1. Team Development
Gemini Skills Workshop

2. Agenda Teams as key to our success Team images and team structure
High performance groups
Team challenges
The challenge of the future
No one can whistle a symphony.

3. The Future Shape of Organizations

4. Key Needs of Teams What Teams Need Common Constructive Goals Conflict
Resolution
Leadership
Respect
for
Differences
Interaction and
Involvement of
All Members
What Teams
Need
Maintenance
of Individual
Self-Esteem
Mutual Trust
Attention to
Process and
Content
Power
within Group
to Make
Decisions
Open
Communication
Source: How to Lead Work Teams: Facilitation Skills, Fran Rees.

5. Roles That Show Concern
Contributing
Clarifying
Supporting
Mediating

6. Roles That Cause Frustration
Dominating
Blocking
Nit-picking
Joking
Withdrawing

7. Criteria for an Effective Team
Shared mission and purpose
Shared vision
Aligned goals/strategies and work plans
Clear roles and expectations
Diverse membership
Authentic communication
Empowerment of members
Personal responsibility and commitment
Can-do spirit

8. Stages in Team Development
7. Renewal
Why continue?
1. Orientation
Why am I here?
Do I belong?
Do I want to be here?
6. High performance
characterized by:
Team survey
High quality output
2. Trust building\
Who are you?
What do you expect of me?
5. Implementation
How will things be done?
Who does What, When, and Where?
3. Goal clarification
What are we doing?
4. Decision making
How will decisions be made?

9. The Stages of Team Development
High
Team Effectiveness
Low
Stage 1
Forming
Stage 2:
Storming
Stage 3:
Norming
Stage 4:
Performing
Stage 5:
Adjourning

10. Team Development Life Cycle
Forming
Storming
Norming
Performing
Adjourning
Source: Tuckman and Jenson

11. Forming
People initially seek to find their place in a group in relation to others. Each person is trying to answer the question “How do I belong to this group?’
This stage is characterized by the reliance of team members on past behavior
Members may be uncertain why they’re there, and they will avoid serious topics and expressing their feelings
Members look to the team leader for guidance and direction and try to avoid controversy and keep things safe
Team output at this stage of development is low

12. Storming
At this stage, the team has to decide how it is going to operate. It becomes necessary to sort out personal relationships of power, influence, and leadership. Although the team leader/manager has specific authority, team members are constantly evaluating his/her behavior. The team is trying to answer the questions:
Who leads the team?
How is leadership exercised?
In this stage, conflict and competition surface within the team with some players becoming hostile or defensive
The team is trying to find a way to achieve the task it was assembled to accomplish, although there may be serious disagreement about its goals and objectives
Conflict can result from some members’ attempts to dominate the group, while others remain silent
In order to leave this stage, the team has to acquire a problem-solving mentality
Output in this stage is still low
Source: Tuckman and Jenson

13. Norming
The team begins to tackle its work. Members develop their capacity to handle problems creatively, flexibly, and effectively. Typically, the quality of communication improves, and team members respect each others’ contributions. The focus is on economy of effort and task effectiveness— consistency is established and objectives are clarified.
During this stage, the team comes together
Goals and objectives are agreed to and “owned” by members
Members share feelings, solicit and give feedback, and maintain the safe atmosphere already created
Team competence and pride develop
Data flows between members, and they explore possible solutions
Output in this stage is moderate to high
Source: Tuckman and Jenson

14. Performing
The members of a fully established team develop rapport and closeness. Each members’ role is clearly identified, and each person’s contribution is distinctive. Team members also build open links with those outside of the team. The team’s contribution to the organization is clear, and it can gather the support and resources it needs.
At this point, team identity is complete and morale is high
Members are both task and people oriented
Team members organize themselves in highly flexible ways and innovate/experiment with solutions
If teams reach this stage—and not all do—their capacity, range, and depth of personal interactions make them nimble and responsive to team and organizational needs
Output at this stage is very high
Source: Tuckman and Jenson

15. Adjourning
The adjourning stage is the wrap up stage for a team. This is the time where people feel a need for recognition and a sense of accomplishment. Teams must come to closure in a positive manner - including planning for what happens next. At this point, you as the facilitator will only coach the team upon request and must start to transfer ownership. It is important to give feedback and share feelings at this stage.
Celebrate!

16. A Few Lessons from Geese
Flock facts:
As each bird flaps its wings, it creates an uplift for the bird following. By flying in a V formation, the whole flock adds 71% greater flying range than if it flew alone
When the lead goose gets tired, it rotates back into the formation and another goose flies at the point position
The geese in formation honk from behind to encourage those up front to keep up their speed

17. Three Key Learning's 1. 2. 3.
Notes: Wrap up your presentation with three key learning's. (Write them on a flip chart)