Team-Building

HRT 383
 Thanks to:
Ken Blanchard, Patricia Zigarmi, & Drea
Zigarmi, authors of Leadership and the One
Minute Manager
Ken Blanchard, Donald Carew, and Eunice
Parisi-Carew, authors of The One Minute
Manager Builds High Performing Teams
R. B. Lacoursiere, author of The Life Cycle of
Groups: Group Developmental Stage Theory
 Thanks to:
Stephen P. Robbins, author of Organizational
Behavior: Concepts, Controversies, and
Applications
Tools for Teams: Building Effective Teams in the
Workplace, edited by Craig Swenson
Robert H. Woods and Judy Z. King, authors
of Quality Leadership and Management in the
Hospitality Industry
Gary Yukl, author of Leadership in
Organizations
 Individual Development
Competence
 Knowledge

 Skill

Commitment
 Confidence

 Motivation
 Individual Development Stages
D4 D3 D2 D1

High Commitment

Competence
Low

From "Leadership and The One Minute Manager"

 Coaching Choices
Directive Behavior
“Autocratic”

Supportive Behavior
“Democratic”
 Coaching Stages
Directing
Structure, organize, teach & supervise
Coaching
Direct and support
Supporting
Praise, listen & facilitate
Delegating
Turn over responsibility for decision-making
 Situational Leadership II

The Four Leadership Styles

(High) S3 S2
Supporting Coaching

Supportive Behavior

S4 S1
Delegating Directing
(Low) Directive Behavior (High)

High Moderate Low

D4 D3 D2 D1
Developed Developing
Development Level of Followers

From "Leadership and The One Minute Manager"

 Group Development
Orientation
 Called “Forming” in Robbin’s model
 Uncertainty about purpose, structure & leadership
 Members are “testing the waters”

Dissatisfaction
 Called “Storming” in Robbin’s model
 Characterized by intragroup conflict
 Members accept the existence of the team, but
individuals resist the constraints on their individual
style
 Group Development
Resolution
 Called “Norming” in Robbin’s model
 Characterized by cohesiveness, identity, structure,
and a set of expectations
 Members develop closer relationships

Productivity
 Called “Performing” in Robbin’s model
 Structure of the team is fully functioning
 Members’ energy has moved from getting to know
phases to getting the work done
 Group Development
Robbin’s model includes a final phase
called “Adjourning”
This would be characterized by a
temporary committee completing a task
or achieving results based upon a goal
Your team may go through these five
stages twice…
 Group Developmental Stages

GDS4 GDS3 GDS2 GDS1

Production Resolution Dissatisfaction Orientation
High Morale (Commitment)

Productivity (Competence)
Low

From "One Minute Manager Builds High Performing Teams"

Adapted from "The Life Cycle of Groups: Group Development Stage Theory"
 Situational Leadership II

The Four Leadership Styles

(High) S3 S2
Supporting Coaching

Supportive Behavior

S4 S1
Delegating Directing
(Low) Directive Behavior (High)

High Moderate Low

G4 G3 G2 G1
Developed Developing
Development Level of the Group

From "One Minute Manager Builds High Performing Teams"

Group Orientation / Forming
382 Instructor formed the initial teams
The Management Plan process was designed
to help you frame your purpose
Instructor(s) offered insight into structure, but
what your team did/does and how it got/gets
accomplished was/is your business
Round I in 382 & Round II in 383
Group Dissatisfaction / Storming
What did your team experience in Round I?
Where was your storm?
 The team itself?
 One individual?
 Your management position?
 Your week of management?
 Formal vs. informal leadership?

In Round II (383), any “storms” are usually

weaker!
Group Resolution / Norming
Behavioral Norms
Team “Code of Conduct”
Examples:
 Consensus
 Communication
 Commitment
 Conduct

What did you learn

in 382?
Group Production / Performing
In 382, getting the management plan
done
Why not just jump right in?
Creating a guiding purpose
 Team Philosophy
 Team Mission

Was your team fully

functioning?
 Group Adjournment
Temporary break between quarters
383 – Round II
 Forming

 Storming

 Norming

 Performing

 Adjourning
 Types of Teams
Functional Operating Team
Cross-Functional Team
Self-Managing Team
Self-Defining Team
Top Executive Team
 Types of Teams
Functional Operating Team
 Formal Leader
 Members with similar, but specialized functions
 Example: Maintenance crew, SWAT team, sports

Cross-Functional Team
 Usually has a formal leader
 Members with different functions – various
stakeholders
 Example: Team to begin HACCP or TQM
program, or to kick-off a new promotion
 Types of Teams
Self-Managing Team
 No formal leader - leadership may rotate
 Membership: similar functions

 External leader, in the same organization,

to direct, coach, support, and delegate
 382 is similar to this model
 Types of Teams
Self-Defining Team
 No formal leader - leadership may rotate
 Facilitator acts as leader – role rotates

 Membership: similar goals or business

purpose, but specialization of roles is
possible
 Examples: Moosewood Restaurant, 383

Top Executive Team

 Common Characteristics
Functional Cross Self Self Top
Operating Functional Managing Defining Executive
Autonomy- Low Low-Mod Low High High
mission
Autonomy- Low-Mod High High High High
procedure
Authority- High High Low Low High
internal
Duration High Low-Mod High Variable High

Stability High Low-Mod High Variable High

Functional Low High Low Variable High

diversity
A fully functioning team can…
Work together successfully
Solve problems and reach decisions in
a way that incorporates individual input
Reach decisions through consensus
Can adapt to change
Achieve or exceed desired results