Team Work

Part 1- How to build a strong team?

Part 4- Integrated performing teams

Part 2- What are key group processes? How to handle

team conflict?

Part 3- How to organize effective

teamwork?

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The Forming – Storming – Norming – Performing model was first proposed by Bruce Tuckman in 1965

2Group Development Model

He maintained that these phases are all necessary and inevitable in order for the team to:

* to grow, to face up to challenges

* to tackle problems

* to find solutions, to plan work

* and to deliver results.

Forming

Storming

Norming

Performing

3Effective teamwork

Part 1- Building a strong team

Part 4- Integrated performing teams

Part 2- Group processes & team conflict

Part 3- Organizing effective teamwork

When a team is forming,members cautiously explore the boundaries of

acceptable group behavior.

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* They search for their position within the group and test the leader's guidance.

* It is normal for little team progress to occur during this stage.

* Weak relationshipLow performance

Part 1- Building a strong team

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Discover your team* Spend time on team development, meet regularly and frequently for a purpose * Determine and agree team values

Promote social activities* Spend time inside and outside work socially * Promote the team and its work within the department

Start to establish a framework* Discuss, determine and agree rewards for good performance * Agree on approach to delegation and empowerment

Building the team

Part 1- Building a strong team

Engage all team members, promote diversity

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* Promote open debate and discussion on where we are, where we want to be, and how we should get there* Ensure that all members are committed to the work tasks and objectives

* Try to reach consensus decisions Make sure the combined purpose and importance of the team’s work are understood* Ensure goals are realistic and achievable * Ensure new staff are induced

Part 1- Building a strong team

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Storming

* Probably the most difficult stage for the group: team is restricted to nominal group processes.

* Members often become impatient about the lack of progress

* Argue about the actions they should take because they faced with ideas that are unfamiliar to them and put them outside their comfort zones.

* Much of their energy focused on each other instead of achieving the goal. Team conflicts arise.

Part 2- Group processes & team conflict

Nominal group processes

8Part 2- Group processes & team conflict

1. Silent idea generations

2. Sharing of individual ideas

3. Voting and feedback to the group

4. Explanatory group discussion

5. Individual reassessment

6. Mathematical aggregation of revised judgments

7. Independant review loops

Typical sources of team conflict

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* Lack of understanding of others' jobs and responsibilities* Lack of concern about total staff efforts* Disregard for feelings of others* Unwillingness to compromise* Poor communication* Competition among staff* Negative/destructive criticism* Lack of team leadership* Disregard for talents of others

Part 2- Group processes & team conflict

Typical sources of team conflict (continued)

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* Gossip, rumors* Putting off decision making* Negative and sarcastic remarks* Lack of common goals* Lack of loyalty to organization* Lack of supervisors' feedback* Holding a grudge* Poor job attitudes* Uneven workloads* Lack of confidence in co-workers* Unethical behavior: racism, sexism, prejudice

Part 2- Group processes & team conflict

Did you personally experience some of these situations? Which ones? Describe the effect on the team?

Destructive versus constructive team conflicts

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DESTRUCTIVE

* Diverts energy from key issues* Destroys morale* Polarises differences in values* Deepens differences in values* Produces irresponsible and regrettable behavior such as swearing or fighting.

CONSTRUCTIVE

* Opens up key issues for discussion, resulting in a solution* Promotes involvement* Drives authentic communication to occur.* Builds cohesiveness among people sharing the conflict* Conflicts are an opportunity to learning about each other

Part 2- Group processes & team conflict

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12Part 3- Organizing effective teamwork

Norming

* During this stage team members accept the team and begin to reconcile differences

* Emotional conflict is reduced as relationships become more cooperative.

* The team is able to concentrate more on their work and start to make significant progress.

4 factors that promote good working relationships

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Team leadership* Staff meetings with agenda* Clear job/task descriptions* Shared evaluation criteria* Agreed upon priorities & key performance metrics

Diversity & inclusion* Active listening* Trust, Courtesy & loyalty* Respect for each others* Respect for differences

Open Culture* Knowledge of each others: job, talent, interest, experiences* Sharing of pertinent infos* Willingness to talk over issues* Constructive criticism

Recognition* Giving credit* Recognizing a job well done* Recognizing talents of the others* Caring for others with respect for privacy

Part 3- Organizing effective teamwork

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* Do you have enough time - realistic deadlines – to enable you to operate as a team?

* Has the group designated a team leader?

* Are the team objectives clearly understood and broken-down into manageable goals for all team members?

* Have key performance metrics been agreed to define success?

* Does the group take minutes for the meeting? Are accurate notes kept to avoid losing group decisions?

* Are open conflicts and issues being addressed and resolved?

