TEAM DEVELOPMENT

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TEAM DEVELOPMENT
Prepared by Clay Bassham, Jeanie Long
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What did you notice?

• Volleyball throw
• Hula-hoop
• Human knot

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Ten Essentials of Team Work

• Common Goal-believe and see
• Leadership-ability to lead and lead
• Interaction and Involvement of all-everyone
• Individuals self-esteem-everyone valued
• Communication-verbal, written, physical
• Power to make decision-authority
• Process and content-clear on both
• Mutual Trust-behavior determines trust
• Respect differences-where the line is drawn
• Conflict resolution-open and resolved

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Common Characteristics of Effective Team Leaders

• Coaching Skills
• Confidence
• Consistency
• Creativity
• Empathic
• Vision
• Inspiring
• Long term focus
• Maintaining a balance

• Realism
• Self-esteem
• Sense of priorities
• Service mentality
• Sincerity
• Technical expertise
• Trust
• Willingness to share power
• Willingness to share credit

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Two Types of Competencies

• Technical skills
• Minimal requirement
• Knowledge and skill related to team
• Must know in able to do well

• Personal Characteristics
• Qualities and skills to necessary to resolve
  issues
• Allow people to function as a team

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7 Predictors of a Successful Team Member

• Intellectual ability
• Results oriented
• Interpersonal skills
• Team Orientation
• Planning and organizing
• Maturity
• Presence

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Roles

• Task roles
• Focus on the work
• Initiator
• Maximizer
• Tester
• Maintenance
• Team cohesion
• Individual roles
• Move from egocentric to Gregorian thinking

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Three Types of Teams

• Problem Resolution
• Rely on trust
• Sensitive to needs
• Common sense approach
• Creative
• Autonomy
• Self starters
• High degree of self confidence
• Tactical
• Rely on clarity
• Action oriented
• Strong sense of commitment

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Successful Teams

• Productive
• Cohesive
• Learning
• Integration

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What are teams?

• Northouse (p.203)
• Teams are organizational groups composed of
  members who are interdependent, who share common
  goals, and who must coordinate their activities
  to accomplish these goals.

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Group vs. Team

• Team Synergy
• Group Coexistence

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Team

• Shared leadership roles
• Individual and mutual accountability
• Agreed upon purpose
• Collective work products
• Active problem-solving
• Discusses, decides and does real work together

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Group

• Clear leader
• Individual accountability
• Manager defines purpose
• Individual work products
• Discuss and decide as a group, work delegated to
  one person

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Stages of Team Development
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Five Stage Model of Development

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Forming

• Group gets acquainted with each other and the
  expectations of the group
• Period of uncertainty
• Members try to find their place in the group
• Group structure and procedures are established

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Storming

• Conflicts arise as members resist the
  establishment of the group
• Members of the team rebel against the purpose of
  the group
• Mutuality and trust is built

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Norming

• Cohesiveness and commitment established
• Find new ways of working with each other
• Establish behavior with one another
• Commitment and taking ownership of goals,
  procedures, other members

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Performing

• Group transforms into a team
• Starts to achieve the goals
• Develop skills to function maturely and
  productively as a team

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Adjourning

• Team has accomplished intended task
• Healthy groups reflect on what worked
• Problem groups reflect on what didnt go right
  they learn from their experiences

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Barriers to Team Development

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Invulnerability

• Exhibited by new groups
• Caused by a lack of trust for one another in new
  team situations

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Fear of Conflict

• Caused by new team members desire to keep peace
  in the working environment
• Artificial sense of harmony is created
• Tensions arise

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Lack of CommitmentAvoidance of Accountability

• The lack of commitment is caused poor decision
  making and lack of interest
• Avoidance is caused by the acceptance of low
  standards for group work
• Members do not take responsibility

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Inattention to Results

• Group members focus on the how their status is
  perceived by others
• Do not focus on the results