The other team-models - beyond forming and storming

2013 / Michael Mahlberg Slide #

The other team modelsBeyond forming and storming

A micro workshop at STARTPLATZ Köln 2013-06-05

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http://www.consulting-guild.de













http://www.michaelmahlberg.de


http://creativecommons.org/licenses/by-sa/3.0/deed.en_US




Who am I

•Michael Mahlberg, CEO “The Consulting Guild”, Germany

•Working as a consultant for more than 25 Years

• Can’t get to sleep well until I know why things happened and how I can work with this knowledge in a comparable situation in the future.

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Everything is optional

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Who are you?

• Show of hand:

•Do you know about Tuckman?

• Are you a coach or trainer?

•Do you work in a team?

•Does a team work for you?

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Who are you

• In which team are you today?

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Audience participation

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Timelines

•Material

• Paper (supplied)

• Post-its (supplied)

• Pen

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Build the environment

• Tables?

• Paper?

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Collect teams from your past

3 Minutes

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2013 / Michael Mahlberg Slide # 10




















The timeline

• Place the Teams from left to right

• Leave space for drawing

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Mood - line

• How was your overall personal feeling during that time

•Only the feelings related to teams of course

• The average of all the team-related feelings at that point in time

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Synchronize

•Do we all have a timeline?

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Why was it the way it was?

•What happened at “interesting” points of the timeline?

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The usual suspects

• Tuckman

• J-Curve

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Tuckman

Forming – Storming – Norming – Performing

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TuckmanForming

Storming

Norming

Performing

Adjourning?20




















J-Curve

Based on work by Gerald M. Weinberge.g. Secrets of Consulting

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Website Jerry Weinberg



















http://www.geraldmweinberg.com/Site/Home.html



Based on work by Gerald M. Weinberge.g. Secrets of Consulting

J-Curve

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JJ

JBased on work by Gerald M. Weinberg

e.g. Secrets of Consulting

J-Curve

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JJJJ-Curve

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Satir Change Model

Based on work by Virginia Satirand Steven M. Smith

baseline

foreignelement

resistence

old status quo

chaos

transforming idea

integrationnew

status quo

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Satir Article by Steve Smith



















http://stevenmsmith.com/ar-satir-change-model/

http://stevenmsmith.com/ar-satir-change-model/


JJJJ-Curve

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JJ

JBased on work by Gerald M. Weinberg

e.g. Secrets of Consulting

J-Curve - degenerated

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Work in groups

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Why was it the way it was?•On a meta level!

•What are the qualities that lead to – or away from – important characteristics, including, but not limited to

• Enjoyable

• Sustainable

• Successful

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What is a team anyway?

• According to R. KEVIN GRIGSBY, DSW

•Defined in 2008

•Originally aimed at staff in medical organizations

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What is a team anyway?

• Committee

• Task Force

• Team

Groups of People

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Committee

• Subgroup with mixed expertise

• Formed from the outside

• Tasked to perform a specific function

• Can be temporary or permanent

• Usually not a full time occupation

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Task Force

• Expert group for a specific area

• Temporary

•Defined goal

• Created on demand

•Often includes ressources

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Team

• Common Purpose

• Complementary skills

•Mutually accountable

•Members selected based on merit

• Leadership varies with task at hand

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Highlights

• Committee =>

• Task Force =>

• Team =>

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Committee






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Task Force


• Temporary

•Defined goal


•Often includes resources

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Team

• Common Purpose





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Highlights

• Committee => Function

• Task Force => Goal

• Team => Purpose

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Committee






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Task Force


• Temporary

•Defined goal


•Often includes ressources

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Team

• Common Purpose





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Highlights

• Committee => Function, Part-time, Temporary or Permanent

• Task Force => Goal, Full-time, Temporary

• Team => Purpose, semi-permanent

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•Which of the groups you identified earlier where teams, which where committees and which where task forces?

•Do you work in a team?

•Does a team work for you?

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Drexler / Sibbet

• Tuckman: 1965

• Allan Drexler and David Sibbet:1990’s

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Phases (Drexler / Sibbet)

• Creating a team

• Sustaining a team

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Just search for Drexler/Sibbet on Google Images

From ‘the internet’

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Why (orientation)

Who (Trust Building)

What (Goal clarification)

How (Commitment)

Who, what, when, where? (Implementation)

Wow (High performance)

Why (Renewal)

Choices

Tasks

Working relationships

Meaning

Layers according to Esther Derby,

AYE 200848 Website Esther Derby

http://www.estherderby.com/

http://www.estherderby.com/


• If not resolved

- Disorientation

- Uncertainty

- Fear

• If resolved

- Purpose

- Team Identity

- Membership

Why (Orientation)

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• If not resolved

- Caution

- Mistrust

- Facade

• If resolved

- Mutual regard

- Honesty

- Reliability

Who (Trust Building)

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• If not resolved

- Apathy

- Skepticism

- Irrelevant Competition

• If resolved

- Explicit Assumptions

- Clear, integrated goals

- Shared Vision

What (Goal clarification)

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• If not resolved

- Dependence

- Resistence

• If resolved

- Assigned roles

- Allocated resources

- Decisions made

How (Commitment)

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• If not resolved

- Conflicts/confusion

- Disalignment

- Missed deadlines

• If resolved

- Clear processes

- Alignment

- Disciplined Alignment

Who, what, when, where? (Implementation)

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• If not resolved

- Overload

- Disharmony

• If resolved

- Spontaneous interaction

- Synergy

- Surpassing Results

Wow (High performance)

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• If not resolved

- Boredom

- Burnout

- Churn

• If resolved

- Recognition

- Celebration

- Staying power

- (Change Mastery)

Why (Renewal)

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•Within each team

•Map the properties collected earlier to the Drexler/Sibbet Model

• Identify indicators for a missing stage and actions to help with the Step from on stage to the next.

• Select exemplary indicators/action for the presentation according to your group


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Group assignment

2 Orientation (Why)

3 Trust building (Who)

4 Goal clarification (What)

5 Commitment (How)

6 Implementation (Who does what when where)

7 High Performance (Wow)

8 Renewal (Why)

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Presentation Team 2

• Indicators and Activities for the Phase Orientation

Real-life indicators Real-life activities

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Presentation Team 3

• Indicators and Activities for the Phase Trust building


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Presentation Team 4

• Indicators and Activities for the Phase Goal clarification


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Presentation Team 5

• Indicators and Activities for the Phase Commitment


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Presentation Team 6

• Indicators and Activities for the Phase Implementation


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Presentation Team 7

• Indicators and Activities for the Phase High Performance


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Presentation Team 8

• Indicators and Activities for the Phase Renewal


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The other team modelsBeyond forming and storming

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The other team models

Beyond forming and storming

Facilitated by Michael Mahlberg (google me ;-) )

Thank You!

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Contact Information

• If you have questions, don’t hesitate to contact me via e-mail at: [email protected]

• You can also find me on Twitter as MMahlberg

• I sometimes blog on http://agile-aspects.michaelmahlberg.com

•My homepage is http://www.michaelmahlberg.com

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The other team-models - beyond forming and storming