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The other team-models - beyond forming and storming

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The 2013 version of a talk about team-models from tuckman via several j-curve models to the drexler/sibbet model. Applicable for everyone who works in a team, runs a team or wants to build a team

Published in: Business

The other team-models - beyond forming and storming

  1. 1. 2013 / Michael Mahlberg Slide #The other team modelsBeyond forming and stormingA micro workshop at STARTPLATZ Köln 2013-06-051
  2. 2. 2013 / Michael Mahlberg Slide #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 andhow I can work with this knowledge in a comparablesituation in the future.2
  3. 3. 2013 / Michael Mahlberg Slide #Everything is optional3
  4. 4. 2013 / Michael Mahlberg Slide #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
  5. 5. 2013 / Michael Mahlberg Slide #Who are you• In which team are you today?5
  6. 6. 2013 / Michael Mahlberg Slide #Audience participation6
  7. 7. 2013 / Michael Mahlberg Slide #Timelines• Material• Paper (supplied)• Post-its (supplied)• Pen7
  8. 8. 2013 / Michael Mahlberg Slide #Build the environment• Tables?• Paper?8
  9. 9. 2013 / Michael Mahlberg Slide #Collect teams from your past3 Minutes9
  10. 10. 2013 / Michael Mahlberg Slide # 10
  11. 11. 2013 / Michael Mahlberg Slide #The timeline• Place theTeams from left to right• Leave space for drawing11
  12. 12. 2013 / Michael Mahlberg Slide # 12
  13. 13. 2013 / Michael Mahlberg Slide #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 intime13
  14. 14. 2013 / Michael Mahlberg Slide # 14
  15. 15. 2013 / Michael Mahlberg Slide #Synchronize• Do we all have a timeline?15
  16. 16. 2013 / Michael Mahlberg Slide #Why was it the way it was?• What happened at “interesting” points of the timeline?16
  17. 17. 2013 / Michael Mahlberg Slide # 17
  18. 18. 2013 / Michael Mahlberg Slide #The usual suspects• Tuckman• J-Curve18
  19. 19. 2013 / Michael Mahlberg Slide #TuckmanForming – Storming – Norming – Performing19
  20. 20. 2013 / Michael Mahlberg Slide #TuckmanFormingStormingNormingPerformingAdjourning?20
  21. 21. 2013 / Michael Mahlberg Slide #J-CurveBased on work by Gerald M. Weinberge.g. Secrets of Consulting21Website Jerry Weinberg
  22. 22. 2013 / Michael Mahlberg Slide #Based on work by Gerald M. Weinberge.g. Secrets of ConsultingJ-Curve22Website Jerry Weinberg
  23. 23. 2013 / Michael Mahlberg Slide #JJJBased on work by Gerald M. Weinberge.g. Secrets of ConsultingJ-Curve23Website Jerry Weinberg
  24. 24. 2013 / Michael Mahlberg Slide #JJJJ-Curve24
  25. 25. 2013 / Michael Mahlberg Slide #Satir Change ModelBased on work by Virginia Satirand Steven M. Smithbaselineforeignelementresistenceoldstatusquochaostransformingideaintegrationnewstatusquo25Satir Article by Steve Smith
  26. 26. 2013 / Michael Mahlberg Slide #JJJJ-Curve26
  27. 27. 2013 / Michael Mahlberg Slide #JJJBased on work by Gerald M. Weinberge.g. Secrets of ConsultingJ-Curve - degenerated27
  28. 28. 2013 / Michael Mahlberg Slide #Work in groups28
  29. 29. 2013 / Michael Mahlberg Slide #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• Successful29
  30. 30. 2013 / Michael Mahlberg Slide #What is a team anyway?• According to R. KEVIN GRIGSBY, DSW• Defined in 2008• Originally aimed at staff in medical organizations30
  31. 31. 2013 / Michael Mahlberg Slide #What is a team anyway?• Committee• Task Force• TeamGroups of People31
  32. 32. 2013 / Michael Mahlberg Slide #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 occupation32
  33. 33. 2013 / Michael Mahlberg Slide #Task Force• Expert group for a specific area• Temporary• Defined goal• Created on demand• Often includes ressources33
  34. 34. 2013 / Michael Mahlberg Slide #Team• Common Purpose• Complementary skills• Mutually accountable• Members selected based on merit• Leadership varies with task at hand34
  35. 35. 2013 / Michael Mahlberg Slide #Highlights• Committee =>• Task Force =>• Team =>35
  36. 36. 2013 / Michael Mahlberg Slide #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 occupation36
  37. 37. 2013 / Michael Mahlberg Slide #Task Force• Expert group for a specific area• Temporary• Defined goal• Created on demand• Often includes resources37
  38. 38. 2013 / Michael Mahlberg Slide #Team• Common Purpose• Complementary skills• Mutually accountable• Members selected based on merit• Leadership varies with task at hand38
  39. 39. 2013 / Michael Mahlberg Slide #Highlights• Committee => Function• Task Force => Goal• Team => Purpose39
  40. 40. 2013 / Michael Mahlberg Slide #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 occupation40
