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Examples of what has an effect and can affect team work.

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Examples of what has an effect and can affect team work.

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Type of Organisation: Public sector / Non-profit / Private sector / Size of organisation.

Culture: Deep-set beliefs / authority / rules / reward / control / communication

Size of Team: Small, close-knit or large (harder to communicate, less interactions).

Type of Work: Manual or sedentary / thinking or non-thinking / urgency.

Technology: Highly automated or reliance on craftsmanship.

Background: Well-established or newly formed / sense of purpose and unity.

Lines of Communication: SLT, Manages, Supervisors, colleagues, other stakeholders.

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Intent:

Develop your communication skills.

Introduce Social Styles.

Develop knowledge and understanding of effective teamwork and its significance in a teaching and learning role.

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Implementation:

Identify your own 'Social Style'.

Explain how to establish an effective team and the difference between 'Groups vs. Teams'.

Discuss the factors affecting teams, Team Culture, Group Norms, Team Development,

Identify Your Own Belbin Team Role.

Work as a team to solve the Who Dunnit!

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Scenario

You are working for a teaching and training organisation that works with young people in the local community. The organisation specialises in teaching and training around: Safeguarding, PREVENT, Managing Personal Finances, and County Lines Awareness. You have been tasked with the job of rebranding and renaming the organisation to create a mascot. Your task is split into 4 parts.

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How do you relate to others? Perhaps your social personality or persona has something to do with it! To find out your social persona, pick the word/phrase that best describes you in each question. Remember- There are no right or wrong answers.

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“The best communicators are those who can adapt their styles to suit those of other people.”

Ama Verdi-Ashton, 2009

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Working in your groups - discuss the following:

1. What makes a good team?

2. What attributes does a good team have?

3. How do you contribute to team work?

4. What attributes do you have that make you a team player?

5. What are the factors in the workplace that affect and have an effect on how a good team works?

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What are the benefits to effective team work?

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What are the benefits to effective team work?

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Write your thoughts here:

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Increased performance in work production.

Improved employee morale.

Sharing workload.

Building mutual associations.

Increased work pace.

Provides learning opportunities.

Lessens risks.

First-rate output.

Contributes towards healthy competition.

Promotes mutual creativity.

Allows job satisfaction.

Promotes mutual organisational interests.

Improves overall reputation of the organisation.

Encourages trust and collaboration.

Promotes mutual creativity

Job Satisfaction

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What are the barriers to teamwork - what prevents effective teamwork?

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What are the barriers to teamwork - what prevents effective teamwork?

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Write your thoughts here:

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Competition

Distrust

Demotivation

Lack of empowerment

Poor communication

Unresolved conflict

Differences in organisational culture

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It's all about culture - but what does that mean?

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Take the test and add your 'Belbin Team Role' to the comments.

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What are your Belbin strengths and weaknesses?

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What are your Belbin strengths and weaknesses?

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Impact:

Identify and implement team role characteristics within your own teaching and learning, and with colleagues.

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At this stage team members may challenge your authority or management style, or even the team's mission. Left unchecked, this can lead to face-to-face confrontations or simmering online tensions.

If roles and responsibilities aren't yet clear, individuals might begin to feel overwhelmed by their workload or frustrated at a lack of progress.

How Do I Recognize the Norming Stage?

Gradually, the team moves into the norming stage. People start to resolve their differences, appreciate one another's strengths, and respect your authority as a leader.

Now that they know one another better, your team members will feel more comfortable asking for help and offering constructive feedback. They'll share a stronger commitment to the team's goals, and they should make good progress toward it.

What Does the Performing Stage Look Like?

Now your team is in flow and performing to its full potential. With hard work and structured processes, the team is likely to achieve its goals efficiently.

Judith Stein, from MIT's HR department, says of this stage, "Roles on the team may have become more fluid, with members taking on various roles and responsibilities as needed. Differences among members are appreciated and used to enhance the team's performance." [2]

What About Tuckman's Adjourning (or Mourning) Stage?

Many teams reach this stage naturally. For example, projects come to an end, or permanent teams are disbanded and people redeployed.

People who like routine, or who have developed close working relationships with colleagues, may find this time difficult.

Using the Forming, Storming, Norming, and Performing Tool

Follow the steps below to ensure that you're doing the right thing at the right time:

1. Identify the stage that your team is at from the descriptions above.

2. Consider what you need to do to move on to the next stage.

3. Schedule regular reviews of where your team is at, and adjust your behavior and leadership approach accordingly.

Tuckman's model isn't a one-way street - teams may go back and forth between stages. When you hit the performing stage, keep observing your team's progress in case it slips back. For example, a new team member can disrupt the group dynamic, or a new business direction might mean you have to reevaluate your team roles and goals.

Leading Through the Forming, Storming, Norming, and Performing Stages

Forming to Storming

To establish clear objectives for the group at this first stage, create a team charter. And help team members to set personal goals so that they can see how their work will fit with the bigger picture.

Storming to Norming

Storming can make or break a team, so it's essential that you establish processes to track the progress and success of tasks.

Norming to Performing

Use your regular one-on-ones to encourage individuals to step back, review their goals, and take responsibility for them.

Performing to Adjourning

When the team has settled into the performing stage, you can focus on other goals and new areas to benefit the business. Free up more time for yourself - and boost team engagement - by delegating tasks and projects.

You should also make time for the group's personal development. Discuss with your team what opportunities and resources are available to them.

Adjourning (or Mourning)

If any team members feel uncertain about what's ahead, boost their confidence and career prospects by praising them at company meetings. And offer to provide LinkedIn recommendations and references if they're moving on.

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Forming, Storming, Norming, and Performing - Tuckman's Model for Nurturing a Team to High Performance

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Nurture your team to high performance with Tuckman's Forming, Storming, Norming, Performing, and Adjourning (Mourning) model.

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Working as a Team, you need to discuss and decide on a new name for the teaching and training organisation -

1. You have 7 mins to decide upon and create a new name. When deciding on the new name consider and identify:

a) What the organisation represents?

b) What are their ethics and values?

c) Who are they trying to reach?

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Working as a team you need to decide upon a mascot that links with your company name, brand, ethics and values.

1. You have 7 mins to decide what your mascot will be, what it will look like, the shapes, colour and size, etc.

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You need to create your mascot from playdough.

1. Each of you will contribute to the build individually.

2. THERE IS A RULE THAT YOU MUST ONLY HAVE 1 PERSON BUILDING AT ANY ONE TIME.

3. The first team member will start the build - when they hear the bell the next person will take over, and so on.

4. You will have 2 minutes at the end to work collaboratively and add the finishing touches

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Part 4

You will discuss and share your new organisation name and mascot.

1. Share your thoughts re the teaching and training organisation's new rebranded name. What, why and how?

2. Share you thoughts re the new mascot. What, why and how?

3. Share and present your playdough mascot.

4. Reflect how you worked together as a team.

a)What roles did each of you play within the team?

b) Did you work collaboratively and as a team?

c) What were your strengths and challenges?

d) How well did you communicate with each other?

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Top 3
Plant, team worker, resource investigator

Middle 3
Implementer, co ordinator, monitor evaluator

Least 3
Finisher, Shaper, specialist