(This is the final part of a three-part presentation on Team Building and Teamwork.)
"Nobody's perfect, but a team can be" (Meredith Belbin)
The graphic was produced by Stephen Bray© to illustrate the principle of Teamwork as applied to the production of Nurturing Potential
Click on the thumbnail for the full-sized version
And, if you need reminding of what transpired in parts I and II, the links are here:
http://www.nurturingpotential.net/New-NP02Theme.htm
http://www.nurturingpotential.net/New-NP03Theme.htm
NOW PLEASE CONTINUE
YOU MAY BE A GROUP, BUT ARE YOU A TEAM
PUTTING IT ALL TOGETHER
So, having laid the foundations for the establishment of a successful team, how to bring it together, how to formulate roles, how to identify strengths and weaknesses, how to establish objectives, make decisions, allocate tasks and consider potential, let's see what we now have, and where we are going with what we have.
In the previous part, we determined how to produce team leaders and recognise their strengths and role, and also examined the potential of the individual members when acting together as a team.
In most areas of human interaction, and teams are no exception, there are usually three types of people who can be identified: those who are not particularly concerned about what is happening, those who have some concern, but prefer to leave it to others to make the first move, and those who step up to the plate and make things happen. They may be classified as Inactive, Reactive or Proactive.
If you want to maximise the effectiveness of the entire team, you need to learn how to use each of these types. It may seem that the Inactive member has no role to play, but there are always situations that will benefit from the addition of further numbers. The important thing is to find some way to motivate such individuals, to find a role that they can fill, and to find a formula whereby pressure can be applied - usually by other members of the team - to appeal to the individual's inherent desire for group acceptance. The other two types will rarely need encouragement, but it is useful to identify which of the two positions they occupy. The proactive member should, by and large, be allowed free rein, and the reactive member encouraged to follow the lead.
Now some final observations:
In order that the team remains focused and committed,
1. It is important that the objectives of the team remain consistently in view and not allowed to become less important than the issues developing out of everyday activities.
2. It is important that the responsibilities allocated to individual members be adhered to and protected from encroachment by other members.
3. Both short-term and long-term goals need to be maintained.
4. Trust must also be maintained. The leader has to follow through with established commitments to members, and the members have to maintain respect for the commitments and obligations of their colleagues.
5. The achievements of team members need to be rewarded, even if the reward is merely that of recognition; failures by team members need to be aired and discussed.
6. Any conflicts between team members, or between a team leader and members of the team, must be resolved without delay - and openly so that all may see and approve the resolution.
7. Established lines of communication need to be maintained. Additionally it is important that informal communication be maintained since this is often where many problems are resolved.
8. There should be regular brainstorming and mind-mapping sessions.
9. Targets that have been set, and objectives that have been identified, need to be regularly discussed and considered in the light of their continued relevance. As situations develop, it may also be necessary to reframe and/or refine targets and objectives.
10. Mobility within and outside the team should be encouraged. Individual team members may gain advantage from change of roles and the efficacy of the team as a whole will benefit.
11. And do not forget the Tuckman equation - where you came from, where you are, and how you got here:
Forming: group members get to know each other, establishing guidelines, goals and processes, assessing and breaking down the task at hand
Storming: individuals assert themselves and develop preferences, with arguments or disagreements potentially arising about how to proceed
Norming: work begins in a more organised and coordinated manner, rules and processes are established and progress is made
Performing: the team as a whole focuses entirely on the task and its completion
"The vision that holds a team together does not end with the task in hand. Consider the future of the team both as a group and as individuals, as the career progress of each member is affected by their experience and success within the team." [Essential Manager's Manual - see bibliography below]
RECOMMENDED BIBLIOGRAPHY
Quality: Change Through Teamwork published by Century Business 1992 for The Sunday Times, by Rani Chaudhry-Lawton, Richard Lawton, Karen Murphy and Angela Terry.
Management Teams (Why they succeed or fail), 1961, by R. Matthew Belbin
Team Roles at Work by R. Matthew Belbin
Essential Manager's Manual by Robert Heller and Tim Hindle, Published by Dorling Kindersley, 1998