Gained insight into personal and team processes • A better understanding of each other’s strengths and weaknesses • Gained the ability to prevent or work through group conflict and resolve differences • Developed a close attachment to the team

24. Stage 4: PERFORMING Goal Enthusiasm: High Productivity: High Rapid progress towards goal

25. Stage 4: PERFORMING This last clip depicts the Performing stage. At this stage both productivity and morale are high. There is a sense of pride and excitement in being part of a high-performing team. The primary focus is on performance. Purpose and goals are clear. There is commitment to continuous improvement. Communication is open and leadership is shared.

26. Stage 4: PERFORMING

27. Stages and Leadership

28. MBTI and Teams The MBTI specifically aids team members by: • reducing unproductive work • identifying areas of strength and possible areas of weakness for the team • clarifying team behavior • supplying a framework in which team members can understand and better handle conflict • helping individuals understand how different perspectives and methods can lead to useful and effective problem solving • maximizing a team’s diversity in order to reach more useful and insightful conclusions From Introduction to Type and Teams by Sandra Krebs Hirsh

29. MBTI and Teams Research using the MBTI in team settings has led to the following observations. • The more similar the types on a team, the sooner the team members will understand each other; the more different the types, the slower the understanding. • Groups with high similarity will reach quicker decisions but are more likely to make errors due to inadequate representation of all viewpoints. Groups with many different types will reach decisions more slowly (and painfully) but may reach better decisions because more viewpoints are covered. • Leadership roles may shift as the tasks to be done require the skills of different types on the team. From Introduction to Type and Teams by Sandra Krebs Hirsh

30. MBTI and Teams Observations (cont.) • Team members who are opposite on all four preferences may have special problems in achieving understanding; members who share two preferences from each of the opposites may be ‘translators.’ • The person who is the only representative of a preference (e.g., the only Introvert) may be seen as ‘different’ from the other team members. • Teams that come to appreciate and use different types may experience less conflict. From Introduction to Type and Teams by Sandra Krebs Hirsh

31. MBTI and Teams Observations (cont.) • Teams that are ‘one-sided’ (i.e., have few different types) will succeed if they use different types outside the team as resources or if they make the effort to use their own less-developed functions as required by the tasks. One-sided teams may fail if they overlook aspects of problems that other types would have pointed out or if they stay ‘rigidly true to type’ and fail to use other resources. From Introduction to Type and Teams by Sandra Krebs Hirsh

32. MBTI and Teams Observations (cont.) • Good decisions will be made when basic facts and realities have been addressed (Sensing), when new possibilities have been discovered (Intuition), when unforeseen inconsistencies and consequences have been exposed (Thinking), and when important values have been protected (Feeling) From Introduction to Type and Teams by Sandra Krebs Hirsh