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2013 / Michael Mahlberg Slide #
The other team models
Beyond forming and storming
A micro workshop at STARTPLATZ Köln 2013-06-05
1
2013 / Michael Mahlberg Slide #
Who am I
• Michael Mahlberg, CEO “The Consulting Guild”, Germany
• Working as a consultant for more than 25Years
• Can’t get to sleep well until I know why things happened and
how I can work with this knowledge in a comparable
situation in the future.
2
2013 / Michael Mahlberg Slide #
Everything is optional
3
2013 / Michael Mahlberg Slide #
Who are you?
• Show of hand:
• Do you know aboutTuckman?
• Are you a coach or trainer?
• Do you work in a team?
• Does a team work for you?
4
2013 / Michael Mahlberg Slide #
Who are you
• In which team are you today?
5
2013 / Michael Mahlberg Slide #
Audience participation
6
2013 / Michael Mahlberg Slide #
Timelines
• Material
• Paper (supplied)
• Post-its (supplied)
• Pen
7
2013 / Michael Mahlberg Slide #
Build the environment
• Tables?
• Paper?
8
2013 / Michael Mahlberg Slide #
Collect teams from your past
3 Minutes
9
2013 / Michael Mahlberg Slide # 10
2013 / Michael Mahlberg Slide #
The timeline
• Place theTeams from left to right
• Leave space for drawing
11
2013 / Michael Mahlberg Slide # 12
2013 / Michael Mahlberg Slide #
Mood - line
• How was your overall personal feeling during that time
• Only the feelings related to teams of course
• The average of all the team-related feelings at that point in
time
13
2013 / Michael Mahlberg Slide # 14
2013 / Michael Mahlberg Slide #
Synchronize
• Do we all have a timeline?
15
2013 / Michael Mahlberg Slide #
Why was it the way it was?
• What happened at “interesting” points of the timeline?
16
2013 / Michael Mahlberg Slide # 17
2013 / Michael Mahlberg Slide #
The usual suspects
• Tuckman
• J-Curve
18
2013 / Michael Mahlberg Slide #
Tuckman
Forming – Storming – Norming – Performing
19
2013 / Michael Mahlberg Slide #
Tuckman
Forming
Storming
Norming
Performing
Adjourning?
20
2013 / Michael Mahlberg Slide #
J-Curve
Based on work by Gerald M. Weinberg
e.g. Secrets of Consulting
21
Website Jerry Weinberg
2013 / Michael Mahlberg Slide #
Based on work by Gerald M. Weinberg
e.g. Secrets of Consulting
J-Curve
22
Website Jerry Weinberg
2013 / Michael Mahlberg Slide #
J
J
J
Based on work by Gerald M. Weinberg
e.g. Secrets of Consulting
J-Curve
23
Website Jerry Weinberg
2013 / Michael Mahlberg Slide #
JJJJ-Curve
24
2013 / Michael Mahlberg Slide #
Satir Change Model
Based on work by Virginia Satir
and Steven M. Smith
baseline
foreign
element
resistence
old
status
quo
chaos
transforming
idea
integration
new
status
quo
25
Satir Article by Steve Smith
2013 / Michael Mahlberg Slide #
JJJJ-Curve
26
2013 / Michael Mahlberg Slide #
J
J
J
Based on work by Gerald M. Weinberg
e.g. Secrets of Consulting
J-Curve - degenerated
27
2013 / Michael Mahlberg Slide #
Work in groups
28
2013 / Michael Mahlberg Slide #
Why was it the way it was?
• On a meta level!
• What are the qualities that lead to – or away from –
important characteristics, including, but not limited to
• Enjoyable
• Sustainable
• Successful
29
2013 / Michael Mahlberg Slide #
What is a team anyway?
• According to R. KEVIN GRIGSBY, DSW
• Defined in 2008
• Originally aimed at staff in medical organizations
30
2013 / Michael Mahlberg Slide #
What is a team anyway?
