Team Development

From "Great somebody else is doing it" to "Together we reach more"

Several specialists and experts will not necessarily make a good team.  We know this phenomenom from the world of sports when assumed underdog teams suddenly beat top teams. The sum of experts can lead to the so-called  "Apollo-Syndrom" that Dr. Meredith Belbin has observed and described in her studies.

 

Teams that are going through the "Apollo-Syndrom" are in a phase in which everybody tries to convince the others of his own opinion. They are debating and refusing. The energy of every single team member is put into advantageous arguments that shall convince the others. In other words: It is all about being right and getting aproval. The success of a team, however, is not depending on bringing together the best experts, but in a healthy blend of team members.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Groups of human beings have to go through all four phases of team development (Forming, Storming, Norming, Performing – according to Bruce Tuckman) in order to grow together as a well functioning team. The reason for this lies in the evolution and can be observed in animal communities where exists a clear ranking with the corresponding fights. The strongest one will become the alpha animal. But why are animals fighting for this alpha position? These fights for power cost energy and can also be dangerous. The answer is: The alpha animal will receive certain priviledges. In a similar way we are confronted with the question, why the team members put so much energy in their advantageous arguments. What is the benefit if they succeed in convincing the others and if the others realize that they were right? Simple as that: It is a "succès dèstime" bringing praise and esteem. If it happens again there is a much higher chance of getting more responsibility and competences and that one rises within the ranking order which - in turn - will lead to privileges.

 

How to develop a team

The automatic team development process (Forming, Storming, Norming, Performing) can be supported by measures. Support means in this case to implement together with the team concrete interventions aiming at social and target related processes. The range of development measures or interventions is very wide. It has to be defined in each case and individually together with the customer which of the interventions or measures is the most appropriete one.  What is the current situation like in which the team is in? What are the challenges or problemens that the team members are confronted with either actively or passively?

 

Measures / interventions for team development

We offer workshops for team development, conferences, target workshops, outdoor trainings, team events or team games. It is of central importance to us that every measure is tailor made for the team, the degree of maturity of the team, for the occasion and the objective of the development measure. Often the success lies in the combination of various methods of team development and the suitable team development dramaturgy. Profit by our experience and out knowledge to lead your team to top performances.

 

Features of good teams
  • clearly focussed common objectives

  • aggreed team rules that have to be kept

  • clear assignment of tasks and roles / responsibilities and competences

  • effective, transparent decision structures that have been approved by all team members

  • overlapping and supplementing team member competences

  • trust in each other and acceptance among the team members

  • open communication and conflict ability

  • fun to work on challenges together

  • high motivation e.g. a common will to succeed

  • and last but not least: a good leadership of the team!!!

 

Phases of team development (according to Tuckman)

Forming (phase of orientation) - first get together and get to know each other

Storming (phase of confrontation and conflict) - Uunclarities about roles and tasks „combat for power“

Norming (phase of organisation) - definition of rules and roles

Performing (phase of performance) - execution of the task as such

Adjourning - (dissolution of the team) - only temporarily existing teams

 

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