1. Team Formation & Group Development
Annual Conference 2017 – Leadership
Carmen Wong

2. Learning Outcomes Explain the difference between a group and a team
Identify characteristics of an effective team
Tuckman’s Team Development Model

3. Group vs. Team
All teams are groups of individuals, but not all groups are teams.
Ask audience: Who thinks group and team means the same thing? Who thinks the opposite?
The words 'group' and 'team' are, for the most part, interchangeable - at least most people use them that way. But there are distinct differences between groups and teams. For example, we have a football team, not a football group - or we have a special interest group, not a special interest team. 

4. Definition of Group
Comprised of two or more individuals that share common interests or characteristics
Its members identify with each other due to similar traits
Groups can range greatly in size and scope.
For example, members of the millennial generation are a group, but so is a small book club formed by neighbors who enjoy reading.

5. Definition of Team
Team members work together towards a common goal and share responsibility for the team’s success

6. Group vs. Team Teams and groups differ in five key ways:
Task orientation
Purpose
Interdependence
Formal structure
Familiarity among members
1. Task orientation: Teams require coordination of tasks and activities to achieve a shared goal. Groups do not need to focus on specific outcomes or a common purpose.
2. Purpose: Teams are formed for a particular reason and can be short- or long-lived. Groups can exist as a matter of fact; for example, a group can be comprised of people of the same race or ethnic background.
3. Degree of interdependence: Team members are interdependent since they bring to bear a set of resources to produce a common outcome. Individuals in a group can be entirely disconnected from one another and not rely on fellow members at all.
4. Degree of formal structure: Team members' individual roles and duties are specified and their ways of working together are defined. Groups are generally much more informal; roles do not need to be assigned and norms of behavior do not need to develop.
5. Familiarity among members: Team members are aware of the set of people they collaborate with, since they interact to complete tasks and activities. Members of a group may have personal relationships or they may have little knowledge of each other and no interactions whatsoever.

7. Group vs. Team Basis for Comparison Group Team Leadership
Only one leader
More than one
Members
Independent
Interdependent
Work Products
Individual
Collective
Focus on
Accomplishing individual goals
Accomplishing team goals

8. How does this apply to the business world?
Work Group: Two or more individuals who are interdependent in their accomplishments and may or may not work in the same department. Work Team: Has members who work interdependently on a specific, common goal to produce an end result for their business.
In the business world, we have work groups and work teams. 
Work Group Example:
a small business may have a client services group, but one person may focus on local clients, one person may focus on regional clients.
Work Team Example:
a small business creates a new product, it may organize a team composed of people from all departments – engineering, finance, legal, marketing, etc. – to consider all aspects of the potential new product to avoid costly surprises down the road.
Key point: a team works together and shares in the outcome, while a group is more independent of each other.

9. Work Groups vs. Work Teams
The leader dominates and controls the group.
The leader acts as a facilitator.
The leader is apparent and will conduct the meeting.
The members have active participation in the discussions and eventual outcome.
The leader usually assigns work to members.
The team members decide on disbursements of work assignments.
So as we can see,
A work team is:
Much more formal
With a focused goal and objective,…
While also having its members take a participative role in how the work team functions
On the other end of the scale, we have work groups who:
Work more independently of each other and usually has one leader directing workflow.
TAKEAWAY: It’s important for you to act as a team member by taking an active role in discussion and thus, affecting the outcome/end goal.

10. Groups to Teams To transform a group into a team, you need to:
Form a purpose or a goal
Provide clarity
A common worthwhile purpose creates a sense of doing something important together, and specific challenging team goals based on that purpose, creates a sense of going someplace important together. Without purpose and goals, no group will become a team.
Provide clarity about roles, about how the work is done, and about how members interact. Clear communication is very important here.
When all these elements are in place, groups become teams.

11. Characteristics of Effective Teams
Adaptability
Diversity
Effective Communication
So, what are some characteristics of effective teams and why are they better than groups?
The most effective teamwork happens when individual contributors harmonize their efforts and work toward a common goal. Good teams don’t typically happen by accident; hard work, commitment and some amount of struggle are usually involved in creating successful teams. But teams that go through the rigors of creating a cohesive group are rewarded with higher productivity, fewer internal struggles and a more enjoyable work experience.
Adaptability: Team members are willing to cross lines of responsibility and do something that may not be in their job description, if that is what’s required to get the job done. On the best teams, all members take responsibility for their own tasks as well as the overall completion of the goal.
Diversity: Most members bring a diversity of thought, experience and skills to a team. Leaders need to recognize this and encourage it which will bring about new and inventive ways to accomplish a job. Effective teams are willing to try a new solution to an old problem. They also are open to new or unusual suggestions and don’t dismiss a solution without consideration.
Effective Communication: Regular team meetings are a good way to discuss ongoing activities and new assignments, but if a crisis arises, discussion shouldn’t wait until a team meeting takes place. , impromptu meetings and conference calls are quick ways to respond when a problem occurs. 

