Building And Managing High Performance Teams

GROUP 8

• Groups whose members work intensely on a specific task or a common goal using their positive synergy , individual and mutual accountability

Team BuildingUnderstanding working teams

Self Managed

Problem Solving

Cross-Functional

Virtual teams

TYPES OF TEAM

Shared goals and objectives

Approach to problem solving

Trust and conflict resolutionShared leadership & CreativityControl and proceduresInterpersonal communications

Utilization of resources

✓

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Factors contributing to effective team building

Team Characteristics

Team Size

Team Composition

Team Diversity

Team Design Features

1 •Relationship Management

2 •Clarify Roles And Responsibilities

3 •Diagnose Team Situation

4• Development of tools for

problem solving

Role Of HR In Team Building

Self Directed Work Teams and STS Theory

Cross-functional work groups organized around work processes that complete an entire piece of work requiring several interdependent tasks, and that have substantial autonomy over the execution of those tasks

Introduced in 1940s at Britain's Tavistock Institute.

Developed while studying the effects of technology on coal mining in the United Kingdom

Defined as ' a theory stating that effective work sites have jojnt optimization of their social and technological systems, and that teams should have sufficient autonomy to control key variances in the work process

Responsible for entire work processMake entire product, component, or provide serviceFairly independent from other work units

Sufficient autonomyFreedom to divide up and coordinate work Empowers team members

Control key variancesTeam controls factors affecting work quality/quantity

Joint optimizationBalancing social and technical systems

STS Theory Conditions For Self Directed Work Teams

Self-Directed Work Team Attributes

Clusters team members together

Minimal interdependence with other teams

Substantial autonomy over execution of the team’s tasks

Control most work inputs, flow, and outputs

Little or no supervision

Complete an entire piece of work requiring interdependent tasks

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Tuckman's Stages Model

Tubbs' Systems modelFisher's theory of

decision emergence in

groupsWheelan’s

Integrated Model of Group

DevelopmentMorgan, Salas & Glickman's Team

model

Team Building Models

Introduced by Psychologist Bruce Tuckman in 1965

It describes the growth stages of teams

The model describes four linear stages : Forming Storming Norming Performing

Each of these stages involves two aspects: interpersonal relationships and task behaviors

Tuckman's Stages Model

FORMING

• Group members learn about each other and the task at hand.

• Indicators of this stage might include: Unclear objectives, Un involvement, Uncommitted members, Confusion, Low morale, Hidden feelings, Poor listening, etc

• Leader’s responsibilities at the Forming stage:

Establish clear objectives and team accountability expectations Remove roadblocks that may prevent the team from accomplishing

goals Provide timely feedback on the team’s progress

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STORMING

• Group members engage each other in arguments about the structure of the group which often are emotional and illustrate a struggle for status in the group.

• These activities mark the storming phase: Lack of cohesion, Subjectivity, Hidden agendas, Conflicts, Confrontation, Volatility, Resentment, anger, Inconsistency, Failure

• Leader’s responsibilities at the Storming stage: Assist the team in establishing processes and structure Resolve team conflicts Assist the team members in building good working relationships Provide support to individual team members who may be

struggling

NORMING

• Group members establish implicit or explicit rules about how they will achieve their goal. They address the types of communication that will or will not help with the task.

• Indicators include: Questioning performance, Reviewing/clarify objective, Changing/confirming roles, Opening risky issues, Assertiveness, Listening, Testing new ground, Identifying strengths and weaknesses

• Leader’s responsibilities at the Norming stage: Allow the team to work more independently Provide support in the form of resources, training to develop the

skills necessary to perform their jobs, and/or teambuilding events

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Performing & Adjourning

• Groups reach a conclusion and implement the solution to their issue.

• Indicators include: Creativity, Initiative, Flexibility, Open

relationships, Pride, Concern for people, Learning, Confidence, High morale, Success, etc

• Leader’s responsibilities at the Performing stage: Delegate at much as it is reasonable to do so Allow the team as much autonomy as possible/trust them to work

on their own with minimal check-ins from you

• As the group project ends, the group disbands in the adjournment phase.

Case study of a team moving through 5 stages of tuckman’s

model

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BACKGROUND

Sandra-Team leader : 15 years of experience as a

project manager

Peter :10 years of experience in scheduling

and budget control

Ameya : 7 years experience on process

imorovement projects,background in

developing databse

Sarah :5 years of experience as individual

contributor, strong programming background

Mohammed :8 years of experience ,expertise in

earned value management, stakeholder

analysis and problem solving

Donna: 2 years experience as a individual cintributor

• Personal introductions• Team building exercises• Information about process improvement project• Discussion about team roles and responsibilities• Discussion around team norms for working

together• Introduction on how to use the SharePoint site

that will be used for this project to share ideas , brainstorm , store project documentation etc

Initial meeting (Stage 1-Forming)

• Arguments begin• Peter has put up project schedule based on

conversations only with Mohammed and Ameya• Donna and Sarah feel their inputs not considered

as they are juniors in the team• They challenged Peter’s schedule and were

setting up team for failure.• Argument between sarah and Ameya over

database design.• Mohammed appears to be running on his own

not keeping the team updated on Sharepoint site.

