team working problems with managing clever people
TRANSCRIPT
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/careerhttp://students.shu.ac.uk/services/career
s/job/psychometric.htmls/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?