Team-BuildingThanks to:Slide 3Individual DevelopmentIndividual Development StagesCoaching ChoicesCoaching StagesSlide 8Group DevelopmentSlide 10Slide 11Group Developmental StagesSlide 13Group OrientationGroup DissatisfactionGroup ResolutionExample NormsSlide 18Slide 19Slide 20Slide 21Group ProductionGroup AdjournmentWhat’s Next?Team-BuildingHRT 382Thanks to:Ken Blanchard, Patricia Zigarmi, & Drea Zigarmi, authors of Leadership and the One Minute Manager Ken Blanchard, Donald Carew, and Eunice Parisi-Carew, authors of The One Minute Manager Builds High Performing TeamsR. B. Lacoursiere, author of The Life Cycle of Groups: Group Developmental Stage TheoryThanks to:Stephen P. Robbins, author of Organizational Behavior: Concepts, Controversies, and ApplicationsTools for Teams: Building Effective Teams in the Workplace, edited by Craig SwensonRobert H. Woods and Judy Z. King, authors of Quality Leadership and Management in the Hospitality IndustryIndividual DevelopmentCompetenceKnowledgeSkillCommitmentConfidenceMotivationD4 D3 D2 D1High CommitmentCompetenceLowFrom "Leadership and The One Minute Manager"Individual Development StagesCoaching ChoicesDirective BehaviorSupportive BehaviorCoaching StagesDirectingStructure, organize, teach & superviseCoachingDirect and supportSupportingPraise, listen & facilitateDelegatingTurn over responsibility for decision-makingSituational Leadership IIThe Four Leadership Styles(High) S3 S2Supporting CoachingBehaviorSupportiveS4 S1Delegating Directing(Low)Directive Behavior(High)High Moderate LowD4 D3 D2 D1Developed DevelopingDevelopment Level of FollowersFrom "Leadership and The One Minute Manager"Group DevelopmentOrientationCalled “Forming” in Tuckman’s model(from Robbins)Uncertainty about purpose, structure & leadershipMembers are “testing the waters”DissatisfactionCalled “Storming” in Tuckman’s modelCharacterized by intragroup conflictMembers accept the existence of the team, but individuals resist the constraints on their individualGroup DevelopmentResolutionCalled “Norming” in Tuckman’s modelCharacterized by cohesiveness, identity, structure, and a set of expectationsMembers develop closer relationshipsProductivityCalled “Performing” in Tuckman’s modelStructure of the team is fully functioningMembers’ energy has moved from getting to know phases to getting the work doneGroup DevelopmentTuckman & Jensen’s model includes a final phase called “Adjourning”This would be characterized by a temporary committee completing a task or achieving results based upon a goalYour team may go through these five stages twice…GDS4 GDS3 GDS2 GDS1Production Resolution Dissatisfaction OrientationHigh Morale (Commitment)Productivity (Competence)LowFrom "One Minute Manager Builds High Performing Teams" Adapted from "The Life Cycle of Groups: Group Development Stage Theory"Group Developmental StagesSituational Leadership IIThe Four Leadership Styles(High) S3 S2Supporting CoachingBehaviorSupportiveS4 S1Delegating Directing(Low)Directive Behavior(High)High Moderate LowG4 G3 G2 G1Developed DevelopingDevelopment Level of the GroupFrom "One Minute Manager Builds High Performing Teams"Group OrientationInstructors will form the initial teamsThe Management Plan and HRT 383 will help you frame your purposeInstructors will offer insight into structure, but what your team does and how it gets accomplished is your businessGroup DissatisfactionWhat might you expect?The TeamYour management positionYour week of managementFormal vs. Informal LeadershipGroup ResolutionBehavioral NormsTeam “Code of Conduct”What norms of behavior have worked for you in previous groups or teams?Examples:Example NormsWe will maintain and share a positive attitude.We are willing and eager to help one other.We believe in being respectful of each other at all times.Example NormsWe will maintain communication with each other, whether day or night, and we will share all information relevant to the team’s success.We will openly share our thoughts and ideas with the team and we will be courteous and truly listen when others are sharing their thoughts and ideas.We will be open, honest and professional in our communication at all times.Example NormsWe will not bring our personal conflicts to the group.We will follow through on our individual and our team responsibilities.We will be responsible to each other, in part by doing what is needed for others and for accomplishing what is agreed upon.Example NormsWe will refrain from sidebars, plops, and any activities that detract from the group process.We will respect diversity and welcome discussion from all members of the group.We will share their expertise and workload with one another.We will be punctual, prepared, positive, and actively participate in all meetings.Consensus will be reached after thoughtful, inclusive input.Example NormsWe will have fun and be silly!We will have fun and enjoy the process!Group ProductionGetting the Management Plan doneWhy not just jump right in?Creating a guiding purposeTeam PhilosophyTeam MissionGroup AdjournmentTemporary breakWhat will happen next quarter?FormingStormingNormingPerformingAdjourningWhat’s