12. Groups or Teams? Class of students Flight crew Theatre audience
People on a bus
School jazz band
Class of students (group)
Flight crew (team)
Theatre audience (group)
People on a bus (group)
School jazz band (team)

13. Tuckman’s Team Development Model?
Bruce Tuckman proposed the team development model back in 1965.
He said that these phases are all necessary and inevitable in order for the team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results.

14. Tuckman’s Team Development Model?
Forming

15. Forming an atmosphere of:
Icebreaking
Identify who’s who
Forming an atmosphere of:
Safety and acceptance
Avoiding controversy
Requires guidance from leader or manager
Activity: Commonalities
The team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks. 
Members attempt to become oriented to the tasks and one another.
Group members have a desire for acceptance by the group and need to know that the group is safe.
Activity:
Begin with partners for this activity – this conversational activity has the goal of identifying unique and sometimes unusual events, activities and life experiences that we have in common with other members of our group.
You and your partner will identify three unique items that they have in common. Dig deep for these items. For example, you may discover that you both like dogs, but under closer examination, you may discover that you both like the same breed of dog. Or maybe you both enjoy reading but eventually discover that you read the same book in the past 6 months – or perhaps you both enjoy the same author. (5 mins)
After identifying three attributes that you have in common, raise your hand and look for another pair of two that are done and form a group of 4. Now identify 2 things that all four of you have in common. Again, look deep and you are not allowed to use the same attributes as before. (5 mins)
Finally, after you four are done, raise your hands and join another group of four for a total of eight and find ONE unusual event, interest or activity that you all have in common. Again, the more unique and unusual, the better! (5 mins)
At the end of this, I will pick one group to share their findings.
Purpose for Activity: usually in the forming stage, individuals begin gathering impressions of others and start looking at their similarities and differences and begin forming preferences for future subgrouping. Serious topics and feelings are avoided.

16. Tuckman’s Team Development Model?
Storming
Forming

17. Conflict and competition Behaviours range from silence to domination
Storming
Conflict and competition
Behaviours range from silence to domination
Activity: Finish Line
Most people want to avoid this stage but it’s important to build skills and show them how to cope and deal with the storming stage. For those who don't avoid it, the duration, intensity and destructiveness of the "storms" can be varied.
- Disagreements and personality clashes
Activity:
Disclaimer – the upcoming activity may contain just a bit of stress.
Divide class into groups of 10
You have 5 mins each to make 4 attempts to cross the finish line at exactly the same time
Every time someone breaks the plane of the finish line, I will let you know. Even for a careless mistake.
Activity Purpose: this stage involves a lot of planning, communication, timing and ability to deal with frustration.
Ask each group one question below:
What was difficult about the environment?
Who was in charge here that could have made the decision to improve this situation?
How did the group treat the team members that made unplanned mistakes?
If incomplete: could this have been completed with zero mistakes?
If complete: how do the members of your team feel about their participation?

18. Tuckman’s Team Development Model?
Norming
Storming
Forming

19. Bugs are beginning to be worked out Atmosphere:
Norming
“Breath of fresh air”
Bugs are beginning to be worked out
Atmosphere:
Cohesion
Sharing
Trust building
Creativity
Skill acquisition
Needs support from leader or manager
Activity: Inside Out
Activity (5 mins but don’t give time limit):
Need a group of 7 volunteers
Have group step inside the circle
Goal: for entire group to go from inside of the circle to outside, by going underneath the Raccoon Circle, without anyone in the group using their arms, shoulders, or hands.
Tip: PLAN YOUR WORK, and then WORK YOUR PLAN.
Did you guys have a plan?
Did you change the plan? If so why?
Activity Purpose: its important to note the group problem solving process. That in order for the other members of the group to assist in the completion of the task, they need to know the plan and what their part is in the solution. This means that prior to any action, the group will need to plan their approach to solving the problem.

20. Tuckman’s Team Development Model
Performing
Norming
Storming
Forming

21. Most highly productive stage Activity: Tower Building
Performing
Atmosphere:
Feeling of unity
Group identity
Interdependence
Independence – leader delegates
Most highly productive stage
Activity: Tower Building
Leader becomes less involved.
Activity:
Are you guys ready for the final stage? It requires advanced skills and is challenging.
We’re going to build towers in groups of 5 – the group who makes the tallest tower wins.
I’ll give you 5-10 mins to do this and you’ll be provided with marshmallows and uncooked spaghetti.
Winners will be featured in the next issue of the clc newsletter.
Activity Purpose:
With this activity, decision making is collaborative, the entire team has the same goal, and communication becomes very important.

22. Tuckman’s Team Development Model
Performing
Norming
Storming
Forming
Note that a team can return to any phase within the team development model if they experience a change (i.e., change in members). When a member leaves or a new member joins a successful team, the team will revert back to the Forming stage, but this stage may last for a very short time as the new member experiences the team culture.

23. The Four Stages of Group Development