Speaker Notes:

P3

Interactions, behaviors and the unconscious, psychological forces which influence the path of
which the team’s performance direct to is generally referred to as Team Dynamics. Each team
member has to take on roles which fit their personality and abilities, therefor by nature the
relationships and tasks with others will function optimally and the goal will be achieved fluidly
with good dynamics.
i
One statistic puts the number of jobs requiring teamwork or collaboration at about 50%.
Yet, according to a study of 95 corporate teams quoted in Harvard Business Review, almost 3
out of 4 workplace teams are dysfunctional. That's most teams.
So, clearly group dynamics have a major impact on the workplace.
No matter of the individual’s intellect, if there’s a lack of team-work skills then it’s most likely
will overpower the person’s contribution and cause delay or cease the ultimate goal. So good
team dynamics will get the best out of each member and seize their performance.
Such characteristics of good and effective team dynamics include having good communication
between the members, with the appropriate leadership and support (weather its internal or
external), the unified and clear goal will be reached.
Tuckman’s model is the most significant team development stages model. It includes the
ii

generic stages which start from the team meeting until the project ends and each step is
dependent on the one beforehand.
1- Forming: The first and most important step is to form the harmony and relations between
the members, the synergy between the team is the foundation and blueprint of the project,
therefor communication and establishing the importance and strengths of each member is
vital.

2- Storming: The second stage, in which where the group begins sorting out itself and gain
each other’s trust. conflicts may rise between them as positions and tasks are assigned
because this stage generally starts when the team members voice their opinions and
views, often creating tension or struggle.

Conflict mentioned can be categorized in two genres; A- Functional conflicts which lead
to efficient ideas and brainstorming because of its constructivism and innovative nature.

B- Dysfunctional conflicts which lead into a chain of conflicts and put a stop to the
progress because it’s deconstructive.

How can conflicts be managed or resolved?

Speaker Notes:

 Forcing: When one need is satisfied using power or authoritative force, without
taking concern regarding the other party’s apprehension in the conflict.

 Collaborating: Understanding each party’s concern and offering a safe space to

express opinions and views to reach a mutual satisfactory and ideal solution.

 Compromising: To resolve the conflict by reaching a solution which some-what

satisfies the parties but doesn’t absolutely satisfy either’s views to an optimum level.

 Avoidance: The conflict will be ignored by not paying it any attention and not
participating in an action to resolve it.

 Accommodating: Resolve the conflict by neglecting your own needs and concerns but
to allow the other party to satisfy their concern on the matter.

3- Norming: The third stage revolves around resolving the personality clashes and conflicts
usually constructed in the storming stage which results in shared ambitions and working
to achieve the team’s goal. Acknowledging the competition and taking on the
responsibilities.

4- Performing: Motivated, independent, competent and well-informed are the characteristics

exuded in stages four. The success of the goal will be achieved by a higher extent, often
exceeding the expectations. Most skilled and successful teams will return to the forming
stage or other early stages as changings occur.

5- Adjourning: The separation at the end of the stages, referred to as “mourning” in other
context, occurs when tasks are done and roles are achieved contently.

Meredith Belbin in 1981, defined team roles as "a tendency to behave, contribute and interrelate
iii

with others in a particular way."

The way the Belbin test works, is there are 9 different "roles" that people conform to with
different degrees of emphasis, all of the roles are essential in the team to reach the most success.
Nevertheless, each individual doesn’t need to have the nine roles, but they’re more likely to have
a role which they prefer, a role that they can manage and do if necessary, and a least preferred
role.
Speaker Notes:

iv
The nine roles are grouped into three categories:
A- Thinking Roles:

1- Plant: They’re creative and extremely efficient for brainstorming and problem
solving because of their out-of-the-box and unorthodox thinking. Spontaneous so
they may get lost in their own ideas and forget or delay tasks.

2- Specialist: Majorly helpful in specific paths with a deep-take into certain subjects
and great knowledge about the required skills, therefor they may not perceive the
bigger picture and only contribute in their specialty subject.

3- Monitor Evaluator: Strategical and logical thinkers who have a unbiased and rational
input and takes for decision making. Their rationality can be seen as pessimism
which effects their communication, in addition a delay in tasks may occur because
they require more time to analyze and reach the final decision.

B- Action-Oriented Roles

1- Shaper: Confident and straightforward with their views, help to drive the team
towards the optimum goal with focus, may reside to difficult decisions to achieve
ideal results. But lacking in sympathy sometimes which effects the team’s
motivation.

2- Implementer: Practical, routine and pattern-oriented so efficient in repeatable tasks,

but they may be slow to adapt to sudden changes and stubborn with their preferences.

3- Completer or Finisher: precise perfectionists who focuses on details which results in

ideal and high-quality results. Their idealism may cause worry and reluctance if they
don’t meet their own expectations. In addition they may show controlling actions if
they feel nobody can deliver the same results as they can.

C- People-Oriented Roles

1- Coordinator: Adept and have a sharp eye at identifying which helps in establishing
and distributing tasks. Over-delegating sometimes and can tend to depend on team-
collaboration for their tasks.

2- Team worker: Diplomatic and good collaboration skills with others hence why they
bring harmonization between members and good relations. Could be avoidant and
indecisive.
Speaker Notes:

3- Resource investigator: Networking is one of their most significant characteristics,

full of enthusiasm and outgoing therefor great for finding information, nonetheless
their enthusiasm could be short-term and they will lose interest shortly.
i
https://business.tutsplus.com/tutorials/what-is-group-team-dynamics--cms-40100

ii
https://www.mindtools.com/pages/article/newLDR_86.htm

iii
https://www.ifm.eng.cam.ac.uk/research/dmg/tools-and-techniques/belbins-team-roles/

iv
https://belbin.scot/about-belbin/9-team-roles/