L6 : Effective team

1) What makes a team effective?.

2) Tuckman's Model of team.

3) Conflicts within a team.
 
4) what are the factors that increase team cohesion?

4) When to form a team (to work on a project) or as an individual (to work on a project).

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Focus on :

a) Tuckman's model of team development, know the characteristics.
b) Factors to increase team cohesion.


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An effective team has (ingredients):


- right people

- right/ good relationship among team members

- right/clear roles and processes.


An effective team (outcome) :

a) achieve team/organisational goal
b) team members are satisfied and happy with their team relationship
c) team is cohesive.

To be effective, team need

a) resources (eg training, equipment, space to experiment etc)
b) support from the organisation it is part of. (management agrees to goals, provide financial support, equpment support, leadership support.)

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An effective team has (ingredients):


- right people

- people with good mix of personalities/skill/exprience/complementary strength.

eg : if you are high in extrovesion- like to mix/interact with people, you need someone introvert/quiet/high conscientious - to do the work/check details/get it done. (not talk only).

- if you are good in sales/marketing, need someone good in technical etc.



- right/ good relationship among team members


- ie conflicts are managed
- there is team cohesion.
- members trust each other.
- members commuicate well.


- right/clear roles and processes.

- each member knows their roles
- each member knows how to get work done within the team (ie eg : how to get permission/approval needed, what is the procedure etc.)

- there are clear expectation of each member (eg dateline to finish a task/the standard of the work expected/the quality expected.)

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COHESION.

see 6P slide 8.

. how often team interact - eg do they sit phyically together in the same building or are they part of virtual team, scattered over different countries.

. homogenity -> how similar are the team members, more homogenous- more cohesive.

. smaller size.

. difficult to get into team. eg: company that are difficult to get in, eg SIA cabin crew - more cohesive.

. company/department/team - have past successes that team can be proud of.



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CONFLICTS

- either constructive conflicts or destructive conflicts.


- constructive conflicts
- conflicts arising from the issues
- to be expected and can be good (eg how to run the activity, which activities to select) if managed.


- destructive conflicts

- focus on the members.
- members dislike each other because of differences in personality/perception. etc.

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TUCKMAN'S MODEL.

Tuckman's model described the different stages a team goes through.

The stage a team is in, is signify by set of charactersitics.

There is no definite length of time a stage is in, it evolved depending on the members consistuent and the team leadership . (ie how the team leader facilititate the team development).

5 stages are :


FORMING

STORMING

NORMING

PERFORMING

ADJOURNING.

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CHARACTERISTIC :

FORMING. (UNCERTAINTY)

- members checking out each other.
- lack of trust.
- tentative comuncation.
- members deciding if they want to be part of the team.

end of forming : members feel they are part of a team.

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STORMING (CONFLICTS between team members, issues etc)

- fighting for leadership position.
- conflicts arises
- evaluating what is the team's goal/purpose.

end of storming : there is a hierchary and a leader/leadership team.


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NORMING. ( AGREEMENT of a team structure etc)

- a team structure has evolved. (ie who do what)
- clearer roles/expectations.
- team feel more cohesive and sense of belonging.

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PERFORMING (ACHIEVE GOAL/OUTCOME, see more result).

- leader known,
- set roles/goals/expectation.
- team members focus on getting work done.
- able to see result/achieve goals.

- at optimal/most effective stage.


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ADJOURNING (dissolution.)

- goal achieved.
- less need to be a team (unless another challenge/goal etc are set).

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WHAT CAN A LEADER DO TO HELP THE TEAM IN EACH STAGE (see 6P, slide 12).


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WHEN TO WORK AS TEAM :

a) when the task/activity is complex.
b) work to be done need mulitple skills/knowledge/experience.
c) ample time to build up a team to its opitmal stage.

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FOR UT :
 
a) must understand the characteristic of each Tuckman stage.
b) team cohesion.