Team Development Gemini Skills Workshop

Agenda Teams as key to our success Team images and team structure High performance groups Team challenges The challenge of the future No one can whistle a symphony.

The Future Shape of Organizations

Key Needs of Teams What Teams Need Common Constructive Goals Conflict Resolution Leadership Respect for Differences Interaction and Involvement of All Members What Teams Need Maintenance of Individual Self-Esteem Mutual Trust Attention to Process and Content Power within Group to Make Decisions Open Communication Source: How to Lead Work Teams: Facilitation Skills, Fran Rees.

Roles That Show Concern Contributing Clarifying Supporting Mediating

Roles That Cause Frustration Dominating Blocking Nit-picking Joking Withdrawing

Criteria for an Effective Team Shared mission and purpose Shared vision Aligned goals/strategies and work plans Clear roles and expectations Diverse membership Authentic communication Empowerment of members Personal responsibility and commitment Can-do spirit

Stages in Team Development 7. Renewal Why continue? 1. Orientation Why am I here? Do I belong? Do I want to be here? 6. High performance characterized by: Team survey High quality output 2. Trust building\ Who are you? What do you expect of me? 5. Implementation How will things be done? Who does What, When, and Where? 3. Goal clarification What are we doing? 4. Decision making How will decisions be made?

The Stages of Team Development High Team Effectiveness Low Stage 1 Forming Stage 2: Storming Stage 3: Norming Stage 4: Performing Stage 5: Adjourning

Team Development Life Cycle Forming Storming Norming Performing Adjourning Source: Tuckman and Jenson

Forming People initially seek to find their place in a group in relation to others. Each person is trying to answer the question “How do I belong to this group?’ This stage is characterized by the reliance of team members on past behavior Members may be uncertain why they’re there, and they will avoid serious topics and expressing their feelings Members look to the team leader for guidance and direction and try to avoid controversy and keep things safe Team output at this stage of development is low

Storming At this stage, the team has to decide how it is going to operate. It becomes necessary to sort out personal relationships of power, influence, and leadership. Although the team leader/manager has specific authority, team members are constantly evaluating his/her behavior. The team is trying to answer the questions: Who leads the team? How is leadership exercised? In this stage, conflict and competition surface within the team with some players becoming hostile or defensive The team is trying to find a way to achieve the task it was assembled to accomplish, although there may be serious disagreement about its goals and objectives Conflict can result from some members’ attempts to dominate the group, while others remain silent In order to leave this stage, the team has to acquire a problem-solving mentality Output in this stage is still low Source: Tuckman and Jenson

Norming The team begins to tackle its work. Members develop their capacity to handle problems creatively, flexibly, and effectively. Typically, the quality of communication improves, and team members respect each others’ contributions. The focus is on economy of effort and task effectiveness— consistency is established and objectives are clarified. During this stage, the team comes together Goals and objectives are agreed to and “owned” by members Members share feelings, solicit and give feedback, and maintain the safe atmosphere already created Team competence and pride develop Data flows between members, and they explore possible solutions Output in this stage is moderate to high Source: Tuckman and Jenson

Performing The members of a fully established team develop rapport and closeness. Each members’ role is clearly identified, and each person’s contribution is distinctive. Team members also build open links with those outside of the team. The team’s contribution to the organization is clear, and it can gather the support and resources it needs. At this point, team identity is complete and morale is high Members are both task and people oriented Team members organize themselves in highly flexible ways and innovate/experiment with solutions If teams reach this stage—and not all do—their capacity, range, and depth of personal interactions make them nimble and responsive to team and organizational needs Output at this stage is very high Source: Tuckman and Jenson

Adjourning The adjourning stage is the wrap up stage for a team. This is the time where people feel a need for recognition and a sense of accomplishment. Teams must come to closure in a positive manner - including planning for what happens next. At this point, you as the facilitator will only coach the team upon request and must start to transfer ownership. It is important to give feedback and share feelings at this stage. Celebrate!

A Few Lessons from Geese Flock facts: As each bird flaps its wings, it creates an uplift for the bird following. By flying in a V formation, the whole flock adds 71% greater flying range than if it flew alone When the lead goose gets tired, it rotates back into the formation and another goose flies at the point position The geese in formation honk from behind to encourage those up front to keep up their speed

Three Key Learning's 1. 2. 3. Notes: Wrap up your presentation with three key learning's. (Write them on a flip chart)