CHARACTERISTICS OF HIGH PERFORMING GROUPS ETEC 704 Summer 2010
Agenda•Case # 1:Ask the class•Tuckman’s Theory•WHAT MAKES HIGH-PERFORMANCE TEAMS EXCEL?•Model of High Performing team LeadershipCharacteristics•The X-team Model•The 6 steps of X-Team Leadership•Characteristics of Successful Team leaders•Leadership styles according to stages of group dynamics•Case # 2: Ask the class
What is a Team? Two or more people working together toward a common goal for which they hold themselves mutually accountable; it is the fuel that allows common people to attain uncommon results; achieving performance results through collective work products, mutual accountability, and shared leadership.
Case # 1: Your professor DrClaude Martel asks you… Did you enjoy working in groups or you would prefer to do a similar assignment on your own? What did you like most or least about your participation in the group?
Tuckman’s Theory of Small Group Development A look at the essentials of team life Stage 1: Forming: Stage 3: Norming Accepted leadership Stage 4:Performing Solid Relationships Stage 5: Adjourning Stage 2: Storming: Low Conflict High Conflict Purposes, Roles, Goals and Objectives need to be clarified
Famous QuotesThe achievements of an organization are the results of the combined efforts of each individual. People who work together will win, whether it is against complex football defenses, or the problems of modern society. Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work. Teamwork: By Vince Lombardi Although the scientific investigation of group work is but a few years old, I don’t hesitate to predict that group work – that is, the handling of human beings not as isolated individuals, but in the social setting of groups – will soon be one of the most important theoretical and practical fields…there is no hope for creating a better world without a deeper scientific insight into the…essentials of group life. -Kurt Lewin (1943)
Stage One NormingThis is also the stage that the group development theorist Lacousiere also calls the “orientation stage” Getting acquainted and forming membership Positive expectations and optimism Builds effective working relationships with peers, customers, stakeholdersProject Manager’s Role:• Perform “ice breakers” and other relationship building activities.
Stage Two STORMING Also known as the “dysfunctional” stageCharacterized by: Absence of trust Fear of conflict Lack of commitment Avoidance of accountability In-attention to results.
Project Manager’s Role: Create an inclusive environment Set group norms recognize and appreciate the diversity of team members skills and personalities Be humble and have a sense of humour Realize how biases affect perceptions and decision making Be assertive, focus on the mission of the project, mediate and harmonize in order to get the team to operate effectively.
Stage Three NORMINGAlso know as Schutz’s “Openness” StageThis stage is characterized by:• Team cohesionProject Manager’s role: group facilitation clear decision-making procedures the creation of opportunities for early successes
Stage four PERFORMINGAt this stage:• “Trust” is optimal• Characteristics of effective teams shines• Team member’s leadership styles starts to emergeRole of Project Manager:• Empower the team• Maintain trust
Stage Five AJOURNINGAdjourning, is the break-up of the group Sigh of relief Some grieving Sense of fulfillment and accomplishmentProject Manager’s Role: Celebration for a job well done recognizes accomplishmentsHopefully, skills were developed, lessons were learned and great friends were made and ready to do it all over again.
WHAT MAKES HIGH-PERFORMANCETEAMS EXCEL? Individual recognition and engagement Convincing leadership. Possess unique knowledge that Group engagement in development contributes to the development and process. refinement of the emerging technology. Shared ownership, collective Deliver performance and achievements achievement valued. that exceed the cumulative performance of the collective Information sharing and individuals. communication, and a strong platform of understanding and knowledge. Clear goals and a shared, common vision Challenging tasks and resilience to setbacks. Cooperative engagement, problem solving and learning from individuals Professionally meaningful projects. experiences Constructive interactions Interpersonal relationships formed.
Model of High Performing teamLeadership Characteristics Leader as a role model Emergent Organization Hire the best talent Trust Know the market Creativity Speed and the necessity of Communication multiple layers of leadership Metrics Build the infrastructure to accomplish goals Consistency Train your team Risk Taking Resource your team Transactional and Transformational leadership Relationship and Social Awareness Team organization
The 6 Steps of X-Team Leadership 1: Choose team members for their network2: Make external outreach the modus operandifrom day 1.3: Help the teams focus on scouting,ambassadorship, and task coordination.4: Set milestones and deliverables forexploration, exploitation, and exportation.5: Use internal process to facilitate externalwork.6: Work with top management for commitment,resources, and support.
Characteristics ofsuccessful team leaders: Builds effective working relationships with peers, customers, stakeholders, etc Practices effective communication skills including listening, observing, and collaborating Demonstrates enthusiasm, drive and energy to overcome obstacles Facilitates changes, tolerates ambiguity Shares knowledge and power Focuses on performance Builds trust and demonstrates honesty and integrity Contributes valued technical expertise to the team Motivates others Devotes appropriate time to team development
Leadership styles according tostages of group dynamics Directing: the leader takes charge. Coaching: the leader ensures that things stay on track and that everyone participates. Participating: the leader acts as part of the team, intervening to avoid problems and modeling good team- work behavior. Delegating: the leader steps back and turns leadership over to the team.
Case # 2: Your professor DrClaude Martel asks you… Imagine you would be stuck in your same group for several months or a year… Would you be happy or frustrated? What is your take on this? What if your income was directly dependent on the success of the group you worked with? What are your answers???