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Team-Building & Norms

HRT 382

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Thanks to:

Ken Blanchard, Patricia Zigarmi, & Drea Zigarmi, authors of Leadership and the One Minute Manager Ken Blanchard, Donald Carew, and Eunice Parisi-Carew, authors of The One Minute Manager Builds High Performing TeamsR. B. Lacoursiere, author of The Life Cycle of Groups: Group Developmental Stage Theory

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Thanks to:

Stephen P. Robbins, author of Organizational Behavior: Concepts, Controversies, and ApplicationsTools for Teams: Building Effective Teams in the Workplace, edited by Craig SwensonRobert H. Woods and Judy Z. King, authors of Quality Leadership and Management in the Hospitality Industry

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Individual Development

CompetenceKnowledgeSkill

CommitmentConfidenceMotivation

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D4 D3 D2 D1

High Commitment

CompetenceLow

From "Leadership and The One Minute Manager"

Individual Development Stages

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Coaching Choices

Directive Behavior

Supportive Behavior

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Coaching StagesDirectingStructure, organize, teach & supervise

CoachingDirect and support

SupportingPraise, listen & facilitate

DelegatingTurn over responsibility for decision-making

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Situational Leadership II

The Four Leadership Styles

(High) S3 S2 Supporting Coaching

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S4 S1

Delegating Directing

(Low) Directive Behavior (High)

High Moderate LowD4 D3 D2 D1

Developed DevelopingDevelopment Level of Followers

From "Leadership and The One Minute Manager"

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Group DevelopmentOrientation Called “Forming” in Tuckman’s model

(from Robbins)

Uncertainty about purpose, structure & leadership Members are “testing the waters”

Dissatisfaction Called “Storming” in Tuckman’s model Characterized by intragroup conflict Members accept the existence of the team, but

individuals resist the constraints on their individualism

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Group Development

Resolution Called “Norming” in Tuckman’s model Characterized by cohesiveness, identity, structure,

and a set of expectations Members develop closer relationships

Productivity Called “Performing” in Tuckman’s model Structure of the team is fully functioning Members’ energy has moved from getting to know

phases to getting the work done

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Group Development

Tuckman & Jensen’s model includes a final phase called “Adjourning”

This would be characterized by a temporary committee completing a task or achieving results based upon a goal

Your team may go through these five stages twice…

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GDS4 GDS3 GDS2 GDS1Production Resolution Dissatisfaction Orientation

High Morale (Commitment)

Productivity (Competence)Low

From "One Minute Manager Builds High Performing Teams"

Adapted from "The Life Cycle of Groups: Group Development Stage Theory"

Group Developmental Stages

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Situational Leadership II

The Four Leadership Styles

(High) S3 S2 Supporting Coaching

Beh

avio

rS

uppo

rtiv

e

S4 S1

Delegating Directing

(Low) Directive Behavior (High)

High Moderate LowG4 G3 G2 G1

Developed DevelopingDevelopment Level of the Group

From "One Minute Manager Builds High Performing Teams"

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Group Orientation

Instructors will form the initial teams

The Management Plan and HRT 383 will help you frame your purpose

Instructors will offer insight into structure, but what your team does and how it gets accomplished is your business

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Group Dissatisfaction

What might you expect?

The Team

Your management position

Your week of management

Formal vs. Informal Leadership

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Group Resolution

Behavioral NormsState ActionsState BehaviorsFocus on the POSITIVE

Team “Code of Conduct”

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Decision-Making Model

Mind-Set

What norms of behavior have worked for you in previous groups or teams?

What challenges did you face?

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Decision-Making Model

Problem definition

Each team needs a set of working norms

These are “living, breathing” norms

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Decision-Making Model

Solution CriteriaMust – Everyone participates in

developmentMust – State in behavioral termsMust – Every team will have and useShould – Solidify agreement with

consensusNice, too – All “Thumbs Up”

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Decision-Making Model

Possible SolutionsEach person make a list of his or

her “top three”Compare and combine listsDiscuss and adjust

Solution Choice

Implementation

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Example NormsWe will refrain from sidebars, plops, and any activities that detract from the group process.

Notice the jargon?

We will maintain and share a positive attitude.

We are willing and eager to help one other.

We believe in being respectful of each other at all times.

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Example NormsWe will maintain communication with each other, whether day or night.

We will be open, honest and professional in our communication at all times.

We will openly share our thoughts and ideas with the team

We will be courteous and truly listen when others are sharing their thoughts and ideas.

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Example NormsWe will not bring our personal conflicts to the group.

We will follow through on our individual and our team responsibilities.

We will be responsible to each other, in part by doing what is needed for others and for accomplishing what is agreed upon.

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Example NormsWe will respect diversity and welcome discussion from all members of the group.

We will share the expertise and workload with one another.

We will be punctual, prepared, positive, and actively participate in all meetings.

Consensus will be reached after thoughtful, inclusive input.

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Example Norms

And, of course…

We will have fun and enjoy the process!

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Group Production

Getting the Management Plan done

Why not just jump right in?

Creating a guiding purposeTeam PhilosophyTeam Mission

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Group Adjournment

Temporary break

What will happen next quarter?FormingStormingNormingPerformingAdjourning

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What’s Next?

Forming

StormingNorming

Performing