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Models for forming teams


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Models for forming teams

  1. 1. Models for Team Development and Building Dr. Serhiy Yevtushenko, 03 July 2014
  2. 2. Content • Teams and Groups • Overview of different models – of group dynamics and development – common team problems – conditions for effectiveness – further pointers
  3. 3. Teams and Work Groups Teams Work groups Small 4-12 Persons Differing size, could be big Committed to common purpose or goal, have interrelated or interdependent interim goals Individual goals Agreed upon approach to work Share Information, help each other, could make decision together Have complementary skills Have similar skills Make commitments about tasks to each other
  4. 4. Bruce W. Tuckman Group Dynamics Model
  5. 5. Team Development Phases Phase Behaviors Tasks Forming • Purpose and goals of team unclear • Members are cautious, avoid responsibility • Varying degrees of commitment by members • Making contact • Building a common purpose • Establish base level expectations • Direction from leader is required Storming • Struggles over approaches, directions and control • Counterproductive reactions on leadership • Members act independently • Involving everyone • Agreement on norms • Leader raises difficult issues and coaches team
  6. 6. Team Development Phases • Phase • Behaviors • Tasks Norming • Team gains confidence, feels a sense of momentum • Members begin to behave interdependently • Members agreement on roles and processes Performing • Group establish unique identity • Members work collaboratively and proactively for the benefit of the team • Seeking to improve relationships and performance on tasks • Assess and evaluate results against purpose and external forces Adjourning • Group task is achieved • Team breaks up • Assessment of team work • Celebrate team achievements
  7. 7. Drexler/Sibbet Team Performance Model ®
  8. 8. Lencioni 5 Dysfunctions of Team Model
  9. 9. J. Richard Hackman: Conditions for Team Effectiveness The Essentials Real Team Compelling Direction Right People The Enablers Sound Structure Supportive Context Team Coaching If three essential conditions could not be created, it’s better not to use teams to perform the work
  10. 10. J. Richard Hackman: Highlights • Team needs work that is designed for teams – Some tasks are better done by individuals • Executive leadership • Creative writing • Team should be bounded – Team members know, who is within the team • Authority of team should be explicitly defined • Team should be stable over time – Actual performance of stable teams increases over time
  11. 11. Positive Conditions for Teams • Real team: bounded, interdependent, stable • Use your authority to specify ends sought, but not the means the team has to use • All members have both task and teamwork skills • Avoiding derailers on teams • Keeping team small (single digits) and diverse • Establishing up-front norms that foster full use of member knowledge and skill • Leader exercises influence upwards and outwards to remove roadblocks and open opportunities • Providing well-timed, focused coaching
  12. 12. Team Coaching Effectiveness of coaching depending on team design Team Life Cycle Beginning Midpoint End of Cycle Focus of coaching Effort Performance Strategy Knowledge and skills Effective Coaching Intervention Motivational Consultative Educational Team Design Good coaching Bad Coaching Well-designed team Greatly helps Does not significantly impair Poorly-designed team Does not help Hurts Coaching style and focus depending on stage of team life-cycle
  13. 13. Other relevant sources about teams • J. Katzenbach „Wisdom of Teams“ and „Discipline of Teams“ • Belbin works on Teams • Core Protocols – a Toolbox for productive interactions within teams • 4D Model – Model for improving team work developed on NASA experience • D. Larsen, A. Nies „Lift-off“ – Agile Process for starting projects
  14. 14. Q & A Dr. Serhiy Yevtushenko codecentric AG An der Welle 3 60322 Frankfut