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Leadership Mastery Series – Group Dynamics Workshop. Course Objectives. Reviewing the stages of team development Understanding the skills required in the stages of team development Understanding the 5 dysfunctions of a team The role of the leader within team development - PowerPoint PPT Presentation
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Leadership Mastery Series –Group Dynamics Workshop
Course Objectives
Reviewing the stages of team developmentUnderstanding the skills required in the stages of team developmentUnderstanding the 5 dysfunctions of a team The role of the leader within team developmentView & work through the Group Development Model The Importance of focusing on task & process behavioursEvaluate how your team is currently functioningTake away action & implementation plans
Stages of Team Development
Characteristics:
Testing expectations of behaviourSuspicion, fear & anxiety about the futureMinimal work accomplishmentAttempts to define tasks of the team
Forming – Coming Together
Stages of Team Development
Characteristics:
In-fighting, defensiveness & competition Domination by one or several team members Tension & jealousy – struggle for power & control Minimal work accomplishment
Storming – Diving in at the Deep End
Stages of Team Development
Characteristics: Sharing personal problems & discussing team dynamics New ability to constructively express emotions Establishment & maintenance of team boundaries Agreements & norms Feelings of mutual trust, respect, harmony Moderate work accomplishment
Norming – “Establishing Ground Rules”
Stages of Team Development
Characteristics:
Clear mission, vision, goals & performance expectations Capable of diagnosing & solving problems Members experience insight into personal & interpersonal processes High work accomplishment
Performing – High Input from Team
Stages of Team Development
Adjourning – Letting Go & Mourning
Team ends, either naturally or on an enforced basis
Members ‘mourn’ the loss of identity/relationships beforestarting a new team
Leader awareness that team will go through all stages again so new members can feel included
Stages of Team Development
Strategies to Move Teams Forward
Set up expectations & team attitudes earlyHow do you & team members respond to critical events?Establish code of ethics/code of conductBuild trust relationshipsDevelop positive attitude towards each other--RESPECT
Key Skills Required in Each Stageof Team Development
FORMING:Vision/DirectionValue Alignment
STORMING:Role Clarity
NORMING:Setting
Ground RulesPerformance System
PERFORMING:Continuous Learning
Boundary Management
DISCUSSION GROUP
The 4 Stages of Team Development
5 Dysfunctions of a Team Model
Avoidance of Responsibility
Lack of Communication
Inattention to Results
Fear of Conflict
Absence of Trust
Stems from unwillingness to be vulnerable within the group
Team members not genuinely open with others about their mistakes/weaknesses make it impossible to build
a foundation for trust
5 Dysfunctions of a Team Model:#1 Absence of Trust
5 Dysfunctions of a Team Model:#2 Fear of Conflict
Teams lacking trust are incapable of engaging in unfiltered & passionate debate of ideas
Instead, they resort to veiled discussions/guarded comments
5 Dysfunctions of a Team Model:#3 Lack of Commitment
Without having aired their opinions in the course of
passionate & open debate, team members rarely buy in
& commit to decisions, though they may setup
agreement during meetings
5 Dysfunctions of a Team Model:#4 Lack of Accountability
Even the most focused & driven people often hesitate
to call their peers on actions/behaviours that seem
counterproductive to the good of the team
5 Dysfunctions of a Team Model:#5 Lack of Accountability
Team members put their individual needs (ego, career
development, recognition) above the collective goals
of the team
Conceal their weaknesses & mistakesHesitate to ask for help or provide constructive feedbackHesitate to offer help outside their own areas of responsibilityJump to conclusions about intentions/ aptitudes of others Fail to recognise & tap into others’ skills/experiencesWaste time & energy managing behaviours Hold grudgesDread meetings & find reasons to avoid spending time together
Members of Teams with an Absence of Trust
Members of Trusting Teams
Admit weaknesses & mistakesAsk for helpAccept questions & inputGive benefit of the doubt before arriving at a negative conclusionTake risks in offering feedback & assistanceAppreciate & tap into others’ skills/experiencesFocus time & energy on important issuesOffer & accept apologies without hesitationLook forward to meetings & other opportunities to work as a group
Teams That Fear Conflict
Have boring meetingsCreate environments where politics & personal attacks thriveIgnore controversial topics that are critical to team successFail to tap into opinions and perspectives of othersWaste time & energy with posturing & interpersonal risk management
Have lively, interesting meetings
Extract & exploit ideas of all team members
