Hope you all had a restful long weekend with your family and
loved ones. If you celebrate Thanksgiving- I am sure this weekend was special.
The best part of your job, should be to love it . Let’s face it most of us don’t realise what the job is in hold for us, till
we have entered it and figure out the reality.
You can opt to make your work meaningful but that certainly mean that it will happen unless of course your team supports
you.
So, here are some more theories on team building:
Belbin Team Dynamics
The nine Belbin team roles:
Plant
Creative, imaginative, unorthodox. Solves difficult
problems. However tends to ignore incidentals and be too immersed to
communicate effectively.
Resource Investigator
Extrovert, enthusiastic, communicative. Explores
opportunities and networks with others. However can be over optimistic and
loses interest after initial enthusiasm has waned.
Co-ordinator
Belbin's Co-ordinator is a mature, confident and a natural
chairperson. Clarifies goals, promotes decision-making and delegates
effectively. However can be seen as manipulative and controlling. Can over
delegate by off loading personal work.
Shaper
Challenging, dynamic, thrives under pressure. Jumps hurdles
using determination and courage. However can be easily provoked and ignorant of
the feelings of others.
Monitor Evaluator
Even tempered, strategic and discerning. Sees all the
options and judges accurately. However can lack drive and lack inspired
leadership qualities.
Team Worker
Co-operative, relationship focused, sensitive and
diplomatic. Belbin described the Team Worker as a good listener who builds
relationships and who dislikes confrontation. However can be indecisive in a
crisis.
Implementer
Disciplined, reliable, conservative and efficient. Acts on
ideas. However can be inflexible and slow to see new opportunities.
Completer-Finisher
Conscientious and anxious to get the job done. An eye for
detail, good at searching out the errors. Finishes and delivers on time however
can be a worrier and reluctant to delegate.
Specialist
Single minded self starter. Dedicated and provides
specialist knowledge. The rarer the supplier of this knowledge, said Belbin,
the more dedicated the specialist. However can be stuck in their niche with
little interest in the world outside it and dwell on technicalities.
Strength Inventory Deployment
People are our/your working Environment
Discover how vital relationship skills are to business
success
The cost of neglecting your people
Create a high performance environment
Understand People
Why people behave as they do
The seven motivational styles
Discover your own personal drivers
Recognise Different Styles
What can you learn from body language, hobbies, pets and
work place?
Predict how others will behave
Understand insecurity, self-doubt and de-motivation
Listening
Create Rapport
Match the other's style
Behaviours that bring dramatic results
Practical tips to get along with difficult people
Handle Conflict
Understand why people can be difficult
Discover your behaviour pattern in conflict
Recognize individual needs in conflict
How to deal with the angry customer/team member
The secrets of lasting agreement
Manage your impression
How does your style of working come across to others?
Some practical ways to close the perception gap
Actively manage your impression for better results
Feedback not biteback
Practical things to do when there are conflict and
perception gaps
Feedback v criticism
Develop competency in giving and receiving feedback
Influence with integrity
Discover your current persuasion strategy
Learn five key processes of influence
Beware of fishing with vindaloo chicken
Organizational implications
Communicate organisational change and get commitment
Easy steps to improve motivation and job satisfaction
Become a facilitative leader and empower your team
Application
Implications in your professional life
Implications in your personal life
Decide action agenda
Forming - Storming -
Norming – Performing
Developed by Bruce Tuckman in 1965. It is one of the more
known team development theories and has formed the basis of many further ideas
since its conception.
Tuckman's theory focuses on the way in which a team tackles
a task from the initial formation of the team through to the completion of the
project. Tuckman later added a fifth phase; Adjourning and Transforming to
cover the finishing of a task.
Forming
The team is assembled and the task is allocated. Team
members tend to behave independently and although goodwill may exist they do
not know each other well enough to unconditionally trust one another.
Time is spent planning, collecting information and bonding.
Storming
The team starts to address the task suggesting ideas.
Different ideas may compete for ascendancy and if badly managed this phase can
be very destructive for the team.
Relationships between team members will be made or broken in
this phase and some may never recover. In extreme cases the team can become
stuck in the Storming phase.
If a team is too focused on consensus they may decide on a
plan which is less effective in completing the task for the sake of the team.
This carries its own set of problems. It is essential that a team has strong
facilitative leadership in this phase.
Norming
As the team moves out of the Storming phase they will enter
the Norming phase. This tends to be a move towards harmonious working practices
with teams agreeing on the rules and values by which they operate.
In the ideal situation teams begin to trust themselves
during this phase as they accept the vital contribution of each member to the
team. Team leaders can take a step back from the team at this stage as
individual members take greater responsibility.
The risk during the Norming stage is that the team becomes
complacent and loses either their creative edge or the drive that brought them
to this phase.
The rest of this article covers the final stage of
Performing and Adjourning and Transforming.
You can read Part 1 here.
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