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Stages of teamdevelopment chrischew

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  • 1. Stages of Team Development & the Five Dysfunctions that prohibit that process Power Point Developed by Team Chelmsby
  • 2. Tuckman’s Model of Team Devel0pment
    •   Stage 1:   FORMING
    •  
    • Stage 2:  STORMING
    •  
    • Stage 3:  NORMING
    •  
    • Stage 4:  PERFORMING
    •  
    •  
    •  
    •  
  • 3. FORMING
    •  
    • Group members begin the phase of "getting to know each other" and establishing common goals.  People are often resistant to participation and may question whether or not they fit in with the group. 
    •  
    •  
    • http://www.youtube.com/watch?v=skXDq1Nbg7k&feature=related  
    •  
    • or
    • http://www.youtube.com/watch?v=AEXS8TBd6ug&feature=related  
  • 4. STORMING
    • While participation and communication skills improve through this phase, people are more likely to question "authority" and challenge other ideas.  The heirarchy of leadership within the group may begin to form as more dominant personalities and leadership styles emerge.
    •  
    • Conflict and differences need to be acknowledged as strategies for conflict resolution must be developed before a team can move forward to the "norming" phase.
    •  
    •  
    • http://www.youtube.com/watch?v=W8trhBy2DLE
  • 5. NORMING
    • Safety and trust among team members has emerged and processes focus on negotiating and reaching consensus.  Problem solving strategies are implemented and conflicts that arise can be resolved. 
    •  
    • Group members are working toward team success and achieving team goals.
    •  
    •  
    •   --the Conductorless Orchestra
    •  
    • http://www.youtube.com/watch?v=LssC6yqH6Vc
  • 6. PERFORMING
    •  
    • Teams are highly motivated and work collaboratively and efficiently toward goals with little or no difficulty.  Team members are completely aware of their purpose and what they need to do in order to "get the job done."  
    •  
    •   Real Team Work:
    • http://www.youtube.com/watch?v=DX2ekG5kenM&feature=related
  • 7. Introducing.....
    • STAGE 5:  ADJOURNING  (added by Tuckman & Jensen in 1977)
    •  
    • The "Breaking Up" phase of the group.
    •  
    • Goals have been met and members are ready to move on to another task or challenge.  Team members feel good about what they have accomplished and about being part of such a high-functioning team.  
    •  
    •  
    • http://www.youtube.com/watch?v=DLDFOzB2iHc
  • 8. Move Over Tuckman There's a New Boy in Town!
    • Tuckman shared his stages of development with world back in the 1965.
    • 2008:  Enter Patrick Lencioni and his Five Dysfunctions of a Team.  Tuckman addressed how teams develop, Lencioni can now help us figure out how they break down.
    • http://www.youtube.com/watch?v=6dRKa700RaQ&feature=related  
  • 9. The 5 Dysfunctions of a Team   Patrick Lencioni
    •  
  • 10. Absence of Trust
      • The first dysfunction is the absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.
  • 11. Absence of Trust        Trust is Present
      • Conceal their weaknesses and mistakes from one another
      • Hesitate to ask for help and offer constructive feedback
      • Jump to conclusions about the intentions without attempting to clarify them
      • Hold grudges
      • Dread meetings
      •   Fail to tap into one another's skills and experiences
    •  
      • Admit weaknesses and mistakes
      • Ask for help
      • Give each other the benefit of the doubt before arriving at a negative conclusion
      • Offer and accept apologies
      • Look forward to meetings and look forward to spending time together
      • Appreciate and tap into one another's skills and experiences
  • 12. Fear of Conflict
      • This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments.
  • 13. Teams that fear                                        Teams that engage      conflict                                                        in conflict
      • Have boring meetings
      • Back channel politics and personal attacks thrive
      • Ignore controversial topics that are critical to team success
      • Fail to tap into the ideas and perspectives of team members
      • Waste time and energy on posturing and interpersonal risk management
      • Have lively, engaging meetings
      • Extract and exploit the ideas of all team members
      • Solve real problems quickly
      • Minimize politics
      • Puts critical topics on the table for discussion
  • 14. Lack of Commitment
    • A healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings.
  • 15. Fails to Commit     A Team That Commits
      • Creates ambiguity about direction and priorities
      • Excessive analysis and unnecessary delay cause windows of opportunity to close
      • Breeds lack of confidence and fear of failure
      • Revisits discussions and decisions again and again
      • Encourages second guessing by team members
      • Creates clarity about direction and priorities
      • Aligns entire team around common objectives
      • Develops an ability to learn from mistakes
      • Takes advantage of opportunities
      • Moves forward without hesitation
      • Changes direction without hesitation or guilt
  • 16. Avoidance of Accountability
      • Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without commiting to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.
    •  
    • Lencioni, The Five Dysfunctions of a Team
  • 17. Inattention to Results
      • When teams are not held accountable the team members tend to look out for their own interests, rather than the interests of the team. A healthy team places team results as the most important goal. When all team members place the team’s results first the team becomes results orientated.
  • 18. Cohesive Teams:
    • 1. They trust one another. 2. They engage in unfiltered conflict around ideas. 3. They commit to decisions and plans of action. 4. They hold one another accountable for delivering against those plans 5. They focus on the achievement of collective results.
  • 19. Activites to Promote Team Building
    • This website links you to many dynamic activities that foster team development.
    • http://wilderdom.com/games/InitiativeGames.html

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