  41. 41. 2013 / Michael Mahlberg Slide #Task Force• Expert group for a specific area• Temporary• Defined goal• Created on demand• Often includes ressources41
  42. 42. 2013 / Michael Mahlberg Slide #Team• Common Purpose• Complementary skills• Mutually accountable• Members selected based on merit• Leadership varies with task at hand42
  43. 43. 2013 / Michael Mahlberg Slide #Highlights• Committee => Function, Part-time,Temporary or Permanent• Task Force => Goal, Full-time,Temporary• Team => Purpose, semi-permanent43
  44. 44. 2013 / Michael Mahlberg Slide #Audience participation• 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
  45. 45. 2013 / Michael Mahlberg Slide #Drexler / Sibbet• Tuckman: 1965• Allan Drexler and David Sibbet:1990’s45
  46. 46. 2013 / Michael Mahlberg Slide #Phases (Drexler / Sibbet)• Creating a team• Sustaining a team46
  47. 47. 2013 / Michael Mahlberg Slide #Just search for Drexler/Sibbet on Google ImagesFrom ‘the internet’47
  48. 48. Why(orientation)Who (TrustBuilding)What (Goalclarification)How(Commitment)Who, what, when,where? (Implementation)Wow (Highperformance)Why (Renewal)ChoicesTasksWorkingrelationshipsMeaningLayers accordingto Esther Derby,AYE 200848 Website Esther Derby
  49. 49. 2013 / Michael Mahlberg Slide #• If not resolved- Disorientation- Uncertainty- Fear• If resolved- Purpose- Team Identity- MembershipWhy (Orientation)49
  50. 50. 2013 / Michael Mahlberg Slide #• If not resolved- Caution- Mistrust- Facade• If resolved- Mutual regard- Honesty- ReliabilityWho (Trust Building)50
  51. 51. 2013 / Michael Mahlberg Slide #• If not resolved- Apathy- Skepticism- Irrelevant Competition• If resolved- Explicit Assumptions- Clear, integrated goals- SharedVisionWhat (Goal clarification)51
  52. 52. 2013 / Michael Mahlberg Slide #• If not resolved- Dependence- Resistence• If resolved- Assigned roles- Allocated resources- Decisions madeHow (Commitment)52
  53. 53. 2013 / Michael Mahlberg Slide #• If not resolved- Conflicts/confusion- Disalignment- Missed deadlines• If resolved- Clear processes- Alignment- Disciplined AlignmentWho, what, when, where?(Implementation)53
  54. 54. 2013 / Michael Mahlberg Slide #• If not resolved- Overload- Disharmony• If resolved- Spontaneous interaction- Synergy- Surpassing ResultsWow (High performance)54
  55. 55. 2013 / Michael Mahlberg Slide #• If not resolved- Boredom- Burnout- Churn• If resolved- Recognition- Celebration- Staying power- (Change Mastery)Why (Renewal)55
  56. 56. 2013 / Michael Mahlberg Slide #• Within each team• Map the properties collected earlier to the Drexler/SibbetModel• Identify indicators for a missing stage and actions to helpwith the Step from on stage to the next.• Select exemplary indicators/action for the presentationaccording to your groupAudience participation56
  57. 57. 2013 / Michael Mahlberg Slide #Group assignment2 Orientation (Why)3Trust building (Who)4 Goal clarification (What)5 Commitment (How)6 Implementation (Whodoes what when where)7 High Performance (Wow)8 Renewal (Why)57
  58. 58. 2013 / Michael Mahlberg Slide #PresentationTeam 2• Indicators and Activities for the Phase OrientationReal-life indicators Real-life activities58
  59. 59. 2013 / Michael Mahlberg Slide #PresentationTeam 3• Indicators and Activities for the Phase Trust buildingReal-life indicators Real-life activities59
  60. 60. 2013 / Michael Mahlberg Slide #PresentationTeam 4• Indicators and Activities for the Phase Goal clarificationReal-life indicators Real-life activities60
  61. 61. 2013 / Michael Mahlberg Slide #PresentationTeam 5• Indicators and Activities for the Phase CommitmentReal-life indicators Real-life activities61
  62. 62. 2013 / Michael Mahlberg Slide #PresentationTeam 6• Indicators and Activities for the Phase ImplementationReal-life indicators Real-life activities62
  63. 63. 2013 / Michael Mahlberg Slide #PresentationTeam 7• Indicators and Activities for the Phase High PerformanceReal-life indicators Real-life activities63
  64. 64. 2013 / Michael Mahlberg Slide #PresentationTeam 8• Indicators and Activities for the Phase RenewalReal-life indicators Real-life activities64
  65. 65. 2013 / Michael Mahlberg Slide #The other team modelsBeyond forming and storming65
  66. 66. 2013 / Michael Mahlberg Slide #The other team modelsBeyond forming and stormingFacilitated by Michael Mahlberg (google me ;-) )Thank You!66
  67. 67. 2013 / Michael Mahlberg Slide #Contact Information• If you have questions, don’t hesitate to contact me via e-mailat: 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.com67

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