Team Dynamics o Tuckman Team Development Model o

Team Dynamics o Tuckman Team Development Model o Practical Considerations o Hints for Working in Teams 1 © 2009 CIS

Tuckman Team Development Model o Four stages to high performance n n Forming Storming Norming Performing o Two areas of personal development n Personal relationships n Task functions 3 © 2009 CIS

Stages of Team Development o Each stage is needed n Each stage builds on the previous stage n Skipping a step negatively affects team performance o For each major new challenge or change, the process repeats 4 © 2009 CIS

Forming o Establishing base level expectations for the work to be done o Agreeing on common goals o Making contact - getting to know each other o “Why are we here? ” 5 © 2009 CIS

Forming continued o Typical of this stage n milling around, confusion, impersonal, polite / superficial o Action steps n n n set goals establish roles identify team members team member introductions set initial ground rules 6 © 2009 CIS

Storming o Expressing differences of ideas, feelings, opinions o Reacting to leadership o Team members are independent, not working together 7 © 2009 CIS

Storming continued o Typical of this stage n frustration, attacking, conflict, cliques, feeling stuck o Action steps n listen to each other n spend time together n work actively to set a supportive environment n build trust by honoring commitments 8 © 2009 CIS

Norming o Developing team patterns that work o Cohesion beginning o Establish procedures o Giving constructive feedback o Confronting issues 9 © 2009 CIS

Norming continued o Typical of this stage n members agree about roles and processes for problem solving n decisions made through negotiation and consensus building o Action steps n n n recognize and reinforce “synergy” behavior share rewards for successes constant communication share responsibility delegate freely within the team be selective of new team members 10 © 2009 CIS

Performing Team members feel very motivated High pride in the team “We” versus “I” orientation Individuals defer to team needs High trust High openness and support Little waste - very efficient team operations o OK to risk confrontation o Superior team performance o o o o 11 © 2009 CIS

Practical Considerations o Identify team members n Match in o o o availability for team meetings geographic location grade goals/expectations personality styles get to know your team members n Good mix of experience and skills relevant to the project 12 © 2009 CIS

Practical Considerations continued o Establish team decision making rules n consensus n majority vote o how do you break a tie vote? o Establish team structure n Assigned roles vs ad hoc task performance o responsibilities of roles? 13 © 2009 CIS

Practical Considerations continued o Establish team operating procedures n When / where will team meetings be held n Team communications n Record and distribute discussions and decisions from team meetings n Managing the project plan and maintaining the project workbook 14 © 2009 CIS

Practical Considerations continued o Establish team ground rules n Examples o Individual assignments must be completed before the team meeting at which they will be discussed. o Attendance at meetings is mandatory. If absence is unavoidable, individual assignments must be completed and delivered to the team before the team meeting. o etc. . . 15 © 2009 CIS

Hints for working in teams o Respect the time and talents of your team members n n n Be on time Be prepared Be helpful when you have to criticize a team member’s work o Conduct well managed meetings n n Distribute an agenda ahead of time Take minutes: record key points of discussions and all action items. Distribute these promptly to all team members o Do not expect to do all the tasks in the team meeting n n Work independently and in parallel on different parts of the project Use team meetings to coordinate, review and integrate the work 16 © 2009 CIS