Turning high performing individuals into a high performing team

Not only ‘what’, but ‘how’

The concept of high performing teams was first described by Tavistock pioneers in the 1950s, who understood that before a group of individuals could truly become a high performing team, they needed to understand not only what they did, but how they worked together.

A better understanding of group dynamics can help release energy and the potential for

high performance.

The following five principles are a guide to creating high performing teams using a

systems psychodynamic approach.

• Profiling tools are useful in helping us understand the roles we may play within groups. However, they can reinforce a focus on the individual when in fact it’s the group dynamics that need attention.

• Individuals can often be labelled with informal roles, which are really expressing something on behalf of the whole team.

• Our early experience often makes us choose these roles, but group dynamics will also put us in them.

1. Being labelled

Examples of labels: • ‘the difficult one’ • ‘the naive one’ • ‘the vulnerable one’ • ‘the ruthless one’

... etc.

• Our Advice: Notice what the whole team might be wanting to express that has been located in one person.

2. Inclusion and exclusion • We have probably all had experience of

being either ‘in or out’ of groups.

• Those who feel ‘in’ find themselves part of the clique - special and privileged. Those who feel ‘out’ may feel rejected, unwelcomed and without an identity.

• Again, our early experiences, combined with other people’s sense of whether we’re ‘in or out’ can often lead to very complex dynamics. • Our Advice: Talk about it in your team.

Who might feel ‘in or out’ and are people allowed to be different or does everyone have to conform?

• Competition exists at some level in all human groups and is often a great fuel for growth and creativity.

• Problems emerge when competition is denied and goes underground (secret conversations, sarcastic comments) or open warfare breaks out.

• If talked about it can stay healthy – open, non-judgmental and just normal.

3. Healthy competition

Examples of labels: • ‘the difficult one’ • ‘the naive one’ • ‘the vulnerable one’ • ‘the ruthless one’

... etc.

• Our Advice: Check in with the team. Is competition being acknowledged and is it being used for the good of the group, as well as individuals?

4. Spotting group defences

• Groups naturally find ways to deal with complex dynamics in order to keep going and often this means unconsciously developing defences.

• The problem is that this can result in groups not focusing on the task.

• Examples of defences: – over-dependency on a leader – scapegoating – fixating on an external enemy – never moving from talking to action – spending time on unrealistic plans – regressing into immature behaviour – denial…and there are many more.

• Our Advice: Learn to understand the defences your team might have against some of the more difficult dynamics - then you can pick up on them and refocus back on the task.

5. Meet regularly

• Easier said than done - so many things can get in the way – deadlines, clients, other meetings, personal demands.

• However, spending time together is a ‘must do’ for any high performing team.

• These sessions won’t work if people don’t feel safe – at many levels. Try to:

– meet in the same place at the same time – close the door to avoid being disturbed – agree ground rules – encourage people to share their fears about

what might happen if they speak to something difficult

• Our Advice: If meetings start getting cancelled, people turn up late or don’t attend - use this as data for how the team might be working and what feels difficult to talk about.

Tavistock Consulting is running two 3-day programmes. Click below for details and to book:

Leading Change 29th June - 1st July 2016

http://www.tavistockconsulting.co.uk/training-and-events/leading-change/

De-coding group dynamics 12th – 14th October 2016

http://www.tavistockconsulting.co.uk/training-and-events/de-coding-group-dynamics/