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This page is a mirror of Big Dog's Leadership Page under permission from the copyright holder, Donald R. Clark.
Some links and material are still left in the original site.
Our high appreciation for the writer for permitting HR Indonesia to publish this valueable materials.

Big Dog's Leadership Page - Teams (part 2 - Special Project Teams)

by Donald Clark, copyright 1997

Managers are people who do things right, while leaders are people who do the right thing. - Warren Benniss, Ph.D. "On Becoming a Leader"


 

Introduction

Many organizations have working groups that call themselves teams. A group that produces work based on a combination of individual contribution is not a team. Teams produce work that is based on collective effort.

Katzenbach and Smith defined a team as "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."

The small number is anywhere from 2 to 25 members, with between 5 and 9 as manageable and optimal. Complementary Skills provides synergy when the team is diverse and various ideas and multiple skills are combined. Common Purpose is the driving force of teams. The team must develop its own purpose. This purpose must be meaningful and must have ownership by everyone, as individuals and as a group. A team constantly revisit its purpose, making it more relevant as the team develops. Performance Goals are the acting, moving, and energizing force of the team. Specific performance goals are established, tracked, met and evaluated in an ongoing process. Common approach is the way members agree how they will work together. Many teams have developed their own charter or a set of rules that outline the expected behaviors of members. Members often assume roles, including the Questioner, the Historian, the Time Keeper, the Facilitator, to keep the team process moving and on course. Mutually accountable is the aspect of teamwork that is usually the last to develop. It is owning and sharing the team's outcome. 

Forming, Storming, Norming, Performing, Adjourning

The Tuckman model shows the five stages that teams go through: Form - Storm - Norm - Perform - Adjourn.

Forming

In the Forming stage, team members are introduced. They state why they were chosen or volunteered for the team and what they hope to accomplish within the team. Members cautiously explore the boundaries of acceptable group behavior. This is a stage of transition from individual to member status, and of testing the leader's guidance both formally and informally.

Forming includes these feelings and behaviors:

Because there is so much going on to distract members' attention in the beginning, the team accomplishes little, if anything, that concerns it's project goals. This is perfectly normal.

Storming

During the team's transition from the "As-Is" to the "To-Be," is called the Storming phase. All members have their own ideas as to how the process should look, and personal agendas are rampant. Storming is probably the most difficult stage for the team. They begin to realize the tasks that are ahead are different and more difficult than they imagined. Impatient about the lack of progress, members argue about just what actions the team should take. They try to rely solely on their personal and professional experience, and resist collaborating with most of the other team members.

Storming includes these feelings and behaviors:

The above pressures mean that team members have little energy to spend on progressing towards the team's goal. But they are beginning to understand one another. This phase sometimes takes 3 or 4 meetings before arriving at the Norming phase.

Norming

The Norming phase is when the team reaches a consensus on the "To-Be" process. Everyone wants to share the newly found focus. Enthusiasm is high, and the team is tempted to go beyond the original scope of the process. During this stage, members reconcile competing loyalties and responsibilities. They accept the team, team ground rules, their roles in the team, and the individuality of fellow members. Emotional conflict is reduced as previously competitive relationships become more cooperative.

Norming includes these feelings and behaviors:

As team members begin to work out their differences, they now have more time and energy to spend on the project.

Performing

The team has now settled its relationships and expectations. They can begin performing by diagnosing, solving problems, and choosing and implementing changes. At last team members have discovered and accepted each other's strengths and weakness, and learned what their roles are. Performing includes these feelings and behaviors: The team is now an effective, cohesive unit. You can tell when your team has reached this stage because you start getting a lot of work done.

Adjourning

The team briefs and shares the improved process during the Adjourning phase. When the team finally completes that last briefing, there is always a bittersweet sense of accomplishment coupled with the reluctance to say good-bye. Many relationships formed within these teams continue long after the team disbands. 

Team Verses Group

There are several factors that separate teams from groups.

Roles and Responsibilities

Within a group, individuals establish a set of behaviors called roles. These roles set expectations governing relationships. Roles often serve as source of confusion and conflict. While on the other hand, teams have a shared understanding on how to perform their role. These roles include: leader, facilitator, timekeeper, and recorder.

Identity

While teams have an identity, groups do not. It is almost impossible to establish the sense of cohesion that characterizes a team without this fundamental step. A team has a clear about what constitutes the team's 'work' and why it is important. They can describe a picture of what the team needs to achieve, and the norms and values that will guide them.

Cohesion

Teams have an esprit that shows a sense of bonding and camaraderie. Esprit is the spirit, soul, and state of mind of the team. It is the overall consciousness of the team that a person identifies with and feels a part of. Individuals begin using "we" more than "me."

Facilitate

Groups have a tendency to get bogged down with trivial issues. Ask yourself, "How much time gets wasted in meetings you attend?" Teams use facilitators to keep the team on the right path.

Communication

While members of a group are centered upon themselves, the team is committed to open communication. Team members feel they can state their opinions, thoughts, and feelings without fear. Listening is considered as important speaking. Differences of opinion is valued and methods of managing conflict are understood. Through honest and caring feedback, members are aware of their strengths and weakness as team members. There is an atmosphere of trust and acceptance and a sense of community.

Flexibility

Most groups are extremely rigid. Teams, however maintain a high level of flexibility, and they perform different task and maintenance functions as needed. The responsibility for team development and leadership is shared. The strengths of each member are identified and used.

Morale

Team members are enthusiastic about the work of the team and each person feels pride in being a member of the team. Team spirit is high. To be a successful team, the group must have a strong ability to produce results and a high degree of satisfaction in working with one another. 

Team Checklist

Notes
Created May 11, 1997. Last update - July 5, 1997.
Return to Big Dog's Leadership Page

Donald R. Clark
donclark@nwlink.com

 

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