* Do you proceed on the basis of specific conclusions and delegation of responsibilities rather than on the basis of general understandings?

Part 3- Organizing effective teamwork

Key questions to assess the norming

stage?

Examples of effective team agreements

15Part 3- Organizing effective teamwork

* ALL IDEAS AND POINTS OF VIEW HAVE VALUE You may hear something you do not agree with or you think is "silly" or "wrong." Please remember that one of the goals of this meeting is to share ideas.* SAFE SPACEWhat is shared and discussed with one another should “stay here” – apart from ideas and solutions that will help your own work and agency.* USE COMMON CONVERSATIONAL COURTESY Please don't interrupt; use appropriate language, avoid sidebar discussions, etc. * HUMOR IS WELCOME BUT humor should never be at someone else's expense. * HONOR TIME We have an ambitious agenda, we need follow the agreed time guidelines.* CELL PHONE / TEXTING / E-MAIL COURTESY Please turn cell phones to “silent. If you need to respond, kindly step outside* BE COMFORTABLEPlease feel free to take personal breaks as needed

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1) The team must have a clear goal. Avoid fuzzy, motherhood statements. Team goals should call for a specific performance objective, expressed so concisely that everyone knows when the objective has been met.

2) The team must have a results-driven structure. The team should be allowed to operate in a manner that produces results. It is often best to allow the team to develop the structure.

3) The team must have competent team members. This can be take to mean that the problem given to the team should be one that the members can tackle given their level of knowledge.

4)The team must have unified commitment. Team members must not agree on everything but all individuals must be directing their efforts towards the goal. If an individual's efforts is going towards personal goals, then the team will confront this and resolve the problem.

Part 3- Organizing effective teamwork

8 characteristics of effective teams*

* 8 characteristics of effective teams, Larson & LaFasto"Teamwork: What Must Go Right/What Can Go Wrong" (Sage Publications

1989).

8 characteristics of effective teams* (continued)

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5) The team must have a collaborative climate. It is a climate of trust produced by honest, open, consistent and respectful behavior. With this climate teams perform well...without it, they

6) The team must have high standards that are understood by all. Team members must know what is expected of them individually and collectively. Vague statements such as "positive attitude" are not good enough.

7) The team must receive external support, praise and encouragement.

8) The team must have principled leadershipTeam members must know that the team leader has the position because they have good leadership skills and are working for the good of the team. The team members will be less supportive if they feel that the team leader is putting him/herself above the team, achieving personal recognition or otherwise benefiting from the position. A basic principle of leadership !

Part 3- Organizing effective teamwork

* 8 characteristics of effective teams, Larson & LaFasto"Teamwork: What Must Go Right/What Can Go Wrong" (Sage Publications

1989).

Team management theory

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Performing

* By this stage the team members have discovered and accepted each other's strengths and weaknesses, and learned what their roles are.

* Members are open and trusting and many good ideas are produced because they are not afraid to offer ideas and suggestions.

* They are comfortable using decision making tools to evaluate the ideas, prioritize tasks and solve problems. Much is accomplished and team satisfaction and loyalty is high.

Part 4- Integrated performing teams

Drexler/Sibbet Team Performance Model demonstrates the seven stages of team creation and maintenance.

19Part 4- Integrated performing teams

How to evolve the group to an integrated team performing towards their goals

20Part 4- Integrated performing teams

Move from from nominal to integrative group processes:* Have agenda and timekeeper* Select the best, even if they disagree* Meet before the meeting* Vote before discussion* Talk through differences* Challenge open issues and problems during team meetings* Document group’s decision

The most effective teamwork is produced when all the individuals involved harmonize their contributions and work

towards a common goal.

21In summary

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* wikipedia.com

* Dyer, William G., Team Building: Issues and Alternatives, Reading, Massachusetts: Addison-Wesley Publishing Company, 1977* Francis, D and Don Young, Improving Work Groups: A Practical Manual for Team Building, La Jolla, California: University Associates, 1979* Robinson, Jerry W. and Roy A. Clifford, Process Skills in Organization Development, University of Illinois: Board of Trustees, 1972* Terry L. Gibson Jeanne Moore E. J. Lueder TEAMWORK in Cooperative Extension Programs September, 1980* Larson and LaFasto "Teamwork: What Must Go Right/What Can Go Wrong"

* www.ndt-ed.org/TeachingResources/ClassroomTips/Teamwork.htm* humanresources.about.com* www.time-management-guide.com/team-building.html

Additional team management theories* Maslow’ s hierarchy of needs* McGregor’ s theory X and Y management styles* Herzberg’ s motivation-hygiene theory * Likert’ s participative-group research

Sources and References 22

In the note section of this slide

Participant Notes 23