Inside Cover or Main Title Page, with Logo (add carriage return if only one line)

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Team Development
Gemini Skills Workshop
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Agenda

• Teams as key to our success
• Team images and team structure
• High performance groups
• Team challenges
• The challenge of the future

No one can whistle a symphony.
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The Future Shape of Organizations
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Key Needs of Teams
Common Goals
Constructive Conflict Resolution
Leadership
Respect for Differences
Interaction and Involvement of All Members
What Teams Need
Maintenance of Individual Self-Esteem
Mutual Trust
Attention to Process and Content
Open Communication
Power within Group to Make Decisions
Source How to Lead Work Teams Facilitation
Skills, Fran Rees.
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Roles That Show Concern

• Contributing
• Clarifying
• Supporting
• Mediating

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Roles That Cause Frustration

• Dominating
• Blocking
• Nit-picking
• Joking
• Withdrawing

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Criteria for an Effective Team

• Shared mission and purpose
• Shared vision
• Aligned goals/strategies and work plans
• Clear roles and expectations
• Diverse membership
• Authentic communication
• Empowerment of members
• Personal responsibility and commitment
• Can-do spirit

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Stages in Team Development
1. Orientation Why am I here? Do I belong? Do I
want to be here?
7. Renewal Why continue?

• 6. High performance
• characterized by
• Team survey
• High quality output

2. Trust building\ Who are you? What do you
expect of me?
5. Implementation How will things be done? Who
does What, When, and Where?
3. Goal clarification What are we doing?
4. Decision making How will decisions be made?
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The Stages of Team Development
High
Team Effectiveness
Low
Stage 3 Norming
Stage 1 Forming
Stage 4 Performing
Stage 2 Storming
Stage 5 Adjourning
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Team Development Life Cycle

• Forming
• Storming
• Norming
• Performing
• Adjourning

Source Tuckman and Jenson
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Forming

• People initially seek to find their place in a
  group in relation to others. Each person is
  trying to answer the question How do I belong to
  this group?

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Storming
At this stage, the team has to decide how it is
going to operate. It becomes necessary to sort
out personal relationships of power, influence,
and leadership. Although the team leader/manager
has specific authority, team members are
constantly evaluating his/her behavior. The team
is trying to answer the questions

• Who leads the team?
• How is leadership exercised?

Source Tuckman and Jenson
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Norming

• The team begins to tackle its work. Members
  develop their capacity to handle problems
  creatively, flexibly, and effectively.
  Typically, the quality of communication improves,
  and team members respect each others
  contributions. The focus is on economy of effort
  and task effectiveness consistency is
  established and objectives are clarified.

Source Tuckman and Jenson
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Performing

• The members of a fully established team develop
  rapport and closeness. Each members role is
  clearly identified, and each persons
  contribution is distinctive. Team members also
  build open links with those outside of the team.
  The teams contribution to the organization is
  clear, and it can gather the support and
  resources it needs.

Source Tuckman and Jenson
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Adjourning

• The adjourning stage is the wrap up stage for a
  team. This is the time where people feel a need
  for recognition and a sense of accomplishment.
  Teams must come to closure in a positive manner -
  including planning for what happens next. At
  this point, you as the facilitator will only
  coach the team upon request and must start to
  transfer ownership. It is important to give
  feedback and share feelings at this stage.
• Celebrate!

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A Few Lessons from Geese

• Flock facts
• As each bird flaps its wings, it creates an
  uplift for the bird following. By flying in a V
  formation, the whole flock adds 71 greater
  flying range than if it flew alone
• When the lead goose gets tired, it rotates back
  into the formation and another goose flies at the
  point position
• The geese in formation honk from behind to
  encourage those up front to keep up their speed

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Three Key Learning's

• 1.
• 2.
• 3.