TEAM THEORY

TEAM THEORY

a theory about the different

roles played by members of
effective teams, and suggests
that people with a particular
personality are most
comfortable in a particular
role
 TEAM THEORY

BELBIN TEAM ROLE

LENCIONI TRUST PYRAMID
TUCKMAN’S THEORY
 TEAM THEORY

Belbin believes that each of us

possesses a pattern of behaviour
that characterises one person's
behaviour in relationship to
another in facilitating the
progress of a team.
TEAM THEORY
TEAM THEORY
TEAM THEORY
 TEAM THEORY

The Lencioni Trust Pyramid is divided into five

layers, starting at the bottom of the model.
Characteristic of a pyramid is that all underlying
layers must be supported sufficiently before they
can be constructed. The bottom layer of the
pyramid is the largest and therefore also the most
important. Lencioni states that his model can be
interpreted both negatively and positively.
TEAM THEORY
 TEAM THEORY

Getting to know team members is a good start. In

this way, colleagues get to know more about each
other’s private lives, their standards and values, and
pronouncing someone’s strong or weak points
becomes easier. Giving and receiving constructive
feedback is essential in building trust.
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These ensure a stronger bond, just like in another relationship, provided

they are pronounced. However, serious discussions are too often avoided,
while they actually contribute to a well-functioning team. Teams that
tackle conflicts have vivid and active meetings, and look for solutions to
the real problem. The trust from the foundation of the pyramid certainly
affects this. When a team member continues to speak up, there is no
frustration and the conflict does not lead a life of its own.
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When team members are involved, it creates clarity and support. The
degree of involvement of team members can only be high when the first
two levels of the Lencioni Trust Pyramid are present in the team.
Although there may be solidarity within a team, this does not mean that
everyone agrees on every aspect

When group members are not involved with each other and the
work, vagueness prevails.
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It is important to take responsibility also in small things. If a colleague

often arrives late and this isn’t addressed, chances are that in the
future the bar will be even lower.

Ignoring responsibility results in differing views about the required

quality of results. It can also lead to worse; missed deadlines or
forgetting of important agreements.
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A focused team enjoys success and minimises individualistic behaviour.

The leader of the team has an important role in this. The leader sets
the intended results and remains objective at all times.
In a group where results do not come first, it will be difficult to achieve
the objectives.
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Tuckman’s teamwork theory is best illustrated on a graph which shows the link between
group relationships (the horizontal axis) and task focus (the vertical axis). The optimal or
“performing” position is reached when relationships have developed within the group and it
has started delivering with a clear focus on the task.
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FOCUS ON THE TASK

RELATIONSHIP
 TEAM THEORY

FOCUS ON THE TASK

The forming stage
involves a period of
orientation and
getting acquainted.
FORMING

RELATIONSHIP
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People begin to see

themselves as part of a
team. However at this
FOCUS ON THE TASK stage they may challenge
each other, and the team
leader, about such things
as what the team is doing,
FORMING
and how things should be
done. As the stage title
suggests, conflict and
confrontation typify this
STORMING stage, as differences
surface.
RELATIONSHIP
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This is the phase where

team members start to
FOCUS ON THE TASK come together,
developing processes,
establishing ground rules,
NORMING clarifying who does what,
and how things will be
FORMING done. This phase is
characterized by a
growing sense of
STORMING “togetherness”.

RELATIONSHIP
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PERFORMING
Stage where increased
focus on both the task,
FOCUS ON THE TASK and on team
relationships, combine to
provide synergy.
NORMING Performance is delivered
through people working
FORMING effectively together.

STORMING

RELATIONSHIP
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In the adjourning stage,

PERFORMING
most of the team’s goals
have been
accomplished. The
FOCUS ON THE TASK
ADJOURING
emphasis is on wrapping
NORMING up final tasks and
documenting the effort
FORMING and results. As the work
load is diminished,
individual members may
be reassigned to other
STORMING
teams, and the team
RELATIONSHIP disbands.
TEAM THEORY