TEAM CHANGE

TEAM CHANGE

• What is a group and when is it a team?

• Why do you need teams?
• What types of organizational teams are there?
• How do you improve team effectiveness?
• What does team change look like?
• How do individuals affect team dynamics?
 DIFFERENCES BETWEEN GROUPS AND TEAMS

GROUP TEAM OR WORK GROUP

Indeterminate size Restricted in size
Common interests Common overarching objectives
Sense of being part of something or seen as being Interaction between members to accomplish
part of something individual and group goals
Interdependent as much as individuals might wish Interdependency between members to accomplish
to be individual and group goals
May have no responsibilities other than a sense of Shared responsibilities
belonging to the group
May have no accountabilities other than Individual accountabilities
‘contractual’ ones
A group doesn’t necessarily have any work to do The team works together, physically or virtually
or goals to accomplish
 WHY TEAMS ARE IMPORTANT DURING
CHANGE

Team
mode
Co-operative
mode
Working with considerable
Little teamwork uncertainty
needed
Working with some
uncertainties

Status Quo
Work full of certainty
DIFFERENT TEAMS IN CHANGE

group work parallel

project matrix virtual

network management change

TEAM EFFECTIVENESS PROFILE

Team Interpersonal
Relationships Glaser and Glaser (1992)
 Effective and Ineffective Teams
ELEMENT
Team mission, Team roles Team operating Team Inter-team
planning and processes interpersonal relations
goal setting relationships

Clarity of goals and Clear roles and Problem solving and Open data flow and Working across
Team more clear direction lead responsibilities decision making are high levels of team boundaries ensures
effective, to greater task increase individual smoother and faster. working leading to that organizational
adaptive and accomplishment accountability and Processes enable task task goals are more
O change and increased allow others to work accomplishment accomplishment likely to be achieved.
U oriented motivation. at their tasks. without undue in a supportive
T conflict. environment.
C
O
M
Lack of purpose Unclear roles and Unclear operating Dysfunctional Teams working
E
Team less and unclear goals responsibilities lead processes increase team working in isolation or
effective, result in dissipation to increased conflict time and effort causes tensions, against other teams
less of energy and effort. and reduced needed to progress conflict, stress and reduce the
adaptive and accountability. task achievement. insufficient focus likelihood of
change on task organizational goal
oriented accomplishment. achievement.
 TEAM CHANGE
Inter-
dependence Performing

Cohesion Norming
People

Conflict Storming

Dependency Forming

Open Problem
Orientation Organization
data flow solving

Task

Adapted from Table 2.4 and Table 5.4

Tuckman (1965) and Jones and Bearley (1986)
Tuckman Forming
(1965) Attempt at establishing primary
purpose, structure, roles, leader, task
and process relationships, and
boundaries of the team.
Storming
Arising and dealing of conflicts
surrounding key questions from
Forming stage
Norming
Settling down of team dynamic and
stepping into team norms and
agreed ways of working
Performing
Team is now ready and enabled to
focus primarily on its task whilst
attending to individual and team
maintenance needs

Schutz In or Out Top or Bottom Near or Far

(1982) Members decide whether they are part of the Focus on who has power and authority within the team Finding levels of commitment and engagement
team or not within their roles

Modlin & Structuralism Unrest Change Integration

Faris Attempt to recreate previous power Attempt to resolve power and Roles emerge based on task and Team purpose and structure emerge
(1958) structures within new team interpersonal issues people needs and accepted, action towards team
Sense of team emerges goals

Whittaker Preaffiliation Power and Control Intimacy Differentiation

(1970) Sense of unease, unsure of team Focus on who has power and Team begins to commit to task and Ability to be clear about individual
engagement, which is superficial authority within the team engage with one another roles and interactions become
Attempt to define roles workmanlike

Hill and Orientation Exploration Production

Gruner Structure sought Exploration around team roles and relations Clarity of team roles and team cohesion
(1973)

Bion Dependency Fight or Flight Pairing

(1961) Team members invest the leaders with all the Team members challenge the leaders or other members Team members form pairings in an attempt to
power and authority Team members withdraw resolve their anxieties

Scott Peck Pseudocommunity Chaos Emptiness Community

(1990) Members try and fake teamliness Attempt to establish pecking order Giving up of expectations, Acceptance of each other and focus
and team norms assumptions and hope of achieving on the task
anything
WHAT TEAM CHANGE LOOKS LIKE
 Tuckman’s
model of team
change
 in out

top bottom

Schutz 1982
near far
structualism unrest change integration

Modlin and Faris team change

 preaffiliation

Power and
control

Intimacy

differentiation

Whittaker 1970 model

 orientation

exploration

production

hill and gruner model

 Fight or flight

dependency

pairing

Team change

Bion 1961
 pseudocommunity

Scott
community Peck chaos

1990

emptiness
 BELBIN TEAM TYPES
• Plant
Creative, imaginative, unorthodox. Solves difficult
problems.

• Resource Investigator
Extrovert, enthusiastic, communicative. Explores
opportunities. Develops contacts.

• Co-ordinator
Mature, confident. Clarifies goals. Brings other people
together to promote team discussions.

• Shaper
Challenging, dynamic, thrives on pressure. Has the drive
and courage to overcome obstacles.
• Monitor Evaluator
Serious minded, strategic and discerning. Sees all options.
Judges accurately.

• Team Worker
Co-operative, mild, perceptive and diplomatic. Listens, builds,
averts friction.

• Implementer
Disciplined, reliable, conservative in habits. A capacity for
taking practical steps and actions.

• Completer Finisher
Painstaking, conscientious, anxious. Searches out errors and
omissions. Delivers on time.

• Specialist
Single-minded, self-starting, dedicated. Provides knowledge
and skills in rare supply.
 PERSONALITY AND TEAMS
“If it ain’t broke, don’t fix it”
“let’s just do it”
• The more similar the team the
sooner they will reach common
understanding.
• The more disparate the team, the
slower it takes for understanding to
occur.
• The more similar the team the
“let’s think ahead” quicker the decision will be made,
but the greater the possibility of
error through exclusion of some
possibilities.
• The more disparate the team the
longer the decision-making process,
but the more views and opinions are
taken into account.
“Let’s change it”
THANK YOU
SEE YOU NEXT WEEK