1. Problems with managing Clever People
Team working
Problems with managing Clever People

2. What is a team? More than one person
So the crowd at at a football match?
Is a team different to a group? Or a community?
More than one person working on a shared task, in which the process is improved because of the involvement of different people with different perspectives, skills and aptitudes

3. What do we need to do when working in teams?
Identify and evaluate approaches to self-managing and team management
Characterise yourself and your team in terms of alternative approaches.
Appreciate the conditions and needs for managing particular categories and mixtures of relationships encountered by managers and consultants.

4. First Know thyself
To understand a team you first need to know yourself
SSP Blackboard site has details on:
Learning styles
Only then can you begin to wonder about others, and how you interact with them in a team
So if you havent already visited these pages, do so asap!

5. What is in it for me? And them?
Maslow (1943) idendified a hierarchy of needs which can also be seen as motivational factors:
Physiological
Food, water, shelter, sleep
Safety
Stability, law, structure, clarity
Belongingness
Partnership, friendship, groups
Esteem
Self esteem, respect of others
Self-Actualisation
Meeting challenges, fulfilling promise
Need to know
Aesthetic needs

6. Lifecycle of a Team Different sources point at the same basic model.
Tuckman(1965)
He describes four key stages in a team's development:
Forming
Storming
Norming
Performing

7. Tuckman
Forming
Team depends on leader for direction, purpose and guidance.
Individual roles unclear
Objectives need clarifying and reinforcing
boundaries and roles tested

8. Tuckman Storming Much inter-team conflict Decisions don't come easily
Uncertainty persists, but there is the beginnings of understanding of purpose and goals
Task focus is used to avoid distraction of relationship issues

9. Tuckman Norming Roles and responsibilities are clear
Consensus broadly achieved
Some delegation used
Important decisions taken jointly
Commitment and team spirit at its highest
Team working style openly discussed
Task can sometimes take second place

10. Tuckman Performing Shared vision Task clearly understood
Disagreements settled positively and internally
No instruction required
Delegation happens naturally and members often seek to over-perform

11. Lifecycle of a Directed Team
Hersey and Blanchard (1977)
Theory of Situational Leadership
Again, four key stages in a leaders relationship to a team's development:
Directing
Coaching and selling
Supporting and participating
Delegating

12. Managing Clever People
Like Hurding Cats
Drucker (1999) states that knowledge workers are NOT the same as manual workers
They are assets to be sweated not costs to be reduced

13. Managing Clever People
Cloke and Goldsmith (2002) suggest some key questions:
Who are we? (team identification)
Why are we here? (task identification)
Where are we going? (Vision)
How do we get there? (Objectives and goals)
What is in the way (Challenge identification)

14. Managing Clever People
Cloke and Goldsmith (2002) Continued:
How do we know we are working well (CSF setting)
Who will do what? (Planning)
How will we learn? (Feedback and quality control)
What worked? What didn’t? (evaluation)
Good work! What is next?

15. Managing Clever People
Cloke and Goldsmith (2002) go on to suggest skills required:
Self management
Communication
[Appropriate] leadership
Responsibilty
Planning
Shaping successful meetings
Supporting diversity
Conflict resolution
Feedback and evaluation
ENJOYMENT!

16. Team roles
Belbin suggests that: members of a team have: "A tendency to behave, contribute and interrelate with others in a particular way. “
The suggestion is that a good team has an appropriate mix of of roles
A team full of leaders is useless!

17. Team roles
Belbin suggests that: members of a team have: "A tendency to behave, contribute and interrelate with others in a particular way. “
The suggestion is that a good team has an appropriate mix of of roles
A team full of leaders is useless!

19. RESOURCE INVESTIGATOR
BELBIN Team-Role
  Strengths
RESOURCE INVESTIGATOR
Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts.
SHAPER
Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles.
TEAMWORKER
Co-operative, mild, perceptive diplomat. Listens, averts friction.
SPECIALIST
Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.

20. So what about us? You are in a team now
How do actual roles map back to Belbin?
Do you recognise the maturing of your team?
Have you the skills required?