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.

1. Teamdynamics revisited
BeyondTuckman
!
presented atTools 4 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.

3. Everything is optional

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 from your past
3 Minutes

9. The timeline
• Place theTeams 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 we all have a timeline?

14. Why was it the way it was?
• What happened at “interesting” points of the timeline?

16. Tuckman
Forming – Storming – Norming – Performing

17. Tuckman
Forming
!
Storming
Norming
Performing
!
Adjourning?

18. Forming

19. Storming

20. Norming

21. Performing

22. Adjourning?

23. Work in groups

24. 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

25. What is a team anyway?
• According to R. KEVIN GRIGSBY, DSW
• Defined in 2008
• Originally aimed at staff in medical organizations

26. What is a team anyway?
• Committee
• Task Force
• Team
Groups of People

27. 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

28. Task Force
• Expert group 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
• 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?

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 for Drexler/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 not resolved
- Disorientation
- Uncertainty
- Fear
• If resolved
- Purpose
- Team Identity
- Membership
Why (Orientation)

37. • If not resolved
- Caution
- Mistrust
- Facade
• If resolved
- Mutual regard
- Honesty
- Reliability
Who (Trust Building)

38. • If not resolved
- Apathy
- Skepticism
- Irrelevant Competition
• If resolved
- Explicit Assumptions
- Clear, integrated goals
- SharedVision
What (Goal clarification)

39. • If not resolved
- Dependence
- Resistence
• If resolved
- Assigned roles
- Allocated resources
- Decisions made
How (Commitment)

40. • If not resolved
- Conflicts/confusion
- Disalignment
- Missed deadlines
• If resolved
- Clear processes
- Alignment
- Disciplined Alignment
Who, what, when, where?
(Implementation)

41. • If not resolved
- Overload
- Disharmony
• If resolved
- Spontaneous interaction
- Synergy
- Surpassing Results
Wow (High performance)

42. • If not resolved
- Boredom
- Burnout
- Churn
• If resolved
- Recognition
- Celebration
- Staying power
- (Change Mastery)
Why (Renewal)

43. • On each wall
• 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

44. Group Discussion

45. The other team models
Beyond forming and storming

46. The other team models
Beyond forming and storming
!
Facilitated by Michael Mahlberg (google me ;-) )
Thank You!

47. 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