The other team-models - beyond forming and storming

2013 / Michael Mahlberg Slide #
The other team models
Beyond forming and storming
A micro workshop at STARTPLATZ Köln 2013-06-05
1

Who am I
• Michael Mahlberg, CEO “The Consulting Guild”, Germany
• Working as a consultant for more than 25Years
• Can’t get to sleep well until I know why things happened and
how I can work with this knowledge in a comparable
situation in the future.
2

Everything is optional
3

Who are you?
• Show of hand:
• Do you know aboutTuckman?
• Are you a coach or trainer?
• Do you work in a team?
• Does a team work for you?
4

Who are you
• In which team are you today?
5

Audience participation
6

Timelines
• Material
• Paper (supplied)
• Post-its (supplied)
• Pen
7

Build the environment
• Tables?
• Paper?
8

Collect teams from your past
3 Minutes
9

2013 / Michael Mahlberg Slide # 10

The timeline
• Place theTeams from left to right
• Leave space for drawing
11

Mood - line
• How was your overall personal feeling during that time
• Only the feelings related to teams of course
• The average of all the team-related feelings at that point in
time
13

Synchronize
• Do we all have a timeline?
15

Why was it the way it was?
• What happened at “interesting” points of the timeline?
16

The usual suspects
• Tuckman
• J-Curve
18

Tuckman
Forming – Storming – Norming – Performing
19

Tuckman
Forming
Storming
Norming
Performing
Adjourning?
20

J-Curve
Based on work by Gerald M. Weinberg
e.g. Secrets of Consulting
21
Website Jerry Weinberg

J-Curve
22

J
J
J
J-Curve
23

JJJJ-Curve
24

Satir Change Model
Based on work by Virginia Satir
and Steven M. Smith
baseline
foreign
element
resistence
old
status
quo
chaos
transforming
idea
integration
new
status
quo
25
Satir Article by Steve Smith

JJJJ-Curve
26

J
J
J
J-Curve - degenerated
27

Work in groups
28

Why was it the way it was?
• On a meta level!
• What are the qualities that lead to – or away from –
important characteristics, including, but not limited to
• Enjoyable
• Sustainable
• Successful
29

What is a team anyway?
• According to R. KEVIN GRIGSBY, DSW
• Deﬁned in 2008
• Originally aimed at staff in medical organizations
30

What is a team anyway?
• Committee
• Task Force
• Team
Groups of People
31

Committee
• Subgroup with mixed expertise
• Formed from the outside
• Tasked to perform a speciﬁc function
• Can be temporary or permanent
• Usually not a full time occupation
32

Task Force
• Expert group for a speciﬁc area
• Temporary
• Deﬁned goal
• Created on demand
• Often includes ressources
33

Team
• Common Purpose
• Complementary skills
• Mutually accountable
• Members selected based on merit
• Leadership varies with task at hand
34

Highlights
• Committee =>
• Task Force =>
• Team =>
35

Committee
36

Task Force
• Temporary
• Deﬁned goal
• Often includes resources
37

Team
• Common Purpose
38

Highlights
• Committee => Function
• Task Force => Goal
• Team => Purpose
39

Committee
40

Task Force
• Temporary
• Deﬁned goal
• Often includes ressources
41

Team
• Common Purpose
42

Highlights
• Committee => Function, Part-time,Temporary or Permanent
• Task Force => Goal, Full-time,Temporary
• Team => Purpose, semi-permanent
43

• Which of the groups you identiﬁed earlier where teams,

which where committees and

which where task forces?
• Do you work in a team?
• Does a team work for you?
44

Drexler / Sibbet
• Tuckman: 1965
• Allan Drexler and David Sibbet:1990’s
45

Phases (Drexler / Sibbet)
• Creating a team
• Sustaining a team
46

Just search for Drexler/Sibbet on Google Images
From ‘the internet’
47

Why
(orientation)
Who (Trust
Building)
What (Goal
clariﬁcation)
How
(Commitment)
Who, what, when,
where? (Implementation)
Wow (High
performance)
Why (Renewal)
Choices
Tasks
Working
relationships
Meaning
Layers according
to Esther Derby,
AYE 2008
48 Website Esther Derby

• If not resolved
- Disorientation
- Uncertainty
- Fear
• If resolved
- Purpose
- Team Identity
- Membership
Why (Orientation)
49

• If not resolved
- Caution
- Mistrust
- Facade
• If resolved
- Mutual regard
- Honesty
- Reliability
Who (Trust Building)
50

• If not resolved
- Apathy
- Skepticism
- Irrelevant Competition
• If resolved
- Explicit Assumptions
- Clear, integrated goals
- SharedVision
What (Goal clariﬁcation)
51

• If not resolved
- Dependence
- Resistence
• If resolved
- Assigned roles
- Allocated resources
- Decisions made
How (Commitment)
52

• If not resolved
- Conﬂicts/confusion
- Disalignment
- Missed deadlines
• If resolved
- Clear processes
- Alignment
- Disciplined Alignment
Who, what, when, where?
(Implementation)
53

• If not resolved
- Overload
- Disharmony
• If resolved
- Spontaneous interaction
- Synergy
- Surpassing Results
Wow (High performance)
54

• If not resolved
- Boredom
- Burnout
- Churn
• If resolved
- Recognition
- Celebration
- Staying power
- (Change Mastery)
Why (Renewal)
55

• Within each team
• Map the properties collected earlier to the Drexler/Sibbet
Model
• Identify indicators for a missing stage and actions to help
with the Step from on stage to the next.
• Select exemplary indicators/action for the presentation
according to your group
56

Group assignment
2 Orientation (Why)
3Trust building (Who)
4 Goal clariﬁcation (What)
5 Commitment (How)
6 Implementation (Who
does what when where)
7 High Performance (Wow)
8 Renewal (Why)
57

PresentationTeam 2
• Indicators and Activities for the Phase Orientation
Real-life indicators Real-life activities
58

PresentationTeam 3
• Indicators and Activities for the Phase Trust building
59

PresentationTeam 4
• Indicators and Activities for the Phase Goal clariﬁcation
60

PresentationTeam 5
• Indicators and Activities for the Phase Commitment
61

PresentationTeam 6
• Indicators and Activities for the Phase Implementation
62

PresentationTeam 7
• Indicators and Activities for the Phase High Performance
63

PresentationTeam 8
• Indicators and Activities for the Phase Renewal
64

65

Facilitated by Michael Mahlberg (google me ;-) )
Thank You!
66

Contact Information
• If you have questions, don’t hesitate to contact me via e-mail
at: mm@michaelmahlberg.com
• You can also ﬁnd me onTwitter as MMahlberg
• I sometimes blog on http://agile-aspects.michaelmahlberg.com
• My homepage is http://www.michaelmahlberg.com
67

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