1. John Potter Plymouth Business School University of Plymouth Project Management

2.  It’s all about performance  Urgency and skill  The kick-off and basic rules of engagement  Quick wins and continually challenge  Time and positive feedback.

3. Goals, direction and leadership Roles, responsibilities and skills Climate and interpersonal skills Methods and operating procedures All integrated through effective communication The effective team

4.  Common commitment and purpose  Performance goals  Complementary skills  Mutual accountability  Teams that:  Recommend  Make or do things  Run things. The Discipline of Teams Jon R Katzenback and Douglas K Smith Harvard Business Review July 2005 (revisited from 1993) The Wisdom of Teams Jon R Katzenback and Douglas K Smith Harvard Business School Press 1993

5.  The plant  The Resource Investigator  The co-0rdinator  The Shaper  The Monitor Evaluator  The Teamworker  The Implementor  The Completer  The Specialist Team Roles at Work Meredith Belbin Butterworth Heinemann 1993

6.  Balanced roles  Clear objectives and agreed goals  Openness and confrontation issues  Support and Trust  Co-operation and conflict issues  Sound procedures  Appropriate leadership  Regular review  Individual development  Sound inter-group relations  Good communications Team Roles at Work Meredith Belbin Butterworth Heinemann 1993

7.  Forming  Storming  Norming  Performing And Reforming  Adjourning  Mourning

8.  Establish a sense of urgency, demanding performance standards and direction  Select members for skill and skill potential, not personality  Pay particular attention to the initial meetings – first impressions count a great deal in terms of future success  Set clear rules of behaviour  Work towards some quick wins and indicators of success  Challenge the group regularly with new information and facts  Spend lots of time together

9.  A demanding performance challenge tends to create a team  The disciplined application of “team basics” is often overlooked.  Team performance opportunities exist in all parts of the organization  Teams at the top are the most difficult  Most organizations intrinsically prefer individual accountability over group accountability The Discipline of Teams Jon R Katzenback and Douglas K Smith Harvard Business Review July 2005 (revisited from 1993) The Wisdom of Teams Jon R Katzenback and Douglas K Smith Harvard Business School Press 1993

10. Organizations with strong performance standards seem to spawn more “real teams” than organizations that promote teams per se High performance teams are extremely rare Hierarchy and teams go together almost as well as teams and performance Effective teams naturally integrate performance and learning Teams are the primary unit of performance for increasing numbers of organizations The Discipline of Teams Jon R Katzenback and Douglas K Smith Harvard Business Review July 2005 (revisited from 1993) The Wisdom of Teams Jon R Katzenback and Douglas K Smith Harvard Business School Press 1993

11.  Individual members whose loyalty rests elsewhere.  Where goals are not clarified or understood.  Where the aims of the team are seen to be in conflict with other teams to which the members belong.  Members treat each other with suspicion and distrust.  Ideas and contributions are devalued and “rubbished” by other members.  Members are allowed to switch off and opt out.  Cliques form for their own protection.

12. Avoidance of Accountability Inattention To Results Lack of Commitment Fear of conflict Absence of Trust Status and Ego Low Standards Ambiguity Artificial Harmony Invulnerability The Five Dysfunctions of a Team Patrick Lencioni Jossey-Bass 2002 Overcoming the Five Dysfunctions of a Team Patrick Lencioni Jossey-Bass 2005

13. Belbin, M. (1981) Management Teams why they Succeed or Fail. Butterworth- Heinemann: Oxford Belbin, M. (1993) Team Roles at Work. Butterworth-Heinemann: Oxford Lencioni, P (2002) The Five Dysfunctions of a Team. Jossey-Bass: San Francisco. Lencioni, P (2005) Overcoming the Five Dysfunctions of a Team. Jossey-Bass: San Francisco. Katzenback, J.R, & Smith, D.K (2005) The Discipline of Teams. Harvard Business Review. Katzenback, J.R, & Smith, D.K (1993) The Wisdom of Teams. Harvard Business School Press: Boston. References

14. This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme.Learning from WOeRk This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license (http://creativecommons.org/licenses/by-nc-sa/2.0/uk/).http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ The resource, where specified below, contains other 3 rd party materials under their own licenses. The licenses and attributions are outlined below: 1.The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. 2.The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license. Back page originally developed by the OER phase 1 C-Change project ©University of Plymouth, 2010, some rights reserved Author John Potter InstituteUniversity of Plymouth Titlehanding over the project, close down and knowledge capture Date Created 10/06/2011 Educational Level Level 5 Keywords Learning from WOeRK Work Based Learning WBL Continuous Professional Development CPD leadership and management UKOER LFWOER