Group formation and Team building

Group Dynamics

Group stage

FormingForming

StormingStorming

NormingNorming

PerformingPerforming

Group roles

Group/Team Development based on Tuckman's Stages of Group

FORMINGPeople act politely, superficially.  No one mentions the elephant

in the corner, the nagging question: Will they accept me as a member of this group? 

STORMINGOnce people feel like legitimate members, they ask, “How much

influence do I have in this group?”  A battle for control ensues. 

NORMINGKnowing how much (or how little) influence they have, members

tire of wrangling, develop their own rules (norms) and get down to work.  Everyone acts alike. 

PERFORMINGEveryone’s acting alike proves inefficient.  As members accept

each others’ different talents, the group works better.

Forming

Testing Emphasis on defining the tasks of the group Look to leader for guidance and direction Avoid controversy Serious topics and feelings are avoided

Form stage First stage – behavior of group members can be described as :

• Dependent on direction• Members are polite• Introduction and sharing of information• Stereotyping individuals based on first impressions• Conversations are about safe acceptable topics• Avoid disclosure, feedback, and interpreting non-

verbals.

Forming

To move on to the next stage each member must relinquish the comfort of non-threatening topics and risk conflict.

Storming

Intra-group conflict over leadership, structure, power, and authority

Competition among group members Emotional expression Do we have common goals and objectives? Do we agree on roles and responsibilities?

Use a table to share division of labor Do our task, communication, and decision

systems work? Do we have adequate interpersonal skills?

Storming

Discomfort in this stage causes some members to remain silent while others attempt to dominate

In order to move on to the next stage members must move from a “testing and proving” mentality to a problem-solving mentality.

Storm stage Second stage – behavior of the group can be characterized as:

• Counter-dependent: each group member strongly feels the need to take care of himself/herself during this stage

• Bid for power• Competitive• Rationalization• Close-minded• Conflict/hostility• Cliques are formed

Storm stage - continued

• Unexpressed individual needs• Creativity suppressed• Try to reach resolution by vote,

compromise, or arbitration

Negotiating Conflict

Separate problem issues from people issues

Be soft on people, hard on problem Look for underlying needs, goals of

each party rather than specific solutionsFind a creative solution that’s good for

both

Addressing the Problem

Problem Solving

• State your views in clear non-judgmental language

• Clarify the core issues

• Listen carefully to each person’s point of view

• Check understanding of the disagreement by restating the core issues

• Use techniques such as circling the group for comments and having some silent thinking time when emotions run high

Norming

Development of group cohesion Establishment of individual roles in the group Members willing to accept ideas and opinions of

other members based on facts presented

Norming

Members share ideas and feelings Members solicit and give feedback Members feel good about being part

of an effective group Members may fear the inevitable

future breakup of the group

Norm stage

Third stage – behavior of the group can be characterized as:

• Independent and constructive• Real listening takes place• Attempts to gain and maintain control lessen• Progress toward objectives• Creativity begins• Roles identified• The leader may become somewhat less identifiable

or necessary to the group

Guide for Giving Constructive Feedback

When you …. describe behavior I feel ….. how behavior affects you Because I … why behavior affects you (Pause for discussion) …. let other person(s)

respond I would like …. what change would you like Because …. why change will alleviate problem What do you think …. Listen to other person’s

response and discuss options

Giving Constructive Feedback Be descriptive Don't use labels Don’t exaggerate Don’t be judgmental Speak for yourself

Giving Constructive Feedback (cont.) Talk first about yourself, not about the other

person Phrase the issue as a statement, not a

question Restrict your feedback to things you know

for certain Help people hear and accept your

compliments when giving positive feedback

Receiving Feedback

Breathe Listen carefully Ask questions for clarity Acknowledge the feedback Acknowledge the valid points Take time to sort out what you heard

Performing

Most productive phase Members are highly task oriented and

highly people oriented Group identity is complete Group morale is high Emphasis on achievement

Performing

Functional stage Not reached by all groups Interdependence Roles and authorities adjust to changing needs

Perform stage

Fourth stage – behavior of the group can be characterized as:

• Independent• High group morale and esprit• Intense group loyalty• Individual creativity is encouraged• Disagreement is ok• No cliques• Group adopts an identification symbol

Recipe for Successful Team

Effective systems and processes Clear communication Beneficial team behaviors Well-defined decision procedures Use of scientific approach Balanced participation Established ground rules Awareness of the group process

Recipe for Successful Team

Commitment to shared goals and objectives Clearly defined roles and responsibilities

Use best skills of each member Allows each to develop in all areas

Adjourn stage

Fifth stage – behavior of the group can be characterized as:

• Less task ability• Regression to less productive behavior• Separation, grieving behaviors• Re-definition• Termination or mini-death

Adjourning

May create apprehension Members give up inclusion in group Need strategies that facilitate task

termination and disengagement

Stages of team development and associated management challenges

FORMING(Orientation)

STORMING(Internal problem

solving)

NORMING(Growth andproductivity)

PERFORMING(Evaluationand control)

1. Establish structure, rules, communication networks2. Clarify relations and interdependencies among members3. Identify leader roles, clarify responsibility and authority4. Develop plans for goals accomplishment.

1. Identify and resolve interpersonal conflict.2. Further clarify rules, goals, and structural relationships3. Develop participate climate among group members

1. Direct group activity toward goal accomplishment.2. Develop data-flow & feedback systems for task performance.3. Promote more cohesion among group members

1. Leader role emphasis on facilitation, feedback, and evaluation.2. Renewal, revision, and strengthening of roles and group

interdependencies.3. Show of strong motivation toward goal accomplishment

Nine Team Roles

Plant

Resource investigator

Creative , imaginative, unorthodox, solves difficult problems

Extrovert , enthusiastic, communicative. Explores opportunities , develops contacts.

Nine Team Roles

Coordinator

Shaper

Mature confident , a good chairperson, clarifies goals, promotes decision making , delegates well

Challenging , dynamic, thrives on pressure, has the drive and courage to overcome obstacles.

Nine Team Roles

Monitor, evaluator

Team Worker

Sober, strategic and discerning , sees all options and judges accurately

Cooperative, mild, perceptive and diplomatic , listens and builds averts friction , calms the waters.

Nine Team Roles

Implementer

Completer

Disciplined , reliable , conservative and efficient, , turns ideas into practical actions.

Painstaking , conscientious, anxious, searches out errors and omissions, delivers on time

Leadership styles

Solo leader Plays unlimited role Strives for

conformity Collects acolytes Directs

subordinates Projects objectives

Team Leader Chooses to limit

role Builds on diversity Seeks talent Develops

colleagues Creates mission.

Self managed work teams

Much of the authority rests with the team Distinct product or service Interdependent activities Mission, scope and budget

predetermined Authority for operating decisions Potential Challenges

What an effective team leader can do 

Realize the need for individuality Teamwork is an ongoing negotiation Facilitates different views into

consensus Challenges team to meet individual

needs Provide work alone or with team

The L.E.A.D. Model 

Lead with a clear purpose

Empower to participate

Aim for consensus

Direct the process

Aim for consensus 

Consensus? Help people move toward general agreement

Bring as many ideas, opinions, and conflicts to the table Help find the approach that best meets the needs of the

organization & team members Responsibility of leader to act on decision or to empower

the team to direct the process Use various techniques to help the team complete their

work Be aware of methods and practices that help team

members work well together Direct does not mean to order the team around