Models for Team Development and Building

Dr. Serhiy Yevtushenko, 03 July 2014

Content

• Teams and Groups

• Overview of different models

– of group dynamics and development

– common team problems

– conditions for effectiveness

– further pointers

Teams and Work Groups

Teams Work groups

Small 4-12 Persons Differing size, could be big

Committed to common purpose or goal, have interrelated or interdependent interim goals

Individual goals

Agreed upon approach to work Share Information, help each other, could make decision together

Have complementary skills Have similar skills

Make commitments about tasks to each other

Bruce W. Tuckman Group Dynamics Model

Team Development Phases

Phase Behaviors Tasks

Forming • Purpose and goals of team unclear

• Members are cautious, avoid responsibility

• Varying degrees of commitment by members

• Making contact • Building a common

purpose • Establish base level

expectations • Direction from leader is

required

Storming • Struggles over approaches, directions and control

• Counterproductive reactions on leadership

• Members act independently

• Involving everyone • Agreement on norms • Leader raises difficult

issues and coaches team

Team Development Phases • Phase • Behaviors • Tasks

Norming • Team gains confidence, feels a sense of momentum

• Members begin to behave interdependently

• Members agreement on roles and processes

Performing • Group establish unique identity

• Members work collaboratively and proactively for the benefit of the team

• Seeking to improve relationships and performance on tasks

• Assess and evaluate results against purpose and external forces

Adjourning

• Group task is achieved • Team breaks up

• Assessment of team work • Celebrate team

achievements

Drexler/Sibbet Team Performance Model ®

Lencioni 5 Dysfunctions of Team Model

J. Richard Hackman: Conditions for Team Effectiveness

The Essentials

Real Team

Compelling Direction

Right People

The Enablers

Sound Structure

Supportive Context

Team Coaching

If three essential conditions could not be created, it’s better not to use teams to perform the work

J. Richard Hackman: Highlights

• Team needs work that is designed for teams – Some tasks are better done by individuals

• Executive leadership

• Creative writing

• Team should be bounded – Team members know, who is within the team

• Authority of team should be explicitly defined

• Team should be stable over time – Actual performance of stable teams increases over

time

Positive Conditions for Teams

• Real team: bounded, interdependent, stable • Use your authority to specify ends sought, but not the

means the team has to use • All members have both task and teamwork skills • Avoiding derailers on teams • Keeping team small (single digits) and diverse • Establishing up-front norms that foster full use of

member knowledge and skill • Leader exercises influence upwards and outwards to

remove roadblocks and open opportunities • Providing well-timed, focused coaching

Team Coaching

Effectiveness of coaching depending on team design

Team Life Cycle Beginning Midpoint End of Cycle

Focus of coaching Effort Performance Strategy

Knowledge and skills

Effective Coaching Intervention

Motivational Consultative Educational

Team Design Good coaching Bad Coaching

Well-designed team Greatly helps Does not significantly impair

Poorly-designed team

Does not help

Hurts

Coaching style and focus depending on stage of team life-cycle

Other relevant sources about teams

• J. Katzenbach „Wisdom of Teams“ and „Discipline of Teams“

• Belbin works on Teams

• Core Protocols – a Toolbox for productive interactions within teams

• 4D Model – Model for improving team work developed on NASA experience

• D. Larsen, A. Nies „Lift-off“ – Agile Process for starting projects

Q & A

Dr. Serhiy Yevtushenko

codecentric AG An der Welle 3 60322 Frankfut

serhiy.yevtushenko@codecentric.de

http://asffm.blogspot.de