Lecture-11

Teamwork
HRM 370

Md Kamrul Hasan
Lecturer, Department of Management
School of Business and Economics
A Group or a Team?
Group:
• 2 or more individuals
• Who share a common characteristic (e.g. same type of
work, same boss, etc.) but
• Each individual is accountable for his/her own work
results.

Team:
1. 2 or more individuals
2. Who work interdependently (might not have the same
boss)
3. To achieve results for which they share accountability.
 TEAM - Definition

“A team is a small number of people

with complementary skills,
who are committed to a common
purpose,
set of performance goals and
approach,
for which they hold themselves
mutually accountable.”

Source: The Wisdom of Teams: Creating the High-performance

Organization by Katzenbach and Smith (1993)
Understanding team development
Elements required for high performance team
development:
 Clear purpose
 Incentive/motivation
 Physical aspects
 Diversity of members

It may happen naturally but can be a slow process

o How can we speed up?
o What do I have to do as a member?
o What are the Group responsibilities?
 How teams develop

 Forming 2
 Storming 1 3 4
 Norming
 Performing
 Disbanding

© Tuckman, B. 1965 'Forming-storming-norming-performing' concept

 Exercise
You will be allocated one of these stages to consider:

1. What would you see, feel, hear at this stage

2. What are one or two key activities to work on to
progress the team performance on to the next stage
or maintain ‘Performing’?
 Forming
 Storming
 Norming
 Performing
 Disbanding © Tuckman, B. 1965 'Forming-storming-norming-performing' concept
How teams develop
Forming

• Objectives inadequately set and 1

communicated
• Participants conform to what they
think is expected of them 2
• Feelings kept hidden
• Poor listening
• Anxiety about change, weaknesses
3
covered up
• Little care for others 4
• Enthusiasm versus wait and see
• Assumptions, misinterpretation and
misunderstanding © Tuckman, B. 1965 'Forming-storming-norming-performing' concept
How teams develop
Storming

• Lack of unity and method 1

• Relationships becoming significant,
alliances created
• Personal strengths and weaknesses known 2
• Team leader performance evaluated
• Tensions, disagreement, anxiety, cynicism,
scapegoats 3
• Chaos, confusion, disillusion, failure
• Team needs emerge. Other people
excluded 4
• Climate volatile, hidden agendas, power
games
© Tuckman, B. 1965 'Forming-storming-norming-performing' concept
How teams develop
Norming
• Question performance
• Better listening and assertiveness 1
• Review goals and objectives
• Review team and individual
performance 2
• Open up risky issues and deal with
animosities
• Question assumptions, values and
commitment
3
• Leadership discussed
• Change/confirm roles
• Build on strengths and provide 4
support for weaknesses
• Improve working standards
• Pride in group
© Tuckman, B. 1965 'Forming-storming-norming-performing' concept
How teams develop
Performing

• Leadership style determined by 1

situation, flexibility in team
• Effective boundary maintenance
with others, can export competence 2
• Compatibility of individual and team
needs
• Mutual trust, open relationships and 3
concern for people
• Confrontation
• Risk taking
4
• Learning and growth
• Commitment, loyalty and objectivity
© Tuckman, B. 1965 'Forming-storming-norming-performing' concept
How teams develop
Disbanding 1

• Completion of work together

• Time to reflect on the experience
2
• Lessons learned
• Need for celebration of time and 3
successes together
• Individual needs to let go of
team/experience to progress
4

© Tuckman, B. 1965 'Forming-storming-norming-performing' concept

 How can all this help you and your
project teams?

1. Utilise diversity (knowledge, experience and strengths)

2. Explore different perspectives by listening to understand
3. Contribute and negotiate through dialogue for
collaboration and results
4. Take the lead when ‘appropriate’
5. Communicate, Challenge and Respect
6. Share thoughts AND feelings in service of the big picture
7. High Performance Teams are built on Trust
Patrick Lencioni
Explaining Team Development
Constructive feedback
Giving feedback
◦ Specific observable behaviour
◦ Explain how you felt
◦ Express your need
◦ Request a specific change
Receiving feedback
 Listen
 Verify (validate / confirm)
 Clarify (explain)
 Acknowledge
Supportive listening
 Inquiring
 Acknowledging
 Reflecting
Problem solving – “DECIDE”

Define the REAL problem

Envision success - what will it look like?

