bfbm(10-2015) transforming teams

Transforming TeamsPROF.DR.AUNG TUN THET

Organizations

Inattention to RESULTS

Avoidance of ACCOUNTABILITY

Lack of COMMITMENT

Fear of CONFLICT

Absence of TRUST

Five Dysfunctions of Teams

Positive Approach

Trust one another Engage in unfiltered conflict around ideas Commit to decisions and plans of actions Hold one another accountable Focus on achievement of collective results Discipline and persistence

17 Indisputable Laws of Teamwork

Teamwork

1. Significance: One is too small a number to achieve greatness2. Big Picture: The Good is more important than the Role3. Niche: All players have a place where they add the most value4. Mount Everest: As the challenge escalates, the need for

teamwork elevates5. Chain: The strength of the team is impacted by its weakest link6. Catalyst: Winning teams have players who make things

happen

Teamwork

7. Compass: Vision gives team members direction and confidence8. Bad Apple: Rotten attitudes ruin the team9. Countability: Teammates must be able to count on each other

when it counts10. Price Tag: Team fails to reach its potential when it fails to pay

the price11. Scorecard: Team can make adjustments when it knows where it

stands12. Bench: Great teams have great depth

Teamwork

13. Identity: Shared values identify the team14. Communication: Interaction fuels action15. Edge: The difference between two equally talented team is

leadership16. High Morale: When you are winning nothing hurts17. Dividends: Investing in the team compounds over time

Forming, Storming, Norming, and Performing

UNDERSTANDING STAGES OF TEAM FORMATION

Transforming Teams

Takes time Members go through recognizable stages Change from strangers to united group with

common goals

Stages

1. Forming2. Storming3. Norming4. Performing Team effective more quickly Build highly productive team

Stages

Path teams follow on way to high performance

Fifth - "adjourning" (“mourning")

Forming

Formation of team Team comes together Finding out about each other Situational Leadership style: Directing

Forming

Members positive and polite Anxious Excited Leader play dominant role Members' roles and responsibilities not

clear

Forming

Last for some time Start to work together Effort to know new colleagues

Storming

Start to push against boundaries established Many teams fail Conflict between members' natural working

styles

Storming

People work in different ways Differing working styles cause unforeseen

problems Frustrated

Storming

Members challenge authority Jockey for position Question team's goal Resist taking on tasks

Storming

Members experience stress No support of established processes or

strong relationships

Storming

Team members come up with ideas through debates – about task priorities– clarity on purpose of the task– roles & responsibilities– processes to follow

Storming

Influence of ideas Power struggles arise Compromises required Members challenge leader Leader coaches Situational Leadership style: Selling

Norming

Members resolve differences Appreciate colleagues' strengths Respect authority

Norming

Team members know one another better Socialize together Ask one another for help Provide constructive feedback

Norming

Stronger commitment to team goal Good progress Prolonged overlap between storming and

norming Team may lapse back into storming stage

Norming

Work as team starts Roles and responsibilities clear and

accepted Team exhibit participative behaviour Decision making by group agreement Commitment, trust and unity increases Situational Leadership style: Supporting

Performing

Hard work leads Without friction Structures and processes support Delegate work

Performing

Concentrate on developing team members Easy to be part of team Joining or leaving won't disrupt performance

Performing

High levels of:– goal orientation,– interpersonal relations,– independence, motivation,– knowledge and– competence in team members

Performing

Team know what,why & how of task High level of in communication between team

members Equivalent Situational Leadership style:

Delegating

Adjourning (Mourning)

Eventually Project teams Permanent teams Difficult - future uncertain

Adjourning (Mourning)

Project completes Members moving out Everyone move on

Using The Tool

Team Leader

Help people perform well as quickly as possible

Change approach at each stage Doing the right thing at the right time

Team Leader

Identify stage of team development Consider what to do to move towards

performing stage Schedule regular reviews Adjust behaviour and leadership approach

appropriately

Leadership Activities at Different Group Formation Stages: Forming• Direct team• Establish clear objectives - team and

individual members

Leadership Activities at Different Group Formation Stages: Storming• Establish processes and structures• Build trust and good relationships

between team members• Resolve conflicts swiftly • Provide support to team members less

secure

Leadership Activities at Different Group Formation Stages: Storming• Remain positive and firm • Explain "forming, storming, norming, and

performing" • People understand why problems occurring

Leadership Activities at Different Group Formation Stages: Storming• Coach team members in assertiveness and

conflict resolution skills• Help people learn different work styles and

strengths

Leadership Activities at Different Group Formation Stages: Norming• Step back • Team members take responsibility for

progress towards goal• Team-building event

Leadership Activities at Different Group Formation Stages: Performing• Delegate tasks and projects • Have as light a touch as possible• Start focusing on other goals and areas of

work.

