This document discusses team coaching and outlines several key topics including the themes of team coaching, Bruce Tuckman's stages of team formation, the five dysfunctions of a team according to Patrick Lencioni, an example of team coaching in an IT environment using Scrum, and concepts like habits of effective people and the importance of leadership. The document provides an overview of many different aspects of building and coaching effective teams.

1. Team Coaching
AUTHOR: VITALII BARASH
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2. Contents
1. Themes of team coaching
2. The steps of forming a team
3. Five dysfunctions of a team
4. Hands-on example of team coaching in IT environment
5. Clues for team coaching
6. Outlines
2

3. ”
“ The strength of the team is each
individual team member. The strength of
each member is the team.
BY PHIL JACKSON
Themes of team coaching
3

4. 4
Team
leadership
Team
objectives
Team
relationships
and dynamics
Roles and
responsibilities
Team strategy
Building
resilience
Change,
transition and
ambiguity
Working as a
‘top team’
Instance

5. ”
“ Human accomplishments result from the reciprocal
influences of external circumstances, a host of personal
determinants, including endowed potentialities, acquired
competencies, reflective thought, and a high level of self
initiative.
The stages of team formation
5
BY BRUCE TUCKMAN

6. Bruce Tuckman
6
Forming
•independent behavior
•a lack of clarity
•checking one another
out
Storming
•conflict and polarization
around interpersonal issue
•little team spirit
•setting boundaries
Norming
•success occurs
•feedback is objective
•team confidence is high
•hidden agendas become
open
Performing
•high motivated
•no surprises
•big wins
•“We” orientation
•high trust
•superior performance
Adjourning
In 1965…
In 1977…
• separation
• achievement
the goal
• insecurity
© Developmental sequence in small groups, 1965

7. ”
“Great teams do not hold back with one another. They are
unafraid to air their dirty laundry. They admit their
mistakes, their weaknesses, and their concerns without fear
of reprisal.
7
BY PATRICK LENCIONI
Five dysfunctions of a team

8. 8
Inattention
to
Results
Avoidance
of
Accountability
Lack
of
Communication
Fear
of
Conflict
Absence
of
Trust
Patrick Lencioni
© Five dysfunctions of a team
The unwillingness to
be vulnerable within
the group
Incapable of
engaging in
passionate debate
of ideas
Pretending to feign
agreement during
meetings
Incapable of
committing to a
clear plan of actions
Put their needs
above the collective
goal
Like a chain with just one link broken, teamwork deteriorates if even a
single dysfunction is allowed to flourish

9. ”
“A manager's most important work is helping the people
doing the work. Give them a goal and let them work.
Remove any impediments that get in their way. Do
anything that may make them more effective or
productive. Then the organization can capitalize on the
fruits of their work.
BY KEN SCHWABER
Hands-on example of team coaching
in IT environment
9

10. Agile approaches
10
4 values
12
principles
2 OF THEM
6 OF THEM
Individuals and interactions
Customer collaboration
Satisfying the customer
Dealing with business people
Motivated individuals
Face-to-face conversation
Become more effective
Self-organizing teams
concern people

11. Leading causes of failed Agile Projects
11
© 9TH ANNUAL State of Agile™ Survey

12. Prescient SCRUM
12
3 tenets
3 roles
5 events
©9THANNUALStateofAgile™Survey
3-4
artefacts
The most gripping thing is…
one role that is called…
SCRUM
Master

13. SCRUM Master: responsibilities
13
Facilitating SCRUM events
Removing impediments to the DT’s progress
Coaching and helping the DT* and the PO*
Leading and coaching the organisation
Helping employees and stakeholders
Understanding and practicing agility
Understanding product planning in an empirical environment
*PO – Product Owner, DT – Development Team © SCRUM Guide

14. The Development Team
14
Adherence to the SCRUM, the DT should be: self-organised and cross-functional. Is it possible?
OPEN-MINDNESS FOCUSE RESPONSIBILITY RESPECT
BRAVERY VISIBILITY OUTGOINGNESS
© SCRUMmaster.com.ua

15. The HRT concept
15
© Team Geek: A Software Developer’s Guide to Working Well with Others
Brian W. Fitzpatrick
Ben Collins-Sussman
Lose the Ego
Learn to Both Deal Out and Handle Criticism
Fail Fast; Learn; Iterate
Leave time for Learning
Learn Patience
Be Open to Influence

16. Proactive behaviour as Habit 1
16
© 7 Habits of Highly Effective People
Concern
Influence
Proactive
Reactive
Stephen Covey
Independence
Dependence
Interdependence

17. Leadership matters
17
© Good to Great: Why Some Companies Make the Leap… And Others Don’t
Jim Collins
Old adage
“People are your most important asset”
does not lead to the leap because
“The right people are”
Example: power of personality
+ Lee Iacocca
Beat the market 2.9 times and…
then it was at stake.
What has happened?

18. Outlines
18
―team coaching is a perplexing process;
―there are a lot of topics that have to be covered in order to achieve the best
results;
―each team goes through several stages of the development;
―there are a myriad of impediments on the team’s way;
―IT industry pays significant attention to the team coaching in terms of Agile
philosophy of project management;
―there are a plethora of theories and techniques we should catch up with.