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Team Leading and Management Working in Teams. Session Outline l Tuckman’s group stage theory.

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Presentation on theme: "Team Leading and Management Working in Teams. Session Outline l Tuckman’s group stage theory."— Presentation transcript:

1 Team Leading and Management Working in Teams

2 Session Outline l Tuckman’s group stage theory

3 Learning Objectives l understand how team theory can assist with understanding team behaviour

4 Starting Activity My Best and Worst Moments in a Team Discuss with your assessor your best and worst moments in a team.

5 Bruce Tuckman (1965) l Suggested a team development model. It is simple to understand and relates to both academic groups and the workplace. In its original form it had four stages (1–4) and was later adapted in several ways to add more stages.

6 Tuckman Stage 1 – Forming l Team members are introduced and get to know each other and begin to understand the reason for the team’s existence.

7 Tuckman Stage 2 – Storming l Storming, meaning stormy relationships where differences in views and opinions have occurred and conflicts and arguments emerge.

8 Tuckman Stage 3 – Norming l The group sets out the normal expectations and standards, agrees goals and how to achieve them.

9 Tuckman Stage 4 – Performing l The team starts to achieve the outcomes needed to successfully complete the team’s agreed goals.

10 Tuckman Stage 5 – Adjourning l The completing of the project and dealing with the issues learned and the loss, sadness or relief of leaving the team.

11 Stage 1 – Forming Characteristics l During the forming stage team members will be getting to know each other. There is likely to be quiet, uncommunicative phases until each member knows the team. Team members will be watching and listening to others and the leader. Members will offer guarded information about themselves.

12 Stage 1 – Forming Behaviours l Members will present themselves. l Try to understand and relate to the team goal. l The team will try to define and explore the team goal. l Try to set out steps to achieve the goal. l Try to fit themselves into a role in the team.

13 Stage 1 – Forming Leader’s actions l Use ‘ice breakers’ to help the team to get to know each other. l Set out a management vision for the team. l Explain and make clear the dimensions and limitations within which the team must work: time, budget, and so on. l Move the team onto the storming stage at the correct time.

14 Stage 2 – Storming Characteristics l Once a team has gotten to know each other, you can expect there to be some stormy times as being polite and reserved gives way to real feelings and emotions. Control and personal influences on who is in control and what needs to be done must be argued out. Disagreements will occur and will need to be resolved.

15 Stage 2 – Storming Behaviours l Team members start to reveal their true selves, for better or worse. l Team members start to be impatient and frustrated with the progress the team is making. l Team members ‘tread on each other’s toes’ and they defend their positions or leave. l There will be general feelings of instability and mutiny.

16 Stage 2 – Storming Leader’s actions l Accept that the storming stage is vital to the team’s success. l Do not be put off or intimidated by the instability and aggression of this phase. l Remind the group that this stage is a natural point in the development of the group. l Manage the tensions and aggressions and turn them into positive actions. l Surface and address the conflicts – the team cannot move on until this is done. l Know the point to move the team on to the norming stage.

17 Stage 3 – Norming Characteristics l When the team has resolved the conflicts from the storming stage they will move on to agree the normal standards and expectations of being a group member. The focus of the team moves from conflict to performance. In the best teams genuine reflection takes place and the team performance is reviewed and improved until it is sufficient to complete the task.

18 Stage 3 – Norming Behaviours l The rules of membership and performance that may have been overlooked in the conflict of the previous stage are now taken very seriously. l There will be a move from ideas generation to planning and decision-making. l There will be limited discussion and much more action. l Subgroups, both formal and informal, may be formed to progress towards the final goal more quickly. l There will be very little explicit conflict; there may however be some tacit (behind-the-scenes) conflict.

19 Stage 3 – Norming Leader’s actions l As leader you must keep the team focused on the task and its timely completion. l Control the team and ensure they are following the agreed plans to completion. l Control the amount of informal subgrouping that may occur. l Watch out for and control tacit conflict (a spillover from the storming stage). l Control and relieve stress and pressure; act as the team ‘lubricant’. l Inject some humour and fun.

20 Stage 4 – Performing Characteristics l This is the achievement stage and is characterised by action and completion. The norming stage will have set milestones to complete the task; these will be achieved and performance evaluated. Successful teams will now be adaptable, performance-driven and task-centred. The team is likely to be proactive and not require motivation or management. The team will viciously support each other and will aggressively attack any outside person that criticises the team.

21 Stage 4 – Performing Behaviours l Productive and output-driven, there will be very little unnecessary communication. l The team will be cohesive and stick together. l The team will be proactive and fast to respond to problems. l The team will respond to criticism from within the team but be intolerant of criticism from outside of the team.

22 Stage 4 – Performing Leader’s actions l Watch out for teams running out of control and in the wrong or inappropriate directions. l Reassert the output standards required and monitor team performance against the required standards. l Devise praise methods and rewards as milestones are met. l Relax and let the team perform without intervention from leadership; monitor and do not interfere – you will be treated as an outsider if you criticise.

23 Stage 5 – Adjourning Characteristics l The team’s reason for existing is gradually achieved and this can leave a vacuum that is hard to fill. Team members will gradually drift away and spend less time on this team’s tasks. They may already have started to be involved in other teams.

24 Stage 5 – Adjourning Behaviours l elation at the success of achievement and then a sense of deflation as the challenge has disappeared l a sense of loss as the tight cohesive social group is gradually disbanded l divided loyalties as team members move on to other teams l relief at being free of a dysfunctional team

25 Stage 5 – Adjourning Leader’s actions l Manage the finishing post so that the team finishes with a ‘big bang’. l Maintain the cohesive nature of the team until the end. l Arrange reward, praise systems and a final ‘wake’ – actively mourn the end of the team. l Manage and trap the organisational learning that the team has created. l Arrange network structures after the death of the team.

26 Which Stage is Which ? Norming Performing Forming Storming

27 Which Stage is Which ? Norming Performing Forming Storming

28 Which Stage is Which ? Norming Performing FormingStorming

29 Which Stage is Which ? Norming Performing FormingStorming

30 Which Stage is Which ? Norming Performing FormingStorming

31 Tuckman in the Movies !!!


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