Leadership Activities at Different Group Formation Stages: Adjourning (Mourning)

• Celebrate team's achievements• People view past experiences positively

Key Points

Team transformation follow recognizable stages: "forming, storming, norming, and performing"

Fifth stage: "adjourning" or "mourning"

Key Points

Identify stage of development team is at Use strategies that move team through to

next stage Focus and hard work - high-performing

team

Team Roles:Improving Team Performance

Team

Clear responsibilities Every role performed fully and well

Members

Assume different "team roles" “… behave, contribute and interrelate

with others in particular way" Nine underlie team success

Team Roles

Action

PeopleThinking

SH

IMP CF

CO

RITW

PL

ME SP

Team Roles

ORIENTATION

ROLE DESCRIPTION

Action Shaper Challenges team to improveImplementer Puts ideas into actionCompleter Finisher Ensures thorough, timely completion

People Coordinator Acts as chairpersonTeam Worker Encourages cooperationResource Investigator Explores outside opportunities

Thought Plant Presents new ideas and approachesMonitor-Evaluator Analyzes optionsSpecialist Provides specialized skills

THANK YOU!THANK YOU!

Action Oriented Roles

Shaper (SH) Challenge team to improve Dynamic Extroverted Enjoy stimulating others Questioning norms

Action Oriented Roles

Shaper (SH) Find best approaches for solving problems Shakes things up Make sure all possibilities considered Team does not become complacent

Action Oriented Roles

Shaper (SH) See obstacles as exciting challenges Courage to push on when others feel like

quitting Argumentative Offend people's feelings

Action Oriented Roles

Implementer (IMP) Get things done Turn ideas and concepts into practical actions and plans Conservative Disciplined Work systematically and efficiently Well organized

Action Oriented Roles

Implementer (IMP) Inflexible Resistant to change

Action Oriented Roles

Completer-Finisher (CF) See projects completed thoroughly Ensure no errors or omissions Pay attention to smallest of details Concerned with deadlines Perfectionists Orderly Conscientious 

Action Oriented Roles

Completer-Finisher (CF) Worry unnecessarily Hard to delegate

People Oriented Roles

Coordinator (CO) Traditional team-leader role Chairmen Guide team Excellent listeners Recognize value of each team member  Calm, good-natured and delegate tasks effectively

People Oriented Roles

Coordinator (CO) Delegate away too much personal responsibility Manipulative

People Oriented Roles

Team Worker (TW) Provide support Make sure people working together effectively Negotiators Flexible, diplomatic and perceptive Popular

People Oriented Roles

Team Worker (TW) Indecisive Uncommitted during discussions and decision-

making

People Oriented Roles

Resource Investigator (RI) Innovative Curious Explore available options Develop contacts Negotiate for resources

People Oriented Roles

Resource Investigator (RI) Enthusiastic Identify and work with external

stakeholders Outgoing Extroverted

People Oriented Roles

Lose enthusiasm quickly Overly optimistic

Thought Oriented Roles

Plant (PL) Creative innovator New ideas and approaches Thrive on praise Criticism hard for them to deal with

Thought Oriented Roles

Plant (PL) Introverted Work apart Impractical Poor communicators Ignore given parameters and constraints.

Thought Oriented Roles

Monitor-Evaluator (ME) Best at analyzing and evaluating ideas Shrewd Carefully weigh pros and cons of all options Critical thinkers Strategic approach

Thought Oriented Roles

Monitor-Evaluator (ME) Detached Unemotional Poor motivators React to events

Thought Oriented Roles

Specialist (SP) Specialized knowledge Pride themselves on skills and abilities Maintain professional status Expert

Thought Oriented Roles

Specialist (SP) Limit contribution Preoccupation with technicalities