Team workingTeam working

Problems with managing Clever Problems with managing Clever PeoplePeople

What is a team? What is a team?

More than one personMore than one person So the crowd at at a football match?So the crowd at at a football match? Is a team different to a group? Or a Is a team different to a group? Or a

community?community? More than one person working on a More than one person working on a

shared task, in which the process shared task, in which the process is improved because of the is improved because of the involvement of different people with involvement of different people with different perspectives, skills and different perspectives, skills and aptitudesaptitudes

What do we need to do when What do we need to do when working in teams? working in teams?

Identify and evaluate approaches to self-Identify and evaluate approaches to self-managing and team management managing and team management

Characterise yourself and your team in Characterise yourself and your team in terms of alternative approaches.terms of alternative approaches.

Appreciate the conditions and needs for Appreciate the conditions and needs for managing particular categories and managing particular categories and mixtures of relationships encountered by mixtures of relationships encountered by managers and consultants.managers and consultants.

First Know thyselfFirst Know thyself

To understand a team you first need To understand a team you first need to know yourselfto know yourself

SSP Blackboard site has details on:SSP Blackboard site has details on: Learning stylesLearning styles http://students.shu.ac.uk/services/career

s/job/psychometric.html Only then can you begin to wonder Only then can you begin to wonder

about others, and how you interact about others, and how you interact with them in a teamwith them in a team

So if you havent already visited So if you havent already visited these pages, do so asap!these pages, do so asap!

What is in it for me? And What is in it for me? And them?them? Maslow (1943) idendified a hierarchy of needs Maslow (1943) idendified a hierarchy of needs

which can also be seen as motivational factors:which can also be seen as motivational factors:

PhysiologicalPhysiological Food, water, shelter, sleepFood, water, shelter, sleep

SafetySafety Stability, law, structure, clarityStability, law, structure, clarity

BelongingnessBelongingness Partnership, friendship, groupsPartnership, friendship, groups

EsteemEsteem Self esteem, respect of othersSelf esteem, respect of others

Self-ActualisationSelf-Actualisation Meeting challenges, fulfilling promiseMeeting challenges, fulfilling promise

Need to knowNeed to know Aesthetic needsAesthetic needs

Lifecycle of a TeamLifecycle of a Team

Different sources point at the Different sources point at the same basic model.same basic model.

Tuckman(1965) Tuckman(1965) He describes four key stages in He describes four key stages in

a team's development:a team's development: FormingForming StormingStorming NormingNorming PerformingPerforming

TuckmanTuckman

FormingForming Team depends on leader for Team depends on leader for

direction, purpose and guidance.direction, purpose and guidance. Individual roles unclearIndividual roles unclear Objectives need clarifying and Objectives need clarifying and

reinforcingreinforcing boundaries and roles testedboundaries and roles tested

TuckmanTuckman

StormingStorming Much inter-team conflictMuch inter-team conflict Decisions don't come easilyDecisions don't come easily Uncertainty persists, but there is Uncertainty persists, but there is

the beginnings of understanding of the beginnings of understanding of purpose and goalspurpose and goals

Task focus is used to avoid Task focus is used to avoid distraction of relationship issuesdistraction of relationship issues

TuckmanTuckman

NormingNorming Roles and responsibilities are clearRoles and responsibilities are clear Consensus broadly achievedConsensus broadly achieved Some delegation usedSome delegation used Important decisions taken jointlyImportant decisions taken jointly Commitment and team spirit at its Commitment and team spirit at its

highesthighest Team working style openly discussedTeam working style openly discussed Task can sometimes take second place Task can sometimes take second place

TuckmanTuckman

PerformingPerforming Shared visionShared vision Task clearly understoodTask clearly understood Disagreements settled positively Disagreements settled positively

and internallyand internally No instruction requiredNo instruction required Delegation happens naturally and Delegation happens naturally and

members often seek to over-members often seek to over-performperform

Lifecycle of a Directed TeamLifecycle of a Directed Team

Hersey and Blanchard (1977)Hersey and Blanchard (1977) Theory of Situational Leadership Theory of Situational Leadership

