2. team theories

8/17/2019 2. Team Theories

1/21

Team Theories


2/21

Creating a Team

In its simplest terms, the stages involved in team building are:

• Clarify the collective goal

• Identify those inhibitors that prevent them from reaching their

goals and remove them• Put enablers that assist them

• Measure and monitor progress, to ensure the goals areachieved

• Team formation takes time, and usually follows some easilyrecognizable stages, as the team ourneys from being a groupof strangers to becoming united team with a common goal!


3/21

The Stages of Team formationPsychologist "ruce Tuckman first came up with thememorable words:

forming, storming, norming and performing

in #$%& to describe the path to high'performance that mostteams follow!

(ater, he added a fifth stage that he called )adourning*+and others often call )mourning* it rhymes better-.


4/21

Forming

Teams initially go through a /Forming/ stage in whichmembers are positive and polite +some members may bean0ious, as they haven1t yet worked out e0actly what workthe team will involve.! 2thers are simply e0cited about thetask ahead!

3s leader, you play a dominant role at this stage: othermembers1 roles and responsibilities are less clear!

This stage is usually fairly short, and may only last for asingle meeting at which people are introduced to one'

another!

There may be discussions about how theteam will work, which can be frustrating forsome members who simply want to geton with the team task!


5/21

Storming

• 4ecisions don5t come easily within the group!

• Team members vie +to contest. for position as they attemptto establish themselves in relation to other team membersand the leader!

• Clarity of purpose increases but plenty of uncertaintiespersist!

• Cli6ues and factions form and there may be powerstruggles!

• The team needs to be focused on its goals to avoidbecoming distracted by relationships and emotional issues!

• The ways of working start to be defined, and as leader youmust be aware that some members may feel overwhelmedby how much there is to do, or uncomfortable with theapproach being used! 7ome react by 6uestioning howworthwhile the goal of the team is and resist taking on

tasks!


6/21

• 3greement and consensus is largely formedwithin team +and they respond well tofacilitation by leader.!

• 9oles and responsibilities are clear and accepted!

• "ig decisions are made by group agreement!7maller decisions may be delegated to individuals or smallteams within group!

• Commitment and unity is strong!

• The team may engage in fun and social activities!

• The team discusses and develops its processes and workingstyle! There is general respect for the leader and some ofleadership is more shared by the team!

Norming


7/21

Performing• The team is more strategically aware ' they know clearly

what they are doing and why !

• They have a shared vision and can stand on its own feetwith no interference or participation from the leader!

• The team has a high degree of autonomy! 4isagreementsoccur but now they are resolved within the team positively

and necessary changes to processes and structure aremade by the team!

• The team is able to work towards achieving it1s goal

• They deal with relationship, style and process issues

along the way! Team members look after each other!• The team re6uires delegated tasks and proects from the

leader +they no longer need to be instructed or assisted.

• Members might ask for assistance from the leader withpersonal and interpersonal development!


8/21

Stages of Team Development

Forming

Storming

Norming

Performing

Adjourning

Get together, introductionsinvolved - ritual sniffing!

"oice differences,

joc#e$ing forposition

%egin to share commoncommitment and

purpose

Team is

&u''ing!

Group disperses (

completion of tas#

Tuc#man, %) *

+ensen, N) .//0


9/21

1oodcoc#2s Anal$sis of Team Development

The 3ndeveloped Team – Feelings are avoided – Objectives are uncertain – The leader takes most of the decisions

The 45perimenting Team – Issues are faced more openly – Listening takes place – The group may become temporarily introspective.

The Consolidating Team – Personal interaction is established on a co-operative basis – the task is clarified – objectives are agreed – tentative procedures are implemented.

The 6ature Team – Feelings are open – the group recognises its responsibility to the rest of the organisation. – a ide range of options are considered – orking methods are methodical – leadership style is contributory –

individuals are fle!ible 1oodcoc#, 6) ./.0, Team "evelopment #anual , Go7er


10/21

Belbin’s Team

Roles

$%hat is needed is not ellbalanced individuals& but

individuals ho balance ell ith

each other.'

%el&in 899:


11/21

Team (oles )*elbin+

• In the 7pring of #$$# participants in this study were involvedin a course for newly promoted unior managers andsupervisors from one of the client companies!

• The management team were taken to the orth (akes 8otelin Penrith and set a series of tasks which basically revolvedround the use of the swimming pool!

• Most of the tasks involved constructing a bridge on thebottom of the swimming pool using the plastic scaffolding!