• Committee
• Task Force
• Team
Groups of People
31
2013 / Michael Mahlberg Slide #
Committee
• Subgroup with mixed expertise
• Formed from the outside
• Tasked to perform a specific function
• Can be temporary or permanent
• Usually not a full time occupation
32
2013 / Michael Mahlberg Slide #
Task Force
• Expert group for a specific area
• Temporary
• Defined goal
• Created on demand
• Often includes ressources
33
2013 / Michael Mahlberg Slide #
Team
• Common Purpose
• Complementary skills
• Mutually accountable
• Members selected based on merit
• Leadership varies with task at hand
34
2013 / Michael Mahlberg Slide #
Highlights
• Committee =>
• Task Force =>
• Team =>
35
2013 / Michael Mahlberg Slide #
Committee
• Subgroup with mixed expertise
• Formed from the outside
• Tasked to perform a specific function
• Can be temporary or permanent
• Usually not a full time occupation
36
2013 / Michael Mahlberg Slide #
Task Force
• Expert group for a specific area
• Temporary
• Defined goal
• Created on demand
• Often includes resources
37
2013 / Michael Mahlberg Slide #
Team
• Common Purpose
• Complementary skills
• Mutually accountable
• Members selected based on merit
• Leadership varies with task at hand
38
2013 / Michael Mahlberg Slide #
Highlights
• Committee => Function
• Task Force => Goal
• Team => Purpose
39
2013 / Michael Mahlberg Slide #
Committee
• Subgroup with mixed expertise
• Formed from the outside
• Tasked to perform a specific function
• Can be temporary or permanent
• Usually not a full time occupation
40
2013 / Michael Mahlberg Slide #
Task Force
• Expert group for a specific area
• Temporary
• Defined goal
• Created on demand
• Often includes ressources
41
2013 / Michael Mahlberg Slide #
Team
• Common Purpose
• Complementary skills
• Mutually accountable
• Members selected based on merit
• Leadership varies with task at hand
42
2013 / Michael Mahlberg Slide #
Highlights
• Committee => Function, Part-time,Temporary or Permanent
• Task Force => Goal, Full-time,Temporary
• Team => Purpose, semi-permanent
43
2013 / Michael Mahlberg Slide #
Audience participation
• Which of the groups you identified earlier where teams,
	

 which where committees and
	

 which where task forces?
• Do you work in a team?
• Does a team work for you?
44
2013 / Michael Mahlberg Slide #
Drexler / Sibbet
• Tuckman: 1965
• Allan Drexler and David Sibbet:1990’s
45
2013 / Michael Mahlberg Slide #
Phases (Drexler / Sibbet)
• Creating a team
• Sustaining a team
46
2013 / Michael Mahlberg Slide #
Just search for Drexler/Sibbet on Google Images
From ‘the internet’
47
Why
(orientation)
Who (Trust
Building)
What (Goal
clarification)
How
(Commitment)
Who, what, when,
where? (Implementation)
Wow (High
performance)
Why (Renewal)
Choices
Tasks
Working
relationships
Meaning
Layers according
to Esther Derby,
AYE 2008
48 Website Esther Derby
2013 / Michael Mahlberg Slide #
• If not resolved
- Disorientation
- Uncertainty
- Fear
• If resolved
- Purpose
- Team Identity
- Membership
Why (Orientation)
49
2013 / Michael Mahlberg Slide #
• If not resolved
- Caution
- Mistrust
- Facade
• If resolved
- Mutual regard
- Honesty
- Reliability
Who (Trust Building)
50
2013 / Michael Mahlberg Slide #
• If not resolved
- Apathy
- Skepticism
- Irrelevant Competition
• If resolved
- Explicit Assumptions
- Clear, integrated goals
- SharedVision
What (Goal clarification)
51
2013 / Michael Mahlberg Slide #
• If not resolved
- Dependence
- Resistence
• If resolved
- Assigned roles
- Allocated resources
- Decisions made
How (Commitment)
52
2013 / Michael Mahlberg Slide #
• If not resolved
- Conflicts/confusion
- Disalignment
- Missed deadlines
• If resolved
- Clear processes
- Alignment
- Disciplined Alignment
Who, what, when, where?
(Implementation)
53
2013 / Michael Mahlberg Slide #
• If not resolved
- Overload
- Disharmony
• If resolved
- Spontaneous interaction
- Synergy
- Surpassing Results
Wow (High performance)
54
2013 / Michael Mahlberg Slide #
• If not resolved
- Boredom
- Burnout
- Churn
• If resolved
- Recognition
- Celebration
- Staying power
- (Change Mastery)
Why (Renewal)
55
2013 / Michael Mahlberg Slide #
• Within each team
• Map the properties collected earlier to the Drexler/Sibbet
Model
• Identify indicators for a missing stage and actions to help
with the Step from on stage to the next.