Again, four key stages in a Again, four key stages in a leaders relationship to a team's leaders relationship to a team's development:development: DirectingDirecting Coaching and sellingCoaching and selling Supporting and participatingSupporting and participating DelegatingDelegating

Managing Clever PeopleManaging Clever People

Like Hurding CatsLike Hurding Cats Drucker (1999) states that Drucker (1999) states that

knowledge workers are NOT the knowledge workers are NOT the same as manual workerssame as manual workers

They are assets to be sweated They are assets to be sweated not costs to be reducednot costs to be reduced

Managing Clever PeopleManaging Clever People

• Cloke and Goldsmith (2002) Cloke and Goldsmith (2002) suggest some key questions:suggest some key questions:• Who are we? (team identification)Who are we? (team identification)• Why are we here? (task Why are we here? (task

identification)identification)• Where are we going? (Vision)Where are we going? (Vision)• How do we get there? (Objectives How do we get there? (Objectives

and goals)and goals)• What is in the way (Challenge What is in the way (Challenge

identification)identification)

Managing Clever PeopleManaging Clever People

• Cloke and Goldsmith (2002) Cloke and Goldsmith (2002) Continued:Continued:• How do we know we are working How do we know we are working

well (CSF setting)well (CSF setting)• Who will do what? (Planning)Who will do what? (Planning)• How will we learn? (Feedback and How will we learn? (Feedback and

quality control)quality control)• What worked? What didn’t? What worked? What didn’t?

(evaluation)(evaluation)• Good work! What is next?Good work! What is next?

Managing Clever PeopleManaging Clever People

• Cloke and Goldsmith (2002) go on to Cloke and Goldsmith (2002) go on to suggest skills required:suggest skills required:

• Self managementSelf management• CommunicationCommunication• [Appropriate][Appropriate] leadership leadership• ResponsibiltyResponsibilty• PlanningPlanning• Shaping successful meetingsShaping successful meetings• Supporting diversitySupporting diversity• Conflict resolutionConflict resolution• Feedback and evaluationFeedback and evaluation• ENJOYMENT!ENJOYMENT!

Team rolesTeam roles

• Belbin suggests that: members of a Belbin suggests that: members of a team have: team have: "A tendency to behave, "A tendency to behave, contribute and interrelate with others contribute and interrelate with others in a particular way.in a particular way.• ““http://www.belbin.com/belbin-team-http://www.belbin.com/belbin-team-

roles.htmroles.htm• The suggestion is that a good team The suggestion is that a good team

has an appropriate mix of of roleshas an appropriate mix of of roles• A team full of leaders is useless!A team full of leaders is useless!

Team rolesTeam roles

• Belbin suggests that: members of a Belbin suggests that: members of a team have: team have: "A tendency to behave, "A tendency to behave, contribute and interrelate with others contribute and interrelate with others in a particular way.in a particular way.• ““http://www.belbin.com/belbin-team-http://www.belbin.com/belbin-team-

roles.htmroles.htm• The suggestion is that a good team The suggestion is that a good team

has an appropriate mix of of roleshas an appropriate mix of of roles• A team full of leaders is useless!A team full of leaders is useless!

BELBIN Team-Role Strengths

PLANT

Creative, imaginative, unorthodox. Solves difficult problems.

CO-ORDINATOR

Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well.

MONITOR EVALUATOR

Sober, strategic and discerning. Sees all options. Judges accurately.

IMPLEMENTER

Disciplined, reliable, conservative and efficient. Turns ideas into practical actions.

COMPLETER FINISHER

Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time.

BELBIN Team-Role   Strengths

RESOURCE INVESTIGATOR Extrovert, enthusiastic,

communicative. Explores opportunities. Develops contacts.

SHAPER Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles.

TEAMWORKER Co-operative, mild, perceptive diplomat. Listens, averts friction.

SPECIALIST Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.

So what about us?So what about us?

You are in a team nowYou are in a team now How do actual roles map back How do actual roles map back

to Belbin?to Belbin? Do you recognise the maturing Do you recognise the maturing

of your team?of your team? Have you the skills required?Have you the skills required?