• 2ne member of the team was so terrified of going in theswimming pool she could not fulfill her functional role soinstead she fetched towels and made coffee and generallyattended to anything that was re6uired outside of the pool!


12/21

Team (oles )*elbin+

• 3t the debriefing, all involved said that she had fulfilled a needfor the team and had not let them down, although she feltshe had!

• 8er "elbin profile was that of a Team ;orker and her teamrole but not her functional role appears to have been criticalto the team1s success!


13/21

Team (oles )*elbin+

The team roles as described by "elbin +#$


14/21

Team (oles )*elbin+• The individuals first role is obvious! e!g! =ngineer,

3dministrator, urse, etc!

• "ut the second role, what "elbin +#$urthermore, we know that these people are likely to showthese same characteristics whatever team they are in ' thenew product planning group, the social committee of the golfclub, or the board of governors of the local school!


15/21

Team (oles )*elbin+

$, tendency to behave& contribute and

interrelate ith others in a particular ay.'

(Dr Meredith Belbin, Henley Management College)

;oles Action-oriented roles

– ha!er, "m!lementer, and Com!leter-#inisher

$eo!le-oriented roles – Co-ordinator, Team-%or&er and Reso'rce "nestigator

Cerebral roles – $lant, Monitor-al'ator and !ecialist


16/21

Team-;ole Descriptions< the Parts People Pla$ in4ffective Team operations

Team ;ole Contri&ution Allo7ance 1ea#ness

$lant Creatie, imaginatie, 'northodo*+

oles diic'lt !roblems+

"gnores "ncidents+ Too !re-

occ'!ied to comm'nicateeectiely

Reso'rce"nestigator

*troert, enth'siastic,comm'nicatie+ *!loreso!!ort'nities+ Deelo!s contacts+

er-o!timistic+ .oses interestonce initial enth'siasm has!assed+

Co-ordinator Mat're, conident, a goodchair!erson+ Clariies goals,!romotes decision-ma&ing,delegates %ell+

Can be seen as mani!'latie+loads !ersonal %or&+


17/21


ha!er Challenging, dynamic, thries on!ress're+ The drie and co'rageto oercome obstacles+

$rone to !roocation+ ends!eo!le’s eelings+

Monitoral'ator

ober, strategic and discerning+ees all o!tions+ /'dgesacc'rately+

.ac&s drie and ability toins!ire others+

Team-%or&er Co-o!eratie, mild, !erce!tieand di!lomatic+ .istens, b'ilds,aerts riction+

"ndecisie in cr'nch sit'ations+

am-;ole Descriptions< the Parts People Pla$ in

fective Team =perations


18/21


"m!lementor Disci!lined, reliable, conseratieand eicient+ T'rns ideas into!ractical actions+

ome%hat inle*ible+ lo% tores!ond to ne% !ossibilities+

Com!leter#inisher

$ainsta&ing, conscientio's,an*io's+ earches o't errors andomissions+ Deliers on time+

"nclined to %orry 'nd'ly+Rel'ctant to delegate+

!ecialist ingle-minded, sel-starting,dedicated+ $roides &no%ledgeand s&ills in rare s'!!ly+

Contrib'tes on only a narro%ront+ D%ells on technicalities+

Source-%el&in, ;)6) Team ;oles at 1or#, %utter7orth->einemann, =5ford, ..:

Team-;ole Descriptions< the Parts People Pla$ in

4ffective Team =perations


19/21

%el&in ?Dominant

Traits

Cere&ral;olePlant

6onitor 4valuator

Specialist

People=rientated

Co-ordinator ;esource

@nvestigator

Team 1or#er

Action=rientated

Shaper

Completer(Finisher

@mplementer


20/21

A functional role )determined by their professional andortechnical knoledge+

A team role )determined by their characteristic pattern ofteam interaction+.

According to Belbin …

4ach team mem&er contri&utes to7ards achieving

the team2s o&jectives &$ performing< -

The team needs an optimal balance in both functional team roles

That balance is dependent on the goals tasks that the team faces.

The effectiveness of the team ill be promoted by the e!tent to hich

members correctly recognise and adjust themselves to the relative strengths

of the team& both in e!pertise and ability to engage in specific team roles.


21/21

*elbin/s Ideal Team

=ne Co-ordinator or one Shaper =ne @nnovator =ne 6onitor-4valuator =ne or more

– @mplementer – Team 7or#er

– ;esource @nvestigator – =ne Finisher-Completer

2. team theories

Documents