• Select exemplary indicators/action for the presentation
according to your group
Audience participation
56
2013 / Michael Mahlberg Slide #
Group assignment
2 Orientation (Why)
3Trust building (Who)
4 Goal clarification (What)
5 Commitment (How)
6 Implementation (Who
does what when where)
7 High Performance (Wow)
8 Renewal (Why)
57
2013 / Michael Mahlberg Slide #
PresentationTeam 2
• Indicators and Activities for the Phase Orientation
Real-life indicators Real-life activities
58
2013 / Michael Mahlberg Slide #
PresentationTeam 3
• Indicators and Activities for the Phase Trust building
Real-life indicators Real-life activities
59
2013 / Michael Mahlberg Slide #
PresentationTeam 4
• Indicators and Activities for the Phase Goal clarification
Real-life indicators Real-life activities
60
2013 / Michael Mahlberg Slide #
PresentationTeam 5
• Indicators and Activities for the Phase Commitment
Real-life indicators Real-life activities
61
2013 / Michael Mahlberg Slide #
PresentationTeam 6
• Indicators and Activities for the Phase Implementation
Real-life indicators Real-life activities
62
2013 / Michael Mahlberg Slide #
PresentationTeam 7
• Indicators and Activities for the Phase High Performance
Real-life indicators Real-life activities
63
2013 / Michael Mahlberg Slide #
PresentationTeam 8
• Indicators and Activities for the Phase Renewal
Real-life indicators Real-life activities
64
2013 / Michael Mahlberg Slide #
The other team models
Beyond forming and storming
65
2013 / Michael Mahlberg Slide #
The other team models
Beyond forming and storming
Facilitated by Michael Mahlberg (google me ;-) )
Thank You!
66
2013 / Michael Mahlberg Slide #
Contact Information
• If you have questions, don’t hesitate to contact me via e-mail
at: mm@michaelmahlberg.com
• You can also find me onTwitter as MMahlberg
• I sometimes blog on http://agile-aspects.michaelmahlberg.com
• My homepage is http://www.michaelmahlberg.com
67

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The other team-models - beyond forming and storming

  • 1. 2013 / Michael Mahlberg Slide # The other team models Beyond forming and storming A micro workshop at STARTPLATZ Köln 2013-06-05 1
  • 2. 2013 / Michael Mahlberg Slide # Who am I • Michael Mahlberg, CEO “The Consulting Guild”, Germany • Working as a consultant for more than 25Years • Can’t get to sleep well until I know why things happened and how I can work with this knowledge in a comparable situation in the future. 2
  • 3. 2013 / Michael Mahlberg Slide # Everything is optional 3
  • 4. 2013 / Michael Mahlberg Slide # Who are you? • Show of hand: • Do you know aboutTuckman? • Are you a coach or trainer? • Do you work in a team? • Does a team work for you? 4
  • 5. 2013 / Michael Mahlberg Slide # Who are you • In which team are you today? 5
  • 6. 2013 / Michael Mahlberg Slide # Audience participation 6
  • 7. 2013 / Michael Mahlberg Slide # Timelines • Material • Paper (supplied) • Post-its (supplied) • Pen 7
  • 8. 2013 / Michael Mahlberg Slide # Build the environment • Tables? • Paper? 8
  • 9. 2013 / Michael Mahlberg Slide # Collect teams from your past 3 Minutes 9
  • 10. 2013 / Michael Mahlberg Slide # 10
  • 11. 2013 / Michael Mahlberg Slide # The timeline • Place theTeams from left to right • Leave space for drawing 11
  • 12. 2013 / Michael Mahlberg Slide # 12
  • 13. 2013 / Michael Mahlberg Slide # Mood - line • How was your overall personal feeling during that time • Only the feelings related to teams of course • The average of all the team-related feelings at that point in time 13
  • 14. 2013 / Michael Mahlberg Slide # 14
  • 15. 2013 / Michael Mahlberg Slide # Synchronize • Do we all have a timeline? 15
  • 16. 2013 / Michael Mahlberg Slide # Why was it the way it was? • What happened at “interesting” points of the timeline? 16
  • 17. 2013 / Michael Mahlberg Slide # 17
  • 18. 2013 / Michael Mahlberg Slide # The usual suspects • Tuckman • J-Curve 18
  • 19. 2013 / Michael Mahlberg Slide # Tuckman Forming – Storming – Norming – Performing 19
