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Models for Team Development and Building
Dr. Serhiy Yevtushenko, 03 July 2014
Content
• Teams and Groups
• Overview of different models
– of group dynamics and development
– common team problems
– conditions for effectiveness
– further pointers
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
Bruce W. Tuckman Group Dynamics Model
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
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
Drexler/Sibbet Team Performance Model ®
Lencioni 5 Dysfunctions of Team Model
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
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
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
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
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
Q & A
Dr. Serhiy Yevtushenko
codecentric AG An der Welle 3 60322 Frankfut
http://asffm.blogspot.de