BSBWOR502B_BUS Presentation 3

BSBWOR502B ENSURE TEAM EFFECTIVENESS PRESENTATION 3

PRESENTATION OBJECTIVES

When you have completed this presentation you will understand:

• Performance Plans

• The Team Performance Curve

• Tuckman’s 5 Stages of Development

• Developing the Team

DEVELOP PERFORMANCE PLANS

• Once the team performance plan has been created you can use this as the basis for personal plans

Team performance

• Individuals plans allow tasks to be shared according to skills and experience

• Resources allocated to achieve optimal effectiveness

• Personal plans also enable recognition of individual inputs as well as overall team success and are a vital part of retaining team energy

Personal plans for each team member

THE TEAM PERFORMANCE CURVE

The way any group of people performs is as a direct result of the

approach taken to being a team and how effectively the team

implements that approach.

Job Katzenbach and Douglas Smith

Their theory can be demonstrated via the team performance curve.

The curve depicts 5 types of teams in relation to how effective they are as a team and how well they perform


Working Group

•This group relies on the sum of individual efforts rather than genuine teamwork

•Members interact primarily to share information, best practices, or perspectives and make decisions to help individuals perform in their area of expertise

•No call for a team approach or a mutual accountability. Note that this is a different definition of a working group from that found in everyday business use

Pseudo Team

•There could be a performance need or opportunity, but no focus on collective performance and not really trying to achieve it

•No interest in common purpose or performance goals, even though it might call itself a team

•The weakest of all groups in terms of performance impact

•Almost always contribute less to company performance than working groups -interactions detract from individual performance with no joint benefit

•To become a potential team, they must define goals for a concrete team purpose and contribution to the company

Potential Team

•A significant performance need and it really is trying to improve its performance.

•Requires more clarity about purpose, goals, or work products and more discipline in defining a common working approach, not yet established collective accountability.

•There are many examples in organisations. When a team (as opposed to a working group) approach makes sense, the performance impact can be high.

•The steepest performance gain comes between a potential team and a real team.

Real Team

•A small number of people with complementary skills equally committed to a common purpose, goals and working approach for which they hold themselves mutually accountable

•The possible performance impact for the real team is significantly higher than the working group

High Performance Team

•Meets all conditions of real teams and has members deeply committed to one another’s personal growth and success. That commitment usually transcends the team.

•Significantly outperforms all other teams, and out-performs all reasonable expectations given its membership.

•Able to achieve what they do because major change is created through the shifting of organisational culture merging the business goals of the organisation with the social needs of the individuals


As teams grow and cohere, their members face three demands:

① To come to terms with their individual tasks/roles

② To come to terms with the team’s tasks/roles

③ To come to terms with one another

TUCKMAN’S 5 STAGES OF TEAM DEVELOPMENT

• All teams must go through specific developmental stages

• You cannot throw a group of people together, tell them they are a

team and immediately expect a high performance team result

• Members must learn how to work together

• In 1965, Bruce Tuckman proposed the ‘Forming-Storming-

Norming-Performing’ model of group development

• In 1975 Tuckman added a fifth stage called ‘Adjourning’

• It is important to identify the different stages of team

development, and determine where your team is at


This enables teams to:

• Identify development needs

• Assess the best strategies for overcoming weaknesses

• Determine the best methods for moving forward

Forming Storming Norming Performing Adjourning


Forming Storming Norming

Characteristics

QuestioningSocialisingDisplaying eagernessFocusing on group identity and purposeSticking to safe topics

ResistanceLack of participationConflictCompetitionHigh emotionsMoving toward group norms

ReconciliationRelief, lowered anxietyMembers are engaged and supportiveDeveloping cohesion

Strategies

Take “lead”, individual contactsClear expectations and consistent instructionsQuick response

NormaliseEncourage leadership

Recognise individual and group effortsProvide learning opportunities and feedbackMonitor energy in the group

Human investment must be made to build relationships based on trust and mutual risk taking.People interact as strangers and formalities between members need to be broken down by:Identifying common goals, determining boundaries and acceptable behaviour and encouraging honest communication in relation to skills, strengths and weaknesses

Human investment continues as interactions become more intense and the team strives to achieve consensusPerformance standards can be determined and agreed upon, there will be conflict and disruption as members accept the team but resist constraints on individuality, there might be conflict over roles, control and decisions

Return on investment starts to be seen via increasing openness and honesty among team; significantly enhances data flow and learningSuccessful organisation's reduce tendency of teams to work on the wrong issues, and creates good data flowStrengths and weaknesses honestly appraised, opportunities exploited and threats overcomeCreates knowledge, understanding and cohesion empowering the team to act


Performing Adjourning

Characteristics

Demonstrations of interdependenceHealthy systemAbility as a team to effectively produce Balance of task and process orientation

Shift from task to processSadnessRecognition of team and individual efforts

Strategies

Celebrate“Guide from the side”, minimal interventionEncourage group decision-making and problem solvingProvide opportunities to share learning across teams

Acknowledge changeProvide opportunity for summative team evaluationsProvide opportunity for acknowledgements

Return on the investment in teams is maximised as the team’s knowledge and understanding is applied to finding creative solutions to problems, making decisions and exploiting opportunitiesHigh performance teams are confident in their actions and will drive critical issues to resolutionThey work in an open and trusting environment where flexibility is the key and all members are involved in decision making and ownership of decisionsPerformance, role mix, structure, efficiency and cohesiveness are continually evaluated and mapped against plansThey know, from experience, how to complete tasks, solve problems and act independently

Also referred to as Deforming and MourningThis stage is the break-up of the group, usually when the task is completely or its purpose fulfilledDisbanding a team can create some apprehension, and not all team members handle this stage wellThis last stage focuses on wrapping up activities rather than on task performance


• Teams must reform every time it gains a new member or loses an

existing member

• Trust builds over time, and the team will need this time to build

the trust required to be a high performing team

• As team members learn to work together they will have personal,

interpersonal and group needs to be accommodated for

• The role of the team facilitator is to ensure that these needs are

met

DEVELOPING THE TEAM

Allow people to get to know each other

• This can be done through both formal and informal activities -

meetings, setting small cooperative tasks, exchanging

information about skills, competencies and interest

• Meetings should have objectives, agendas and time limits

• A properly run meeting can achieve a great deal, but if

meetings are not managed properly and/or do not result in

actionable outcomes or practical decisions they are generally a

waste of time

DEVELOPING THE TEAMActivities

• Social events can help team members become comfortable with each other

• Another way of creating team bonds is through team building games

• Tools like these create fictional situations -people may behave differently in a real

work than in a game situation

• Games encourage camaraderie even though this may not carry over into the

workplace there is still value to be gained from team building

• Games can provide direct links to skills training needs of individuals and the group

• When groups form teams there are strong training needs, members might require:

• New skills related directly to teamwork

• Technical and cross-functional skills

• Training is an ongoing need for individuals and for team groups, and works best

when it’s fun

DEVELOPING THE TEAM• Regardless how you develop team cohesion creating high

performance teams requires investment of

• Time

• Money

• Effort in developing people and processes

• Team building increases the ability of a team to work together

• Team building involves analysing strengths and improvement

opportunities in a team, building on the current strengths, reducing

the ineffective practices, and preparing a plan for ongoing team

effectiveness

• The team, guided by the facilitator, should take responsibility for

the development and implementation of the plan

PRESENTATION SUMMARY

Now that you have completed this presentation you will know about:

• Performance Plans

• The Team Performance Curve

• Tuckman’s 5 Stages of Development

• Developing the Team

Education

BSBWOR502B_BUS Presentation 3