  • 20. 2013 / Michael Mahlberg Slide # Tuckman Forming Storming Norming Performing Adjourning? 20
  • 21. 2013 / Michael Mahlberg Slide # J-Curve Based on work by Gerald M. Weinberg e.g. Secrets of Consulting 21 Website Jerry Weinberg
  • 22. 2013 / Michael Mahlberg Slide # Based on work by Gerald M. Weinberg e.g. Secrets of Consulting J-Curve 22 Website Jerry Weinberg
  • 23. 2013 / Michael Mahlberg Slide # J J J Based on work by Gerald M. Weinberg e.g. Secrets of Consulting J-Curve 23 Website Jerry Weinberg
  • 24. 2013 / Michael Mahlberg Slide # JJJJ-Curve 24
  • 25. 2013 / Michael Mahlberg Slide # Satir Change Model Based on work by Virginia Satir and Steven M. Smith baseline foreign element resistence old status quo chaos transforming idea integration new status quo 25 Satir Article by Steve Smith
  • 26. 2013 / Michael Mahlberg Slide # JJJJ-Curve 26
  • 27. 2013 / Michael Mahlberg Slide # J J J Based on work by Gerald M. Weinberg e.g. Secrets of Consulting J-Curve - degenerated 27
  • 28. 2013 / Michael Mahlberg Slide # Work in groups 28
  • 29. 2013 / Michael Mahlberg Slide # Why was it the way it was? • On a meta level! • What are the qualities that lead to – or away from – important characteristics, including, but not limited to • Enjoyable • Sustainable • Successful 29
  • 30. 2013 / Michael Mahlberg Slide # What is a team anyway? • According to R. KEVIN GRIGSBY, DSW • Defined in 2008 • Originally aimed at staff in medical organizations 30
  • 31. 2013 / Michael Mahlberg Slide # What is a team anyway? • Committee • Task Force • Team Groups of People 31
  • 32. 2013 / Michael Mahlberg Slide # Committee • Subgroup with mixed expertise • Formed from the outside • Tasked to perform a specific function • Can be temporary or permanent • Usually not a full time occupation 32
  • 33. 2013 / Michael Mahlberg Slide # Task Force • Expert group for a specific area • Temporary • Defined goal • Created on demand • Often includes ressources 33
  • 34. 2013 / Michael Mahlberg Slide # Team • Common Purpose • Complementary skills • Mutually accountable • Members selected based on merit • Leadership varies with task at hand 34
  • 35. 2013 / Michael Mahlberg Slide # Highlights • Committee => • Task Force => • Team => 35
  • 36. 2013 / Michael Mahlberg Slide # Committee • Subgroup with mixed expertise • Formed from the outside • Tasked to perform a specific function • Can be temporary or permanent • Usually not a full time occupation 36
  • 37. 2013 / Michael Mahlberg Slide # Task Force • Expert group for a specific area • Temporary • Defined goal • Created on demand • Often includes resources 37
  • 38. 2013 / Michael Mahlberg Slide # Team • Common Purpose • Complementary skills • Mutually accountable • Members selected based on merit • Leadership varies with task at hand 38
  • 39. 2013 / Michael Mahlberg Slide # Highlights • Committee => Function • Task Force => Goal • Team => Purpose 39
  • 40. 2013 / Michael Mahlberg Slide # Committee • Subgroup with mixed expertise • Formed from the outside • Tasked to perform a specific function • Can be temporary or permanent • Usually not a full time occupation 40
  • 41. 2013 / Michael Mahlberg Slide # Task Force • Expert group for a specific area • Temporary • Defined goal • Created on demand • Often includes ressources 41
  • 42. 2013 / Michael Mahlberg Slide # Team • Common Purpose • Complementary skills • Mutually accountable • Members selected based on merit • Leadership varies with task at hand 42
  • 43. 2013 / Michael Mahlberg Slide # Highlights • Committee => Function, Part-time,Temporary or Permanent • Task Force => Goal, Full-time,Temporary • Team => Purpose, semi-permanent 43
  • 44. 2013 / Michael Mahlberg Slide # Audience participation • Which of the groups you identified earlier where teams, which where committees and which where task forces? • Do you work in a team? • Does a team work for you? 44
  • 45. 2013 / Michael Mahlberg Slide # Drexler / Sibbet • Tuckman: 1965 • Allan Drexler and David Sibbet:1990’s 45
