Gemini Deck

1. Team Development
Gemini Skills Workshop

2. Agenda
• Teams as key to our success
• Team images and team structure
• High performance groups
• Team challenges
• The challenge of the future
No one can whistle a symphony.
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3. The Future Shape of Organizations
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4. Key Needs of Teams
Common
Constructive
Goals
Conflict Leadership
Resolution
Respect Interaction and
for Involvement of
Differences All Members
What Teams
Need
Maintenance
Mutual Trust of Individual
Self-Esteem
Attention to Open
Process and Power
within Group Communication
Content
to Make
Decisions
Source: How to Lead Work Teams: Facilitation Skills, Fran Rees.
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5. Roles That Show Concern
• Contributing
• Clarifying
• Supporting
• Mediating
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6. Roles That Cause Frustration
• Dominating
• Blocking
• Nit-picking
• Joking
• Withdrawing
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7. Criteria for an Effective Team
• Shared mission and purpose
• Shared vision
• Aligned goals/strategies and work plans
• Clear roles and expectations
• Diverse membership
• Authentic communication
• Empowerment of members
• Personal responsibility and commitment
• Can-do spirit
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8. Stages in Team Development
7. Renewal 1. Orientation
Why Why am I here?
continue? Do I belong?
Do I want to be here?
6. High performance 2. Trust building
characterized by: Who are you?
• Team survey
What do you
• High quality
expect of me?
output
5. Implementation
How will things be done?
3. Goal clarification
Who does What, When,
What are we doing?
and Where?
4. Decision making
How will decisions be made?
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9. The Stages of Team Development
High
Team
Effectiveness
Low
Stage 1 Stage 2: Stage 3: Stage 4: Stage 5:
Forming Storming Norming Performing Adjourning
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10. Team Development Life Cycle
• Forming
• Storming
• Norming
• Performing
• Adjourning
Source: Tuckman and Jenson
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11. Forming
People initially seek to find their place in a group in relation to others.
Each person is trying to answer the question “How do I belong to this
group?’
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12. Storming
At this stage, the team has to decide how it is going to operate.
It becomes necessary to sort out personal relationships of power,
influence, and leadership. Although the team leader/manager has
specific authority, team members are constantly evaluating his/her
behavior. The team is trying to answer the questions:
• Who leads the team?
• How is leadership exercised?
Source: Tuckman and Jenson
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13. Norming
The team begins to tackle its work. Members develop their capacity to
handle problems creatively, flexibly, and effectively. Typically, the
quality of communication improves, and team members respect each
others’ contributions. The focus is on economy of effort and task
effectiveness— consistency is established and objectives are clarified.
Source: Tuckman and Jenson
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14. Performing
The members of a fully established team develop rapport and closeness.
Each members’ role is clearly identified, and each person’s contribution
is distinctive. Team members also build open links with those outside of
the team. The team’s contribution to the organization is clear, and it can
gather the support and resources it needs.
Source: Tuckman and Jenson
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15. Adjourning
The adjourning stage is the wrap up stage for a team.
This is the time where people feel a need for recognition and a sense
of accomplishment. Teams must come to closure in a positive manner -
including planning for what happens next. At this point, you as the
facilitator will only coach the team upon request and must start to
transfer ownership. It is important to give feedback and share feelings
at this stage.
Celebrate!
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16. A Few Lessons from Geese
Flock facts:
• As each bird flaps its wings, it creates an uplift for the bird following.
By flying in a V formation, the whole flock adds 71% greater flying
range than if it flew alone
• When the lead goose gets tired, it rotates back into the formation and
another goose flies at the point position
• The geese in formation honk from behind to encourage those up front
to keep up their speed
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17. Three Key Learning's
1.
2.
3.
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