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Team working Problems with managing Clever People.

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Presentation on theme: "Team working Problems with managing Clever People."— Presentation transcript:

1 Team working Problems with managing Clever People

2 What is a team? More than one person More than one person So the crowd at at a football match? So the crowd at at a football match? Is a team different to a group? Or a community? Is a team different to a group? Or a community? More than one person working on a shared task, in which the process is improved because of the involvement of different people with different perspectives, skills and aptitudes More than one person working on a shared task, in which the process is improved because of the involvement of different people with different perspectives, skills and aptitudes

3 What do we need to do when working in teams? Identify and evaluate approaches to self- managing and team management Identify and evaluate approaches to self- managing and team management Characterise yourself and your team in terms of alternative approaches. Characterise yourself and your team in terms of alternative approaches. Appreciate the conditions and needs for managing particular categories and mixtures of relationships encountered by managers and consultants. Appreciate the conditions and needs for managing particular categories and mixtures of relationships encountered by managers and consultants.

4 First Know thyself To understand a team you first need to know yourself To understand a team you first need to know yourself SSP Blackboard site has details on: SSP Blackboard site has details on: Learning styles Learning styles s/job/psychometric.html s/job/psychometric.html s/job/psychometric.html s/job/psychometric.html Only then can you begin to wonder about others, and how you interact with them in a team Only then can you begin to wonder about others, and how you interact with them in a team So if you havent already visited these pages, do so asap! So if you havent already visited these pages, do so asap!

5 What is in it for me? And them? Maslow (1943) idendified a hierarchy of needs which can also be seen as motivational factors: Maslow (1943) idendified a hierarchy of needs which can also be seen as motivational factors: Physiological Physiological Food, water, shelter, sleep Food, water, shelter, sleep Safety Safety Stability, law, structure, clarity Stability, law, structure, clarity Belongingness Belongingness Partnership, friendship, groups Partnership, friendship, groups Esteem Esteem Self esteem, respect of others Self esteem, respect of others Self-Actualisation Self-Actualisation Meeting challenges, fulfilling promise Meeting challenges, fulfilling promise Need to know Need to know Aesthetic needs Aesthetic needs

6 Lifecycle of a Team Different sources point at the same basic model. Different sources point at the same basic model. Tuckman(1965) Tuckman(1965) He describes four key stages in a team's development: He describes four key stages in a team's development: Forming Forming Storming Storming Norming Norming Performing Performing

7 Tuckman Forming Forming Team depends on leader for direction, purpose and guidance. Team depends on leader for direction, purpose and guidance. Individual roles unclear Individual roles unclear Objectives need clarifying and reinforcing Objectives need clarifying and reinforcing boundaries and roles tested boundaries and roles tested

8 Tuckman Storming Storming Much inter-team conflict Much inter-team conflict Decisions don't come easily Decisions don't come easily Uncertainty persists, but there is the beginnings of understanding of purpose and goals Uncertainty persists, but there is the beginnings of understanding of purpose and goals Task focus is used to avoid distraction of relationship issues Task focus is used to avoid distraction of relationship issues

9 Tuckman Norming Norming Roles and responsibilities are clear Roles and responsibilities are clear Consensus broadly achieved Consensus broadly achieved Some delegation used Some delegation used Important decisions taken jointly Important decisions taken jointly Commitment and team spirit at its highest Commitment and team spirit at its highest Team working style openly discussed Team working style openly discussed Task can sometimes take second place Task can sometimes take second place

10 Tuckman Performing Performing Shared vision Shared vision Task clearly understood Task clearly understood Disagreements settled positively and internally Disagreements settled positively and internally No instruction required No instruction required Delegation happens naturally and members often seek to over- perform Delegation happens naturally and members often seek to over- perform

11 Lifecycle of a Directed Team Hersey and Blanchard (1977) Hersey and Blanchard (1977) Theory of Situational Leadership Theory of Situational Leadership Again, four key stages in a leaders relationship to a team's development: Again, four key stages in a leaders relationship to a team's development: Directing Directing Coaching and selling Coaching and selling Supporting and participating Supporting and participating Delegating Delegating

12 Managing Clever People Like Hurding Cats Like Hurding Cats Drucker (1999) states that knowledge workers are NOT the same as manual workers Drucker (1999) states that knowledge workers are NOT the same as manual workers They are assets to be sweated not costs to be reduced They are assets to be sweated not costs to be reduced

13 Managing Clever People Cloke and Goldsmith (2002) suggest some key questions:Cloke and Goldsmith (2002) suggest some key questions: Who are we? (team identification)Who are we? (team identification) Why are we here? (task identification)Why are we here? (task identification) Where are we going? (Vision)Where are we going? (Vision) How do we get there? (Objectives and goals)How do we get there? (Objectives and goals) What is in the way (Challenge identification)What is in the way (Challenge identification)

14 Managing Clever People Cloke and Goldsmith (2002) Continued:Cloke and Goldsmith (2002) Continued: How do we know we are working well (CSF setting)How do we know we are working well (CSF setting) Who will do what? (Planning)Who will do what? (Planning) How will we learn? (Feedback and quality control)How will we learn? (Feedback and quality control) What worked? What didn’t? (evaluation)What worked? What didn’t? (evaluation) Good work! What is next?Good work! What is next?

15 Managing Clever People Cloke and Goldsmith (2002) go on to suggest skills required:Cloke and Goldsmith (2002) go on to suggest skills required: Self managementSelf management CommunicationCommunication [Appropriate] leadership[Appropriate] leadership ResponsibiltyResponsibilty PlanningPlanning Shaping successful meetingsShaping successful meetings Supporting diversitySupporting diversity Conflict resolutionConflict resolution Feedback and evaluationFeedback and evaluation ENJOYMENT!ENJOYMENT!

16 Team roles Belbin suggests that: members of a team have: "A tendency to behave, contribute and interrelate with others in a particular way.Belbin suggests that: members of a team have: "A tendency to behave, contribute and interrelate with others in a particular way. “http://www.belbin.com/belbin-team- roles.htm“http://www.belbin.com/belbin-team- roles.htm The suggestion is that a good team has an appropriate mix of of rolesThe suggestion is that a good team has an appropriate mix of of roles A team full of leaders is useless!A team full of leaders is useless!

17 Team roles Belbin suggests that: members of a team have: "A tendency to behave, contribute and interrelate with others in a particular way.Belbin suggests that: members of a team have: "A tendency to behave, contribute and interrelate with others in a particular way. “http://www.belbin.com/belbin-team- roles.htm“http://www.belbin.com/belbin-team- roles.htm The suggestion is that a good team has an appropriate mix of of rolesThe suggestion is that a good team has an appropriate mix of of roles A team full of leaders is useless!A team full of leaders is useless!

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19 BELBIN Team-Role Strengths RESOURCE INVESTIGATOR Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts. SHAPER Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles. TEAMWORKER Co-operative, mild, perceptive diplomat. Listens, averts friction. SPECIALIST Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.

20 So what about us? You are in a team now You are in a team now How do actual roles map back to Belbin? How do actual roles map back to Belbin? Do you recognise the maturing of your team? Do you recognise the maturing of your team? Have you the skills required? Have you the skills required?


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