  • 46. 2013 / Michael Mahlberg Slide # Phases (Drexler / Sibbet) • Creating a team • Sustaining a team 46
  • 47. 2013 / Michael Mahlberg Slide # Just search for Drexler/Sibbet on Google Images From ‘the internet’ 47
  • 48. Why (orientation) Who (Trust Building) What (Goal clarification) How (Commitment) Who, what, when, where? (Implementation) Wow (High performance) Why (Renewal) Choices Tasks Working relationships Meaning Layers according to Esther Derby, AYE 2008 48 Website Esther Derby
  • 49. 2013 / Michael Mahlberg Slide # • If not resolved - Disorientation - Uncertainty - Fear • If resolved - Purpose - Team Identity - Membership Why (Orientation) 49
  • 50. 2013 / Michael Mahlberg Slide # • If not resolved - Caution - Mistrust - Facade • If resolved - Mutual regard - Honesty - Reliability Who (Trust Building) 50
  • 51. 2013 / Michael Mahlberg Slide # • If not resolved - Apathy - Skepticism - Irrelevant Competition • If resolved - Explicit Assumptions - Clear, integrated goals - SharedVision What (Goal clarification) 51
  • 52. 2013 / Michael Mahlberg Slide # • If not resolved - Dependence - Resistence • If resolved - Assigned roles - Allocated resources - Decisions made How (Commitment) 52
  • 53. 2013 / Michael Mahlberg Slide # • If not resolved - Conflicts/confusion - Disalignment - Missed deadlines • If resolved - Clear processes - Alignment - Disciplined Alignment Who, what, when, where? (Implementation) 53
  • 54. 2013 / Michael Mahlberg Slide # • If not resolved - Overload - Disharmony • If resolved - Spontaneous interaction - Synergy - Surpassing Results Wow (High performance) 54
  • 55. 2013 / Michael Mahlberg Slide # • If not resolved - Boredom - Burnout - Churn • If resolved - Recognition - Celebration - Staying power - (Change Mastery) Why (Renewal) 55
  • 56. 2013 / Michael Mahlberg Slide # • Within each team • Map the properties collected earlier to the Drexler/Sibbet Model • Identify indicators for a missing stage and actions to help with the Step from on stage to the next. • Select exemplary indicators/action for the presentation according to your group Audience participation 56
  • 57. 2013 / Michael Mahlberg Slide # Group assignment 2 Orientation (Why) 3Trust building (Who) 4 Goal clarification (What) 5 Commitment (How) 6 Implementation (Who does what when where) 7 High Performance (Wow) 8 Renewal (Why) 57
  • 58. 2013 / Michael Mahlberg Slide # PresentationTeam 2 • Indicators and Activities for the Phase Orientation Real-life indicators Real-life activities 58
  • 59. 2013 / Michael Mahlberg Slide # PresentationTeam 3 • Indicators and Activities for the Phase Trust building Real-life indicators Real-life activities 59
  • 60. 2013 / Michael Mahlberg Slide # PresentationTeam 4 • Indicators and Activities for the Phase Goal clarification Real-life indicators Real-life activities 60
  • 61. 2013 / Michael Mahlberg Slide # PresentationTeam 5 • Indicators and Activities for the Phase Commitment Real-life indicators Real-life activities 61
  • 62. 2013 / Michael Mahlberg Slide # PresentationTeam 6 • Indicators and Activities for the Phase Implementation Real-life indicators Real-life activities 62
  • 63. 2013 / Michael Mahlberg Slide # PresentationTeam 7 • Indicators and Activities for the Phase High Performance Real-life indicators Real-life activities 63
  • 64. 2013 / Michael Mahlberg Slide # PresentationTeam 8 • Indicators and Activities for the Phase Renewal Real-life indicators Real-life activities 64
  • 65. 2013 / Michael Mahlberg Slide # The other team models Beyond forming and storming 65
  • 66. 2013 / Michael Mahlberg Slide # The other team models Beyond forming and storming Facilitated by Michael Mahlberg (google me ;-) ) Thank You! 66
  • 67. 2013 / Michael Mahlberg Slide # Contact Information • If you have questions, don’t hesitate to contact me via e-mail at: mm@michaelmahlberg.com • You can also find me onTwitter as MMahlberg • I sometimes blog on http://agile-aspects.michaelmahlberg.com • My homepage is http://www.michaelmahlberg.com 67