Aims for today
• Identify key features of an effective team• Analyse stages of team development• Recognising norms within our practice• Discuss strategies to deal with conflict• List strategies to support a no-blame culture• Consider your own leadership style. • Recognise the importance of a vision
statement
Stages of team development
• Forming • Storming• Norming • Performing • (Adjourning or Mourning)
Tuckman 1965
Stages of team development
• Forming The introduction process, getting to know each
other’s names, roles, responsibilities. • Membership and identity are defined• High expectations, anxiety• High dependency on the leader
Stages of team development
• Storming• The stage where people are confident that
they should be here, jockey for position, establish credibility.
• More comfortable expressing opinions, disappointment with goals, frustrated with leader, competing for power and attention, individuality and influence.
Stages of team development
• Norming• Rules of behaviour are established.• Group identity• Roles/Responsibilities• Testing the leader • Relationships develop and levels of trust
explored.
Stages of team development
• Performing• Milestones are reached, targets are met,
friction is minimal and people are achieving.• People are able to resolve differences, with
shared responsibility and control.
Norms in Groups
• Norms are generally the unwritten, unstated rules that govern the behaviour of a group.
• Norms often just evolve and are socially enforced through social sanctioning. Norms are often passed down through time by a culture or society.
• Norms are intended to provide stability to a group and only a few in a group will refuse to abide by the norms.
Norms in Groups
• A group may hold onto norms that are no longer needed, similar to holding on to bad habits just because they have always been part of the group.
• Some norms are unhealthy and cause a poor communication among people.
• Often groups are not aware of the unwritten norms that exist. New people to the group have to discover these norms on their own over a period of time and may face sanction just because they did not know a norm existed.
Dealing with conflict
• What Causes Conflict?• When one party feels his or her needs aren’t
being met. • Substantive needs-concerns about tangible
benefits• Procedural needs-concerns about a process
for interacting, making decisions, etc• Psychological needs – concerns about how
one is treated, respected.
Can conflict be useful?
Conflict:
• Encourages new ways of thinking• Raises questions• Builds relationships• Leads to change
Dealing with conflict
• Promote open communication – conflict isn’t necessarily damaging –listen to all comments and respond respectfully
• Don’t respond to negative remarks or inflammatory statements with an escalation – acknowledge the content and turn it into a constructive comment
• Avoid sweeping things under the rug
Dealing with conflict
• Acknowledge conflict and discuss it openly• Deal with one issue at a time• Don’t smooth over past issues• Agree to disagree• Don’t insist on being right.
Blame culture
• What does this mean to you? • It forces people to protect themselves by
unnecessary paperwork, currying favour, or shifting blame
• The ability to get the best out of people is limited (demoralising)
• Teams therefore fragment, staff turnover increases and the organisation fails to reach its maximum potential.
No blame culture• The manager should take responsibility for a
team’s failings or mistakes in all instances except dishonesty or unethical behaviour
• People feel trusted in this culture and commit themselves more to it.
Are there risks?
• Accountability? • Avoiding conflict?
A responsibility culture not a blame culture
Leadership Styles
• Leadership used to be about control but today it is about people – finding the best, giving them the resources and direction they need, and encouraging them to do their best.
(Grout J, Fisher,L. 2011)
Leadership styles
Lewin • Autocratic/Democratic/Laissez-faire
Tannebaum Schmidt Continuum • Tell/Sell/Consult/Participate
• Situational Leadership.
Follow up Task 1
• Research and describe either Lewin’s management styles or Tannenbaum-Schmidt’s continuum.
• Give examples from your own practice of where you would use the different styles.
Examples
• Avon • To be the company that best understands and
satisfies the product, service and self-fulfillment needs of women - globally.
Examples
• Honda1970: We will destroy Yamaha
Current:To Be a Company that Our Shareholders, Customers and Society Want.