Post on 13-Apr-2018
The Team Performance Curve Pe
rforman
ce Im
pact
Team Effec1veness
High-‐performance team
Real team
Poten1al team
Pseudo team
Working group
( Katzenback & Smith The wisdom of teams)
Key Features
• Small number of people
• Complementary skills and ideas
• Commitment to common purpose
• Commitment to common working approach
• Clear performance goals
• Mutual Accountability
( Katzenback & Smith The wisdom of teams)
ImplicaBons Of Iceberg for Team Members
• Focus on surfacing issues and discussing the “undiscussables” that are creaBng barriers
• Focus on leveraging conflict
• Focus on generaBng ideas -‐ not blocking
• Focus on reflecBon as well as acBon
• Focus on building and linking rather than criBcising
The Five Faces (Tukmann)
Each change of “face” is part of a normal, natural process
FORMING
PERFORMING
STORMING
NORMING
INFORMING
Group Processes
• Groups wear five “faces” STORMING: • Confusion, anger, dissa1sfac1on & withdrawal • Power, misalignment issues • Lots of bickering
NORMING: • Focus on harmony/posi1ve feelings • Establish rules, policies, performance standards • Maintains a sense of “group”
PERFORMING: • High esprit, trust, energy & crea1vity • ‘Role flexibility & empowerment • Listen & strive for consensus
INFORMING (or LEARNING): • Striving to understand, learn, evaluate • Developing a shared mindset • Exploring & tes1ng values/habits
FORMING: • GeYng to know one another • Clarifying mission, purpose • Uncertain1es & anxie1es
A Balanced Team Needs
EXTERNAL AWARENESS
Reconnaissance, Rela,onships
EXPERTISE Focus, Knowledge
THINKING POWER
Crea,ve, Unorthodox Analy,cal, Evalua,ve
PRODUCTIVITY Structured, Methodical Detailed, Perfec,onist
PEOPLE SKILLS Sensi,vity, Cohesion
LEADERSHIP Considered, Strategic
Urgent, Driving
Belbin Team Roles PL
RI
CO
SH
ME
TW
IM
CF
SP
DR
Plant
Resource InvesBgator
Co-‐ordinator
Shaper
Monitor Evaluator
Team Worker
Implementer
Completer Finisher
Specialist
"Dropped Points"
Resource Inves1gator
RI
CONTACTS
RESOURCES
SOCIABLE NETWORKS
INFORMATION
ENTHUSIASM
EXTERNAL CO-‐ORDINATION AND NEGOTIATION
Co-‐ordinator
TRUSTING
ORGANIZES
ASSIGNS TASKS/RESPONSIBILITIES
CALM
ENCOURAGES GROUP
CONFIDENT
INDENTIFIES INDIVIDUAL TALENT
CLARIFIES OBJECTIVES
CONTROLS
DELEGATES
CO
Shaper
SH
ARGUES DRIVE
NEED FOR ACHIEVEMENT
COMPETITIVE
LIKES TO WIN PRESSURE
IMPATIENT
INSIGHTFUL
ASSERTIVE
CHALLENGES
Monitor Evaluator
ME
COOL HARD HEADED
SEES ALL OPTIONS
VALIDATES
ANALYSES
EVALUATES
SERIOUS
JUDGMENTAL
CAREFUL
Team Worker
TW
COMMUNICATOR
FLEXIBLE
OVERCOMES TENSION AND CONFLICT
WARMTH
SOCIABLE
RESPONSIVE
PERCEPTIVE
SUPPORT
INDECISIVE
TEAM SPIRIT
Implementer
IM
DISCIPLINED RELIABLE
STRUCTURE
HARD WORKING
ORGANISES
PRACTICAL APPLICATION
SYSTEMATIC LOYALTY
COMMON SENSE
Completer Finisher
CF
ANXIOUS
SENSE OF URGENCY
FOLLOWS THROUGH
MAINTAINS STANDARDS
ACCURACY
PERFECTIONIST
DOESN'T DELEGATE
ATTENTION TO DETAIL
Specialist
SP
LACKS INTEREST IN OTHER SUBJECTS
NARROW
DEDICATED
PROFESSIONAL STANDARDS
TECHNICAL KNOWLEDGE AND SKILLS
SINGLE-‐ MINDED
PRIDE IN OWN SUBJECT
DEFENDS OWN TERRITORY
A Balanced Team Needs
EXPERTISE
Focus, Knowledge
Specialist
EXTERNAL AWARENESS
Recogni1on, Rela1onships Resource InvesBgator
THINKING POWER Crea1ve, Unorthodox
Plant Analy1cal,
Evalua1ve Monitor Evaluator
PEOPLE SKILLS
Sensi1vity, Cohesion
Team Worker
PRODUCTIVITY Structured, Methodical
Implementer Detailed, Perfec1onist
Completer Finisher
LEADERSHIP
Considered, Strategic
Co-‐Ordinator
Urgent, Driving
Shaper
Dropped points
DR
SELF IMAGE “
CONTROL ITEMS"
HIGH SCORE -‐ MAYBE UNSURE OF OWN CONTRIBUTIONS
NOT RELATED TO SPECIFIC TEAM ROLES ASK FOR FEEDBACK ?