Team Development: Storming Stage

• Topic 3 focuses on Team Dynamics
• The aim of this lecture is to understand how to build an impactful team and different stages of group development

Contents of the Lecture

• This lecture will cover how to build and impactful team and the stages of group development

Recap From Last Lesson

• CDIO stands for Conceive, Design, Implement, and Operate
• A decision matrix removes emotion and confusion from the decision-making process, making decisions more objective
• The design stage bridges form and function
• Poor implementation or execution can cause the failure of even a good plan
• Nuclear fuel is an example of a product that is retired sensibly

Groups vs Teams

• A group is a collection of individuals who come together for a common purpose or shared interest, connected by some shared activity, interest, or quality
• A team is a collection of individuals associated together in work or activity, representing a more structured and cohesive form of a group

Key Differences

• A group may have a common purpose or interest, but individual members have different goals and objectives, whereas a team has a shared purpose and specific goals
• Group members may work independently, whereas team members are highly interdependent
• Group members may have different, undefined or uncoordinated roles and responsibilities, whereas team members have roles and responsibilities that are clearly defined.

Communication, Collaboration, and Accountability

• Communication and collaboration among group members may vary and is not necessarily a primary focus. Communication and collaboration are essential within a team
• Individual group members are accountable for their own actions, whereas team members hold each other accountable for outcomes
• Group performance can vary and be dependent on individual efforts, whereas team performance is measured collectively

Team Cohesion

• Group cohesion and trust may vary and not be a central part of group dynamics
• Building cohesion and trust among team members is crucial for creating a positive environment
• Leadership in a group may not be formally assigned, while a team has a designated leader for guidance and collaboration

How To Build an Impactful Team

• Team dynamics are the interactions and relationships among team members
• These dynamics can influence a team's performance, productivity, and overall success.
• Managing team dynamics is crucial for a healthy environment
• Key aspects of team dynamics include that high-performing teams are more productive and have more fun

Building an Impactful Team: The Startup Square

• A well-functioning team is multidisciplinary and needs 4 key player-types
• The power of every team is in their collaboration and synergy
• Each member offers unique and complementary perspectives
• A team can quickly transform ideas into tangible and marketable solutions
• Recognizing the value of diversity allows organizations to create impactful that resonate with customers

The Hustler

• The Hustler is the entrepreneurial force within the dream Team
• He packages, activates, and sells the solution
• His strength is in communication
• The Hustler gets the product in front of customers for promotion
• A Hustler possesses a combination of being a skilled wordsmith and charismatic networker, plus provides vision and is gifted in pitching

The Hacker

• The Hacker is the tech-savvy character with up to date knowledge of the latest technologies, who can hack together any tools
• He conceptualizes the vision and mission
• He is a problem solver
• His strength is in support, although might go overboard with technical features

The Hipster

• The Hipster is the team's creative mind that creates beautiful things beginning with an outline to a working prototype
• Its ensures a smooth user journey and enhances product desirability
• The hipster creates team identity, branding, and marketing
• He tends to be intuitive
• His strength is in chemistry

The Handler

• The handler keeps the team moving forward and sets the pace
• He works with focus and ensures the right things get prioritized at the right time, plus strategizes to align vision and mission.
• He deals with the "what, when & how" and passion for learning elevates team collaboration
• The handlers strength lies in delegation

Impactful Personality Tests

• The Myers & Briggs Type Indicator (MBTI) based on work by Katharine Cook Briggs & Isabel Briggs Myers builds upon human personalities
• Personality is measured according to how energy is directed and received (Introversion/Extraversion)
• Personality is also measured according to how is information is taken in(Sensing/Intuition)
• Personality determines how decisions are made (Thinking/Feeling) plus how the outside world/external environment is approached (Judging/Perceiving)
• DiSC Personality Types measure dominance, influence, steadiness and conscientiousness:
• Dominance personalities are direct, strong-willed, and forceful (fast-paced and skeptical)
• Influence personalities are sociable, talkative, and lively (fast-paced and accepting)
• Steadiness means being gentle, accommodating, and soft-hearted (moderate-paced and accepting)
• Conscientiousness means being private, analytical, and logical (moderate-paced and skeptical)

Stages of Group Development

• Bruce Tuckman's model provides a framework for understanding how groups evolve over time
• Tuckman's model emphasizes the natural progression of groups, it facilitates healthy team processes through various opportunities
• This model assists in team dynamics, anticipating challenges, and creating successful team environments

Stage 1: Forming

• Forming is the initial stage of putting the structure of the team together
• Team members feel ambiguous and avoid conflict, as they are eager to fit into the group
• Team members rely on safe, patterned behavior and seek direction from a leader

Overcoming Stage 1: Forming

• Politeness and tentative joining.
• Uncertainty and apprehension is common
• Team mission and vision is important
• Team members must relinquish comfortable zone and risk possibilities of conflict to advance

Stage 2: Storming

• Organizing tasks reveals interpersonal conflicts
• Leadership, power, and structural issues dominate the stage
• Competition and conflict happens in personal-relations
• Conflict causes group members to compromise

Overcoming Stage 2: Storming

• Arguing and vying is common
• Individuals feel defensive and confused with a potential loss of interest
• Move from "testing and proving” to problem-solving mentality

Stage 3: Norming

• Creating new ways of doing and being together
• As the group develops cohesion, leadership changes from one to shared
• Team members learn to trust shared leadership
• Task moves to high creativity and collaboration
• Members may fear future breakup

The Major Considerations of Stage 3: Norming

• Processes and procedures should already be agreed upon
• The team should be comfortable
• Keep structure
• Maintain team contributions

Stage 4: Performing

• True interdependence standard for group development
• Team members can work independently as a whole
• Individuals will adapt to change

Overcoming Stage 4: performing

• Shared leadership should be practiced and observed
• Full commitment is always needed
• Maintain good empathetic relationships

Stage 5: Adjourning

• This stage focuses on termination of task behaviors and disengagement from relationships
• In conclusion, a good conclusion recognizes achievements and participation
• The best groups will create recognition and an opportunity for personal goodbyes
• Termination is a regressive movement from sharing control

Overcoming Stage 5: Adjourning

• Restless behavior
• Maintain good listening
• Evaluate the efforts of team
• Tie up loose ends and collaborative learning

Dysfunctions in a Team

• "Dysfunction" implies that there are abnormal or incomplete processes
• All teams are liable to become dysfunctional due to imperfect behavior
• Reduction in confusion involves addressing each individual concerns

The Five Dysfunctions

• Absence of Trust: Building of trust can't happen if team members are scared to make mistakes
• Fear of conflict: Preserve harmony stifles productive, ideological conflict.
• Lack of Commitment: A lack of clarity or by-in prevents team members from decision making
• Avoidance of Accountability: Avoiding discomfort prevents team members holding others accountable
• Inattention To Results: Pursuing individual goals erodes collective focus.

Avoiding The Five Dysfunctions

• Create a setting of comfort for all members to nurture individual trust
• Encourage criticism
• Without conflict, members will find it hard to fully commit
• It is important address criticisms
• Follow through on all actions and behavior
• Confront those who jeopardize the Team's success