Theories of group Formation

• Propinquity Theory• Homan I-A-S Theory• Balance Theory• Exchange Theory

TeamComing together is a beginning. Keeping together is progress. Working

together is success-Henry Ford”

• A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

We shall analyze them:• Small number – five to ten people• Complementary skills – appropriate balance or mix of skills and

traits• Commitment to a common purpose and performance goals –

specific performance goals are an integral part of the purpose.• Commitment to a common approach – team members must agree

on who will do a particular job & develop a common approach.• Mutual accountability – at its core, team accountability is about the

sincere promises we make to others & ourselves – commitment & trust.

Importance of Team

• Helps Companies Achieve Goals.• Encourages Employees to Do Their Best.• Increases Productivity Among Employees.• Improving communication .• Making the workplace more enjoyable .• Getting to know each other.

Types of Teams•Independent and interdependent teams•Problem-Solving Teams•Self-Managed Teams•Cross - Functional Teams•Virtual Teams

• Problem Solving Team

• Self-Managed Teams

Cross - Functional Teams

DIFFERENCE BETWEEN A GROUP AND TEAM

GROUP

• Individual accountability.

• The group’s purpose is the same as the broader organizational mission.

• Individual work products.

• Runs efficient meetings.

• Measures performance indirectly by its influence on others.

• Discusses, decides, and delegates.

TEAM

• Individual and mutual accountability.(Collective responsibility)

• Specific team purpose that the team delivers.

• Collective work products.

• Encourages open-ended discussions, active problem solving meetings.

• Measures its effectiveness direct by collective work products.

• Discusses, decides, & does real work together.

• Forming • Overview: The team is new. There is little agreement or knowledge of

team objectives other than what has been received from the leader or gathered during the “enlistment process”. Processes are often unclear or yet to be designed. Individual roles and responsibilities are somewhat undefined.

• Team Members: Individual behavior varies of course, but is often driven by the desire to be accepted to the team, and to avoid controversy or conflict. Typically, serious issues and feelings will be avoided.

• Team members will likely function quite independently at this stage.• The Leaders’ Role: The Leader needs to be prepared to communicate and

answer questions about the team’s purpose, objectives, priorities and external relationships (sound familiar?).

• Sharing knowledge of the concept of Tuckmans’ model; Forming, Storming, Norming, Performing, can be helpful to the team at this point. From a leadership point of view, the leader needs to be Decisive, Directive and Communicative.

• .

• Storming• Overview: Team members are exploring limits. Team members may begin to

confront each other’s ideas and perspectives. The storming stage is necessary for the evolution of the team.

• Team Members: The Storming Stage can be contentious, unpleasant or possibly painful for team members who are conflict averse.

• The Leader’s Role: In this stage the leader needs to be alert to allowing enough creative tension and conflict to occur to allow the team to begin to experience it and reach a level collective emotional stability, but to not allow the conflict to become too heated or corrosive. Your Leadership style during this stage will likely need to fluctuate from directive to coaching and back as needed.

• Norming• Overview: The team is beginning to develop habits and patterns for working

together. Team members have begun to adjust their behavior to develop work habits that make teamwork seem more natural and fluid. During this stage, team members will begin to trust each other’s work. Cohesiveness can increase as the team becomes more familiar with the project and processes.

• Team Members: Individuals will begin to take on specific rules during meetings, and to be relied on for specific skills.

• The Leader’s Role: The Leader can become more participative than directive during this stage, depending on individual style of course.

PerformingOverview: The team is functioning as high-performing unit. The team is able to get the job done smoothly and effectively without the need for external supervision. Team members are highly interdependent. Conflict is expected and allowed as long as it is expressed appropriately to the team.Team Members: Will make decisions independently according to team norms, or collaboratively as needed.The Leaders Role: During this stage the leader can lead the team to excel through maintenance and the removal of “barriers or roadblocks” as necessary. It is also important for the leader to note best practices, identify future leaders and look at the role of team in the larger organization through a strategic lens.At this point, teams do not “Live Happily Ever After”, and this model is not linear. Teams may cycle back through the stages at any time for a variety of reasons, such as: Adding or removing members � A change to the teams’ role in the organizational process. � Major changes in deliverables or mission�

Team Members: Individuals will begin to take on specific rules during meetings, and to be relied on for specific skills. The Leader’s Role: The Leader can become more participative than directive during this stage, depending on individual style of course.