Team building _norms_108


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Team building _norms_108

  1. 1. Team-Building HRT 383
  2. 2. Thanks to:Ken Blanchard, Patricia Zigarmi, & DreaZigarmi, authors of Leadership and the OneMinute ManagerKen Blanchard, Donald Carew, and EuniceParisi-Carew, authors of The One MinuteManager Builds High Performing TeamsR. B. Lacoursiere, author of The Life Cycle ofGroups: Group Developmental Stage Theory
  3. 3. Thanks to:Stephen P. Robbins, author of OrganizationalBehavior: Concepts, Controversies, andApplicationsTools for Teams: Building Effective Teams in theWorkplace, edited by Craig SwensonRobert H. Woods and Judy Z. King, authorsof Quality Leadership and Management in theHospitality IndustryGary Yukl, author of Leadership inOrganizations
  4. 4. Individual DevelopmentCompetence Knowledge SkillCommitment Confidence Motivation
  5. 5. Individual Development Stages D4 D3 D2 D1High Commitment CompetenceLow From "Leadership and The One Minute Manager"
  6. 6. Coaching ChoicesDirective Behavior“Autocratic”Supportive Behavior“Democratic”
  7. 7. Coaching StagesDirectingStructure, organize, teach & superviseCoachingDirect and supportSupportingPraise, listen & facilitateDelegatingTurn over responsibility for decision-making
  8. 8. Situational Leadership II The Four Leadership Styles(High) S3 S2  Supporting Coaching Supportive Behavior S4 S1 Delegating Directing (Low)  Directive Behavior  (High) High Moderate Low D4 D3 D2 D1 Developed Developing Development Level of Followers From "Leadership and The One Minute Manager"
  9. 9. Group DevelopmentOrientation Called “Forming” in Robbin’s model Uncertainty about purpose, structure & leadership Members are “testing the waters”Dissatisfaction Called “Storming” in Robbin’s model Characterized by intragroup conflict Members accept the existence of the team, but individuals resist the constraints on their individual style
  10. 10. Group DevelopmentResolution Called “Norming” in Robbin’s model Characterized by cohesiveness, identity, structure, and a set of expectations Members develop closer relationshipsProductivity Called “Performing” in Robbin’s model Structure of the team is fully functioning Members’ energy has moved from getting to know phases to getting the work done
  11. 11. Group DevelopmentRobbin’s model includes a final phasecalled “Adjourning”This would be characterized by atemporary committee completing a taskor achieving results based upon a goalYour team may go through these fivestages twice…
  12. 12. Group Developmental Stages GDS4 GDS3 GDS2 GDS1 Production Resolution Dissatisfaction OrientationHigh Morale (Commitment) Productivity (Competence)Low From "One Minute Manager Builds High Performing Teams" Adapted from "The Life Cycle of Groups: Group Development Stage Theory"
  13. 13. Situational Leadership II The Four Leadership Styles(High) S3 S2  Supporting Coaching Supportive Behavior S4 S1 Delegating Directing (Low)  Directive Behavior  (High) High Moderate Low G4 G3 G2 G1 Developed Developing Development Level of the Group From "One Minute Manager Builds High Performing Teams"
  14. 14. Group Orientation / Forming382 Instructor formed the initial teamsThe Management Plan process was designedto help you frame your purposeInstructor(s) offered insight into structure, butwhat your team did/does and how it got/getsaccomplished was/is your businessRound I in 382 & Round II in 383
  15. 15. Group Dissatisfaction / StormingWhat did your team experience in Round I?Where was your storm?  The team itself?  One individual?  Your management position?  Your week of management?  Formal vs. informal leadership?In Round II (383), any “storms” are usuallyweaker!
  16. 16. Group Resolution / NormingBehavioral NormsTeam “Code of Conduct”Examples: Consensus Communication Commitment ConductWhat did you learnin 382?
  17. 17. Group Production / Performing In 382, getting the management plan done Why not just jump right in? Creating a guiding purpose  Team Philosophy  Team Mission Was your team fully functioning?
  18. 18. Group AdjournmentTemporary break between quarters383 – Round II Forming Storming Norming Performing Adjourning
  19. 19. Types of TeamsFunctional Operating TeamCross-Functional TeamSelf-Managing TeamSelf-Defining TeamTop Executive Team
  20. 20. Types of TeamsFunctional Operating Team Formal Leader Members with similar, but specialized functions Example: Maintenance crew, SWAT team, sportsCross-Functional Team Usually has a formal leader Members with different functions – various stakeholders Example: Team to begin HACCP or TQM program, or to kick-off a new promotion
  21. 21. Types of TeamsSelf-Managing Team No formal leader - leadership may rotate Membership: similar functions External leader, in the same organization, to direct, coach, support, and delegate 382 is similar to this model
  22. 22. Types of TeamsSelf-Defining Team No formal leader - leadership may rotate Facilitator acts as leader – role rotates Membership: similar goals or business purpose, but specialization of roles is possible Examples: Moosewood Restaurant, 383Top Executive Team
  23. 23. Common Characteristics Functional Cross Self Self Top Operating Functional Managing Defining ExecutiveAutonomy- Low Low-Mod Low High HighmissionAutonomy- Low-Mod High High High HighprocedureAuthority- High High Low Low HighinternalDuration High Low-Mod High Variable HighStability High Low-Mod High Variable HighFunctional Low High Low Variable Highdiversity
  24. 24. A fully functioning team can…Work together successfullySolve problems and reach decisions ina way that incorporates individual inputReach decisions through consensusCan adapt to changeAchieve or exceed desired results