Teams That Engage in Conflict
Solve real problems quickly
Minimise politics
Put critical topics on the discussion table
Teams that Failto CommitCreate ambiguity among the team about direction & prioritiesWatch windows of opportunity close due to excessive analysis/delayBreed lack of confidence & fear of failureRevisit discussion & decisions Encourage second guessing among team members
Teams that Commit
Create clarity around direction and prioritiesAlign entire team around common objectivesDevelop ability to learn from mistakesTake advantage of opportunitiesMove forwardChange direction
Teams that AvoidAccountability
Create resentment among team members who have different standards of performanceEncourage mediocrityMiss deadlines & key deliverablesPlace undue burden on team leader as sole source of discipline
Ensure poor performers feel pressure to improveIdentify potential problems quickly by questioning one another’s approachesEstablish respect among team members who are held to same high standardsAvoid excessive bureaucracy around performance management & corrective action
Teams that Hold EachOther Accountable
Stagnate/fail to growRarely defeat competitorsLose achievement-oriented employeesEncourage team members to focus on own careers & individual goalsAre easily distracted
Teams that Are NotFocused on Results
Teams that Focuson Collective Results
Retain achievement-oriented employeesEnjoy success & suffer failure acutelyBenefit from individuals who suppress own goals/interests for good of the teamAvoid distractions
Effective Teams Need to Focuson Tasks & Process Behaviours
GROUP DEVELOPMENT MATRIX
Interdependence
Cohesion
Conflict
Dependency
PROCESS
BEHAVIOURS
Stage 1
ImmatureGroup
Stage 2Frac-
tionated Group
Stage 3
SharingGroup
Stage 4
EffectiveTeam
Group Synergy
Orientation
TASK
BEHAVIOURSOrganization Open Data
FlowProblemSolving
Orientation:
Learn tasks & how to perform their roleWhat are the organisation’s standards, systems & criteria?Group expectationsFollowing direction from their leaderThe group’s need to work togetherTheir KPI’s, performance plans & reviews
Task Behaviours
Organisation:
Task Behaviours
Make choices about how it will organise the workMembers make agreements on their meeting proceduresEffective decision-making procedures put in placeConflict management processes put in placeMay have leadership concerns
Open Data Flow:
Task Behaviours
Freely share information by all team membersFreely open up with each otherShare facts, feelings, opinions, intuition or whatever data they haveFreely volunteer information & respond openly to requestsArchive optimal task functions
Problem Solving:
Task Behaviours
Remove barriers by exchanging information & data
Decision making & goal attainment carried out, ensuring efficient & effective procedures utilised
Stage 1: Immature Group
Process Behaviours
Looking at leadership & directionLearning & meeting organisation’s expectationsExpect low productivity & much leader connectivenessPositive expectations but concerns about tasks/each other
Stage 2: Fractured Group
Process Behaviours
Struggle for leadershipIncomplete communicationArgumentsTaking things personallyExperiencing discrepancy between initial hopes/expectations & realityDissatisfied with being dependent on leaderMembers seem confused, may express concern about competenceDip in morale
Open and honest communicationCohesionOpen exchange of feelings, facts, etc. Shares information/ideas, but neither effective nor efficientCreates comfortable environmentMutual trust & respectEnjoy working on tasks togetherIncreased self-esteem (in their competence)
Process BehavioursStage 3: Sharing Group
Process BehavioursStage 4: Effective Team
Problem solversInterdependenceHigh productivityConsistent high level of performanceConfident about achieving accomplishmentsProvide support to all membersFocused on achieving goalsStrong feeling of pride & carries out tasks with increasing effectiveness/efficiency
HANDOUT:HOW HEALTHY IS YOUR TEAM?
The Role of the Leader:Absence of Trust
Demonstrate own vulnerability firstMay lose face in front of the team--subordinates take same risk
Create an environment that does not punish vulnerabilityMust be genuine
The Role of the Leader:Fear of Conflict
Demonstrate restraint when team engages in conflictAllow resolution to occur naturally
Personally model appropriate conflict behaviour
The Role of the Leader:Lack of Commitment
Must be comfortable with the prospect of making a decision that may turn out wrong
Constantly push for closure around issues/adherence to schedules set by team
The Role of the Leader:Lack of Accountability
Must be willing to serve as the ultimate arbiter of discipline when team itself fails
Make it clear to all that accountability has NOT been relegated to a consensus approach, but to be a shared team responsibility
Must not hesitate to step in when necessary
HANDOUT:ACTION PLAN
CONTACT US
WWW.HIGHPERFORMANCECOACHINGANDTRAINING.COM.AU
LEARN MORE ABOUT OUR LEADERSHIP
PROFESSIONAL DEVELOPMENT
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