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