The document outlines the 5 stages of team development: 1) Forming, where individuals see themselves as a group and focus on involvement and cohesion; 2) Storming, where conflicts emerge as members vie for leadership and direction; 3) Norming, where the group establishes expectations and roles; 4) Performing, where the group works effectively to accomplish tasks; and 5) Adjourning, where the team disperses upon completing its task. It also discusses leadership styles and commitment levels appropriate for each stage of development.
The 5 Stages of Group Development.
Forming
Storming
Norming
Performing
Adjourning
View video: https://www.youtube.com/watch?v=8LzsQbJV2Aw
The development of groups over the lifespan of the group.
Tuckman’s Model – 5 Stages of Team Development and Practical Limitations: https://agile-mercurial.com/2019/04/16/tuckmans-model-5-stages-of-team-development-and-practical-limitations/
The 5 Stages of Group Development.
Forming
Storming
Norming
Performing
Adjourning
View video: https://www.youtube.com/watch?v=8LzsQbJV2Aw
The development of groups over the lifespan of the group.
Tuckman’s Model – 5 Stages of Team Development and Practical Limitations: https://agile-mercurial.com/2019/04/16/tuckmans-model-5-stages-of-team-development-and-practical-limitations/
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
Know how effective team management can lead to successful team work, which in turn can ultimately lead to the successful organization http://bit.ly/ZZNmC2
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
Know how effective team management can lead to successful team work, which in turn can ultimately lead to the successful organization http://bit.ly/ZZNmC2
FOR POWERPOINT PRESENTATION
Stage 1: FORMING
• GROUP MEMBERS LOOK TO THE LEADER FOR DIRECTION.
• MEMBERS HAVE A DESIRE FOR ACCEPTANCE BY THE GROUP AND FITTING IN.
• MEMBERS ARE SIZING EACH OTHER UP – CHECKING OUT PERSONALITIES AND TALENTS OF OTHER MEMBERS.
• MEMBERS FOCUS THEIR DISCUSSION ON THE TASK AT HAND, NOT WORRYING ABOUT RELATIONSHIPS.
• FEELINGS GOING THROUGH MEMBERS INCLUDE INSECURITY, NERVOUSNESS. THEY ARE ASKING THEMSELVES “Do I belong?”, “Will I be accepted by the group?”
Stage 2: Storming
• THIS STAGE IS CHARACTERIZED BY TENSION, COMPETITION, AND CONFLICT AMONG GROUP MEMBERS.
• QUESTIONS ARISE ABOUT WHO IS RESPONSIBLE FOR WHAT AND WHAT THE RULES ARE.
• SOME MEMBERS MAY REMAIN SILENT WHILE OTHERS ATTEMPT TO DOMINATE.
• SOME MEMBERS QUESTION AUTHORITY AND COMPETENCY OF THE GROUP LEADER
• THE GROUP LEADER HAS TO RAISE THE CONFLICT ISSUE AND DEAL WITH IT.
Stage 3: Norming
• LEADERSHIP IS SHARED AND CLIQUES DISSOLVED.
• CONFLICTS ARE RESOLVED AND THERE IS A STRONGER SENSE OF BELONGING TO THE GROUP.
• CREATIVITY IS HIGH.
• PEOPLE KNOW WHERE THEY FIT IN AND WHAT IS EXPECTED OF THEM.
Stage 4: Performing
• NOW THE GROUP IS IN HIGH GEAR AND HIGHLY PRODUCTIVE. THE NEED FOR GROUP APPROVAL IS PAST.
• GROUP MEMBERS CAN NOW FOCUS ON THE TASK AND CARE FOR OTHER MEMBERS OF THE GROUP.
• GROUP IDENTITY IS COMPLETE, GROUP MORALE IS HIGH, AND GROUP LOYALTY IS INTENSE.
Stage 5: RE-FORMING
• THIS STAGE OCCURS WHEN THE TASKS ARE COMPLETED AND THERE NO LONGER IS A NEED FOR THE GROUP TO EXIST.
• THIS STAGE INCLUDES RECOGNITION FOR PARTICIPATION (AWARDS) AND AN OPPORTUNITY FOR GROUP MEMBERS TO SAY GOOD BYE. (CLOSURE)
• WITH THE DISSOLVING OF THE GROUP, NEW LEADERS ARE NEEDED TO TAKE ON THE NEW TASKS, SO A NEW GROUP FORMS.
THE FIVE DYSFUNCTIONS Of A TEAM - Eine Zusammenfassungcklatt82
Teambuilding ist inzwischen fester Bestandteil strategischer Planung und Ausrichtungen von Unternehmen. Gut funktionierende Teams können einen erheblichen Wettbewerbsvorteil generieren. Patrick Lencioni beschreibt in seinem Buch „The five dysfunctions of a Team“ ein hierachisches Modell mit fünf wesentlichen Erfolgsvoraussetzungen, die das effiziente Arbeiten von Teams beeinflussen. In der nachfolgenden Präsentation werden die einzelnen Ebenen nacheinander vorgestellt und miteinander in Verbindung gebracht. Ein Diagnosetool soll helfen zu ermitteln auf welcher Dysfunktionsebene möglicherweise Probleme bestehen und somit den Erfolg beeinflussen. Abschließend wird eine Brücke zur agilen Softwareentwicklung geschlagen.
Folie 6 – 14 1.) Vertrauen
Folie 15 – 24 2.) Konfliktkultur
Folie 25 – 29 3.) Commitment
Folie 30 – 35 4.) Verantwortung für das Ganze
Folie 36 – 40 5.) Fokus auf Resultate
Folie 41 – 45 Verknüpfung der Ebenen
Folie 46 Kurze Zusammenfassung
Folie 47 – 54 Diagnosetool Anfälligkeit für Dysfunktion
Folie 55 – 60 Adaption Agile Softwareentwicklung
All teams go through predictable and unavoidable stages of development. These stages are backed up by research into teams across all industry groups. What are these stages? What can you as a team leader do to make an easier transition into each stage? This session considers some practical advice for accelerate the team’s development and maturity.
All teams go through predictable and unavoidable stages of development. These stages are backed up by research into teams across all industry groups. What are these stages? What can you as a team leader do to make an easier transition into each stage? This session considers some practical advice for accelerate the team’s development and maturity.
1. Stages of team development 1. Testing (forming) 2. In-fighting (storming) 3. Getting organised (norming) 4. Mature rapport (performing) Adjourning (disperse) M ourning
2. Forming Polite Impersonal Watchful Silence Concern for structure Guarded Anxiety Dependence on leader
4. Norming Confronting issues Giving feedback Developing skills Clearer roles emerging More/better listening More open exchanges Move to group cohesion Establishing procedures and norms
6. FORMING : Individuals begin to see themselves as a group with a common task. Issues are involvement and cohesion. STORMING : Group members vie for leadership and control. Issues are direction and conflict management. NORMING : Group develops expectations about correct behaviours and an identity. Issues are agreeing on expectations and how to deal with the failure of some to meet group expectations. PERFORMING : Group members are actively involved in doing a task, accomplishing some objectives. Issues are individual performance and co-ordination.
7. Leading a project team Development project team Forming Storming Norming Performing High Low Competence project team Committment project team
8. Leading a project team Style of Leadership Telling Selling Participating Delegating Much Little Task oriented Relation oriented
9. Leading a project team Commitment/ energy project team Development project team Forming Storming Norming Performing High Low Competence project team Style of leadership Telling Selling Participating Delegating Much Little Instruct Coach