Team Development

Aims for today

• Identify key features of an effective team• Analyse stages of team development• Recognising norms within our practice• Discuss strategies to deal with conflict• List strategies to support a no-blame culture• Consider your own leadership style. • Recognise the importance of a vision

statement

Stages of team development

• Forming • Storming• Norming • Performing • (Adjourning or Mourning)

Tuckman 1965

Stages of team development

• Forming

Stages of team development

• Forming The introduction process, getting to know each

other’s names, roles, responsibilities. • Membership and identity are defined• High expectations, anxiety• High dependency on the leader

Stages of team development

• Storming

Stages of team development

• Storming• The stage where people are confident that

they should be here, jockey for position, establish credibility.

• More comfortable expressing opinions, disappointment with goals, frustrated with leader, competing for power and attention, individuality and influence.

Stages of team development

• Norming

Stages of team development

• Norming• Rules of behaviour are established.• Group identity• Roles/Responsibilities• Testing the leader • Relationships develop and levels of trust

explored.

Stages of team development

• Performing

Stages of team development

• Performing• Milestones are reached, targets are met,

friction is minimal and people are achieving.• People are able to resolve differences, with

shared responsibility and control.

Norms in Groups

• Norms are generally the unwritten, unstated rules that govern the behaviour of a group.

• Norms often just evolve and are socially enforced through social sanctioning. Norms are often passed down through time by a culture or society.

• Norms are intended to provide stability to a group and only a few in a group will refuse to abide by the norms.

Norms in Groups

• A group may hold onto norms that are no longer needed, similar to holding on to bad habits just because they have always been part of the group.

• Some norms are unhealthy and cause a poor communication among people.

• Often groups are not aware of the unwritten norms that exist. New people to the group have to discover these norms on their own over a period of time and may face sanction just because they did not know a norm existed.

Dealing with conflict

• What Causes Conflict?• When one party feels his or her needs aren’t

being met. • Substantive needs-concerns about tangible

benefits• Procedural needs-concerns about a process

for interacting, making decisions, etc• Psychological needs – concerns about how

one is treated, respected.

Can conflict be useful?

Can conflict be useful?

Conflict:

• Encourages new ways of thinking• Raises questions• Builds relationships• Leads to change

Dealing with conflict

• Promote open communication – conflict isn’t necessarily damaging –listen to all comments and respond respectfully

• Don’t respond to negative remarks or inflammatory statements with an escalation – acknowledge the content and turn it into a constructive comment

• Avoid sweeping things under the rug

Dealing with conflict

• Acknowledge conflict and discuss it openly• Deal with one issue at a time• Don’t smooth over past issues• Agree to disagree• Don’t insist on being right.

Blame culture

Blame culture

• What does this mean to you? • It forces people to protect themselves by

unnecessary paperwork, currying favour, or shifting blame

• The ability to get the best out of people is limited (demoralising)

• Teams therefore fragment, staff turnover increases and the organisation fails to reach its maximum potential.

No blame culture• The manager should take responsibility for a

team’s failings or mistakes in all instances except dishonesty or unethical behaviour

• People feel trusted in this culture and commit themselves more to it.

Are there risks?

Are there risks?

• Accountability? • Avoiding conflict?

A responsibility culture not a blame culture

Leadership Styles

• Leadership used to be about control but today it is about people – finding the best, giving them the resources and direction they need, and encouraging them to do their best.

(Grout J, Fisher,L. 2011)

Leadership styles

Lewin • Autocratic/Democratic/Laissez-faire

Tannebaum Schmidt Continuum • Tell/Sell/Consult/Participate

• Situational Leadership.

Follow up Task 1

• Research and describe either Lewin’s management styles or Tannenbaum-Schmidt’s continuum.

• Give examples from your own practice of where you would use the different styles.

Vision

What is your organisation’s vision?

Examples

• Avon • To be the company that best understands and

satisfies the product, service and self-fulfillment needs of women - globally.

Examples

• Honda1970: We will destroy Yamaha

Examples

• Honda1970: We will destroy Yamaha

Current:To Be a Company that Our Shareholders, Customers and Society Want.

Follow on task:

• What influences your vision and direction?

• How do you communicate this to your team?

• Are your strategies effective?