Presentation on theme: "Problems with managing Clever People"— Presentation transcript:
1 Problems with managing Clever People Team workingProblems with managing Clever People
2 What is a team? More than one person So the crowd at at a football match?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
3 What do we need to do when working in teams? Identify and evaluate approaches to self-managing and team managementCharacterise 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.
4 First Know thyselfTo understand a team you first need to know yourselfSSP Blackboard site has details on:Learning stylesOnly then can you begin to wonder about others, and how you interact with them in a teamSo 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:PhysiologicalFood, water, shelter, sleepSafetyStability, law, structure, clarityBelongingnessPartnership, friendship, groupsEsteemSelf esteem, respect of othersSelf-ActualisationMeeting challenges, fulfilling promiseNeed to knowAesthetic needs
6 Lifecycle of a Team Different sources point at the same basic model. Tuckman(1965)He describes four key stages in a team's development:FormingStormingNormingPerforming
7 TuckmanFormingTeam depends on leader for direction, purpose and guidance.Individual roles unclearObjectives need clarifying and reinforcingboundaries and roles tested
8 Tuckman Storming Much inter-team conflict Decisions don't come easily Uncertainty persists, but there is the beginnings of understanding of purpose and goalsTask focus is used to avoid distraction of relationship issues
9 Tuckman Norming Roles and responsibilities are clear Consensus broadly achievedSome delegation usedImportant decisions taken jointlyCommitment and team spirit at its highestTeam working style openly discussedTask can sometimes take second place
10 Tuckman Performing Shared vision Task clearly understood Disagreements settled positively and internallyNo instruction requiredDelegation happens naturally and members often seek to over-perform
11 Lifecycle of a Directed Team Hersey and Blanchard (1977)Theory of Situational LeadershipAgain, four key stages in a leaders relationship to a team's development:DirectingCoaching and sellingSupporting and participatingDelegating
12 Managing Clever People Like Hurding CatsDrucker (1999) states that knowledge workers are NOT the same as manual workersThey are assets to be sweated not costs to be reduced
13 Managing Clever People Cloke and Goldsmith (2002) suggest some key questions:Who are we? (team identification)Why are we here? (task identification)Where are we going? (Vision)How do we get there? (Objectives and goals)What is in the way (Challenge identification)
14 Managing Clever People Cloke and Goldsmith (2002) Continued:How do we know we are working well (CSF setting)Who will do what? (Planning)How will we learn? (Feedback and quality control)What worked? What didn’t? (evaluation)Good work! What is next?
15 Managing Clever People Cloke and Goldsmith (2002) go on to suggest skills required:Self managementCommunication[Appropriate] leadershipResponsibiltyPlanningShaping successful meetingsSupporting diversityConflict resolutionFeedback and evaluationENJOYMENT!
16 Team rolesBelbin 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.htmThe suggestion is that a good team has an appropriate mix of of rolesA team full of leaders is useless!
17 Team rolesBelbin 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.htmThe suggestion is that a good team has an appropriate mix of of rolesA team full of leaders is useless!