Create options

Identify and negotiate the best solution

Disseminat
e and deliver

Evaluate performance and behaviours

 Exercise on
Communication Styles Inventory
(CSI)
 Understanding team development
Roles and Responsibility
 How teams develop
 Different roles in teams
 Your own preferred team
role
 How you can ‘play to
strengths’
 Open to negotiation
-
Are you a
1. Driver? – Task focused and more direct,
oriented for productivity and goal, firm
relation
2. Analyst? – Task oriented but less direct,
persistent, systematic problem solvers
3. Mediator? – People oriented, Less direct,
Make everyone in a group comfortable
4. Expressives? – People oriented, More
Direct, very persuasive and excellent
communicator
Communication Styles Inventory
(CSI)
O Friendly O Heart orientated O Animated O Expresses feelings
O Trust builder O Peacemaker O Big Picture O Impulsive
O Methodical O Pleasant O Energetic O Say the right thing
O Knowledgeable O Dislikes Conflict O Outgoing O Spontaneous
O Empathic O Anticipates needs O Enjoy people O Persuasive
O Mentor O Understanding O Confident O Curious
O Supportive O Positive O Innovati ve O Like Variety
O Reserved O Cooperative O Enthusiastic O Good Communicator
O Patient O Dependable O Laugh Easily O Sense of humour
O Careful O Concerned for others O Light hearted O Not detail orientated
Total A Total B

O Logical O Disciplined
O Outspoken O Ambitious
O Orderly O Diplomatic
O Leader O Impatient
O Persistent O Deliberate
O Direct O Likes to be in control
O Thorough O Hesitant to act
O Take risks O Courageous
O Private O Withholds feelings
O Forceful O Decisive
O Systematic O Idealistic
O Lots of drive O Competitive
O Loyal O Perfectionist O Take charge O Strong Willed
O High Standards O Attention to detail O Easily bored O Independent
O Organised O Considers all options
O Opinionated O Task orientated
O Predictable O Likes time to think
things through O Determined O Possibilities creator
Total C Total D
Myers-Briggs Type Indicator® (MBTI®)

INFJ (Insightful, motivators)

(introverted, intuitive, feeling, and
judging) is one of the 16 personality
types identified by the 
Myers-Briggs Type Indicator (MBTI).
Sometimes referred to as the "Advocate"
or the "Idealist,"
Popular INFJ Careers
• Artist
• Actor
• Entrepreneur
• Religious worker
• Musician
• Librarian
• Counselor INFJs You Might Know
• Psychologist • Oprah Winfey, television personality
• Writer • Martin Luther King, Jr., civil rights leader
• Teacher • Atticus Finch, To Kill a Mockingbird
• Photographer
• Carl Jung, psychoanalyst
• Taylor Swift, musician

https://www.youtube.com/watch?v=kKUmCQJb
INFJ:
 Myers-Briggs Type Indicator® (MBTI®)

• Personality Types are best predictors of human behavior and

motivational influences on the individual’s work performance.
• Research studies have drawn conclusions upon which personality
type is appropriate for different functions.
• This is Carl Jung’s theory of psychological type to Assess and define
personality.
• The Myers-Briggs Type Indicator (MBTI), the most widely used
professional personality test, is a measure of personality traits.

The MBTI identifies an individual’s preference in four planes:

1. Introversion vs. Extroversion (Where a person focuses his/her attention)
2. Intuitive vs. Sensing (The way a person gathers information)
3. Thinking vs. Feeling (The way person makes decision)
4. Perceiving vs. Judging (How a person deals with outer world)

Introduction
https://www.youtube.com/watch?v=dMKwEwwUqtE
Myers-Briggs Type Indicator® (MBTI®)
Myers-Briggs Type Indicator® (MBTI®)

Explanation
of MB type
Indicators
https://www.verywellmind.com/the-myers-brig
gs-type-indicator-2795583
End