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Team models-t4 at2015
1) The document discusses team dynamics models beyond Tuckman's classic forming, storming, norming, performing model. It presents Drexler and Sibbet's model of team phases focused on creating and sustaining teams. 2) Drexler and Sibbet's model includes phases focused on why the team exists, building trust among members, clarifying goals, committing to how the team will operate, implementing work, achieving high performance, and renewing the team. 3) The document facilitates a group discussion mapping properties of successful teams to Drexler and Sibbet's model and identifying indicators and actions for progressing from one phase to the next.
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Team models-t4 at2015
- 1. Teamdynamics revisited BeyondTuckman ! presented atTools4 AgileTeams,Wiesbaden 2015-09-18
- 2. 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 have happened and how I can work with this knowledge in a comparable situation in the future.
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- 4. 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?
- 5. Timelines • Material • Paper(supplied) • Post-its (supplied) • Pen
- 6. Build the environment •Tables? • Paper?
- 7. Collect teams fromyour past 3 Minutes
- 9. The timeline • PlacetheTeams from left to right • Leave space for drawing
- 11. 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. Synchronize • Do weall have a timeline?
- 14. Why was itthe way it was? • What happened at “interesting” points of the timeline?
- 16. Tuckman Forming – Storming– Norming – Performing
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- 24. Why was itthe 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
- 25. What is ateam anyway? • According to R. KEVIN GRIGSBY, DSW • Defined in 2008 • Originally aimed at staff in medical organizations
- 26. What is ateam anyway? • Committee • Task Force • Team Groups of People
- 27. Committee • Subgroup withmixed expertise • Formed from the outside • Tasked to perform a specific function • Can be temporary or permanent • Usually not a full time occupation
- 28. Task Force • Expertgroup for a specific area • Temporary • Defined goal • Created on demand • Often includes ressources
- 29. Team • Common Purpose •Complementary skills • Mutually accountable • Members selected based on merit • Leadership varies with task at hand
- 30. Highlights • Committee =>Function, Part-time,Temporary or Permanent ! • Task Force => Goal, Full-time,Temporary ! • Team => Purpose, semi-permanent
- 31. Audience participation • Whichof 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?
- 32. Drexler / Sibbet •Tuckman: 1965 • Allan Drexler and David Sibbet:1990’s
- 33. Phases (Drexler /Sibbet) • Creating a team • Sustaining a team
- 34. Just search forDrexler/Sibbet on Google Images From ‘the internet’
- 35. 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
- 36. • If notresolved - Disorientation - Uncertainty - Fear • If resolved - Purpose - Team Identity - Membership Why (Orientation)
- 37. • If notresolved - Caution - Mistrust - Facade • If resolved - Mutual regard - Honesty - Reliability Who (Trust Building)
- 38. • If notresolved - Apathy - Skepticism - Irrelevant Competition • If resolved - Explicit Assumptions - Clear, integrated goals - SharedVision What (Goal clarification)
- 39. • If notresolved - Dependence - Resistence • If resolved - Assigned roles - Allocated resources - Decisions made How (Commitment)
- 40. • If notresolved - Conflicts/confusion - Disalignment - Missed deadlines • If resolved - Clear processes - Alignment - Disciplined Alignment Who, what, when, where? (Implementation)
- 41. • If notresolved - Overload - Disharmony • If resolved - Spontaneous interaction - Synergy - Surpassing Results Wow (High performance)
- 42. • If notresolved - Boredom - Burnout - Churn • If resolved - Recognition - Celebration - Staying power - (Change Mastery) Why (Renewal)
- 43. • On eachwall • 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. Audience participation
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- 45. The other teammodels Beyond forming and storming
- 46. The other teammodels Beyond forming and storming ! Facilitated by Michael Mahlberg (google me ;-) ) Thank You!
- 47. Contact Information • Ifyou 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