Initial meeting (Stage 1-Forming)

• Arguments begin• Peter has put up project schedule based on

conversations only with Mohammed and Ameya• Donna and Sarah feel their inputs not considered

as they are juniors in the team• They challenged Peter’s schedule and were

setting up team for failure.• Argument between sarah and Ameya over

database design.• Mohammed appears to be running on his own

not keeping the team updated on Sharepoint site.

The project work begins (Stage 2: forming)

r

• Sandra realizes that she needs to take control

• Convenes team members for a virtual meeting and took some decisions.

• Resolved the issues with sarah and donna and reminded Mohammed about team work.

• Referred back to ground rules and ensured there was a plan in place for decision to be taken.

• Arguments reduced and when they were any,were resolved by team itself.

• Regular virtual meetings were held and working relationships improved.

• Significant progress was observed.

The project work begins(Stage 2: Forming)

• Sense of team work in the group.• Supporting each other in problem solving • Ground rules were being followed• Team members helping each other to develop

skills• Team members becoming friends communicating

through social media off work too.

All is going smoothly(Stage 3: Norming)

• Team now considered a “High performance team”

• Working effectively as a group• Brainstorming effectively and motivated to the

reach the end goal.• Juniors developed their skills and taken

leadership• Sandra praising them for hard work and

progress.• Project is on within time and budget milestones

being met• Team and Sandra pleased with the project.

Significant progress is made(Stage 4 :Performing)

• Project ended and was a huge success.• Internal customer pleased and improvement

seen in company supporting its client.• Individuals moving to different projects• Vow to remain friends and keep in touch at

personal level• Team got together to discuss and review the

project.• But this team could anytime get back to a

forming stage depending on the situation

Time to wrap up(Stage 5: Adjourning)

EXTRAVERSION INTRAVERSION

SENSING INTUTION

THINKING FEELING

JUDGING PRECEVING

Myers-Briggs Type Indicator

Different kind of traits according to theory

So resourceful and improvising they tend not to consider subtle implications; Inconsiderate and demanding at times; Impatient with long-range

solutions; Seem cold and impersonal.

Blind spots

ESTP.

ESFP

ISTP.

So intent on taking action they tend not to consider peoples’ needs; Tend not to think of subtle implications of their improvising; Impatient with long-range solutions; Seem impersonal and purely task-oriented

Fun interactions can distract them from job tasks; Miss implications of their quick-fix improvising; Impatient with long-range solutions; Focused on details they miss subtle interpersonal relationship signals

.

Blind spots

ISTJ

ENFJ

ISFP.

Lose sight of people needs; May resist change for the sake of stability; Impatient with others' unsteady energy; Tend not to say ‘no’ and get overloaded; May judge and reprimand too quickly; Miss subtle factors in group behaviour

So caught up in the activities of the moment they may be distracted from a higher priority; Can miss negative implications of their improvising; Impatient with long-range solutions; May avoid solving the uncomfortable major problems

May get off task too much; Work in bursts; Get stuck in the middle of group issues/conflicts; Group dissatisfaction wear and drain; Ignore own sense of identity so burnout; Ignore ‘unnecessary’ procedures to focus on freedom for people to grow

The Johari Window model is a simple and useful tool for illustrating and improving mutual understanding between individuals within a group.

The Johari Window actually represents information - feelings, experience, views, attitudes, skills, intentions, motivation, etc - within or about a person - in relation to their group, from four perspectives

The four Johari Window perspectives are called 'regions' or 'areas' or 'quadrants'. 

Johari window model

Johari Window Model

• This model is used to increase the mutual understanding between all team members.

• Various activities like feedback etc helps in resolving conflicts among team members.

• This model has been used in various companies

like IBM , Pepsi , KPMG etc.

Johari Window Model

Performance that is externally focused and concerns meeting the needs and expectations of outsiders such as customers, company colleagues or fans. It is assessed using measures such as quantity, quality and time.”

Significance of teams analysis

Individual contribution of expertise

Team size/type modified basis the need

Performance evaluated against projected results

Keeps check on progress provides recommendations

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Evaluation Tools

QUANTITATIVE

TIME ELAPSED

QUALITATIVE

Margerison-McCann Work Wheel

1. a

:

Accurately analyzing

your business results

Future Growth

Long term strategic planning

By measuring team performanceyou will build a strong foundation for:

THANK YOU!

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