VMS1002 2024-25 Teamwork & Team Roles PDF

WEEK 5: TEAMWORKING FLIPPED LEARNING G E T T I N G S TA R T E D : T U C K M A N ’ S S TA G E S O F T E A M F O R M AT I O N A N D BELBIN TEAM ROLES LEARNING OBJECTIVES Discuss some factors to consider when forming a team, the purpose behind team formation and the differe...

WEEK 5: TEAMWORKING FLIPPED LEARNING G E T T I N G S TA R T E D : T U C K M A N ’ S S TA G E S O F T E A M F O R M AT I O N A N D BELBIN TEAM ROLES LEARNING OBJECTIVES Discuss some factors to consider when forming a team, the purpose behind team formation and the different types of teams that can exist. Discuss approaches to team formation in terms of theoretical models such as: The ‘Big Five’ (Salas et al) – 5 core components underpinned by 3 co-ordinating mechanisms Stages of Team Development (Tuckman) Team Roles (Belbin) Discuss some of the challenges that can occur within teams Discuss ways you can assess the performance of a team 2 TUCKMAN (1968) S TA G E S O F T E A M D E V E L O P M E N T Forming Storming Norming Performing (‘Adjourning’ – a fifth stage- added later) 3 TUCKMAN (1968) S TA G E S O F T E A M D E V E L O P M E N T: FORMING 4 T U C K M A N ’ S S TA G E S : F O R M I N G “Dependent” behaviours (towards leader or powerful members) Discovery of acceptable behaviours by group members Conform based on reaction of leader or group members Politeness, hesitance, ‘acclimatisation’ Discovery of boundaries and testing norms and structures Attempts to establish rapport Sometimes hostility, silence, resistance, suspiciousness Attempts to identify task parameters and how to accomplish the task Discussions of irrelevant or peripheral problems including behaviour & the institutional environment Mutual information exchange Emergence of leadership and orientation 5 TUCKMAN (1968) S TA G E S O F T E A M D E V E L O P M E N T: STORMING 6 T U C K M A N ’ S S TA G E S : S T O R M I N G Conflict, hostility, infighting, disunity, polarisation Individuality expressed, group structure resisted Conflict over progression into the ‘unknown’ Regression to earlier dependency Defensiveness, competition, jealousy Fight-flight, crisis, tension, friction, Mounting anxiety, Psychological ‘withdrawal’ attempts…friction Arguments, rules broken Brittle linkages, Structural collapse ‘Psychodramatic acting out’ Conflicting factions in the group, Anarchy, rebellion Negativity, Disintegration, ‘Benign regression’, Clashes, ‘pecking orders’ Some members more active, less defensive, others more passive and defensive Seeking safety via structure Rivalry for the position of the central figure - power struggle 7 TUCKMAN (1968) S TA G E S O F T E A M D E V E L O P M E N T: NORMING 8 T U C K M A N ’ S S TA G E S : N O R M I N G Members accept the group; group becomes an entity, an ‘organism’ – a ‘new family’ Acceptance of fellow members’ idiosyncrasies Members desire to maintain the group; Group boundaries and common goal(s) established New group-generated norms; harmony ensues; conflict avoided Freedom of communication; “Patching-up” and Resolution of polarised issues ‘We-consciousness’ develops and group values emerge Affection bonds and Openness; Norms to deal with self-revelation and feedback. Reorganise, reform & repair Climate of permissiveness, emotional support, cohesiveness, unity, cooperation Smooth relations, mutual support, enchantment; conducive to learning Resolution of authority problems, and a sense of structure and goal orientation emerges Ability and willingness to communicate (private) feelings constructively and creatively Still some ‘emotionality’ but it now contributes to work 9 TUCKMAN (1968) S TA G E S O F T E A M D E V E L O P M E N T: PERFORMING 10 T U C K M A N ’ S S TA G E S : P E R F O R M I N G Functional roles develop and group becomes a problem-solving instrument Member relationships established; mutual task interaction with minimal emotional interference Members adopt and play roles that enhance the task activities of the group Stage of understanding, analysis and insight; ‘freedom and friendliness’ The social entity of the group now helps rather than hinders the tasks Encouragement and integrating problems with roles; Facilitates problem-solving and decision-making ‘Use’ of the cohesion which has been developed in earlier stages Group supports members, there is mutual acceptance and there are strong but flexible norms Mutual evaluative support, productive collaboration, consensual validation, Roles become dynamic Acceptance of group structure 11 BELBIN TEAM ROLES Action focused o Shaper o Completer finisher o Implementer Thought focused o Plant o Monitor-evaluator o Specialist People focused o Teamworker o Coordinator o Resource investigator 12 A C T I O N ( O R TA S K ) ROLES 13  A C T I O N ( O R TA S K ) R O L E S The Shaper: Driven, focused - keeps team moving; dynamic; thrives under pressure. Courageous. Faces obstacles head-on. Challenging, provocative, at times insensitive, impatient and bad tempered. The Implementor: Practical and reliable. Likes to generate a workable plan and implement it efficiently. Takes action; a good organizer. Somewhat Inflexible and unresponsive to opportunities. Reluctant to relinquish their plans. The Completer-finisher: Comes into their own at the end of tasks: polish and scrutinise the work for errors; high standards. Painstaking, conscientious, anxious. Tends to worry; reluctant to delegate. Perfectionists. 14 THINKING ROLES 15  THINKING ROLES The Plant: A highly creative, imaginative, free-thinking, unconventional problem-solver and ideas-generator Might be absent-minded and forgetful, ignore incidentals, and could communicate sub-optimally due to preoccupation. The Monitor-Evaluator: Logical, impartial, dispassionate in considering options. Sober and strategic. Might be uninspiring and might lack drive. Tends to be overly critical and slow to make decisions. The Specialist: Contributes in-depth knowledge & skill in a key area; single-minded, dedicated, driven. Contributes on a narrow front and can dwell on the technicalities; inclined to offer information overload. 16 PEOPLE-FOCUSED (SOCIAL) ROLES 17  PEOPLE-FOCUSED (SOCIAL) ROLES Teamworker: Facilitates team cohesion, versatile, identifies what needs to be done and does it for the team. Co-operative, perceptive and diplomatic; a good listener and maintains harmony. Can be indecisive under pressure; avoids confrontation and unpopular decisions. Co-Ordinator: Focuses on the team's objectives, draws out team members and delegates work appropriately. Mature and confident, identifies talent & clarifies goals. Can be manipulative and might over-delegate, leaving themselves minimal work load. Resource Investigator: Inquisitive; brings ideas back to the team. Outgoing, enthusiastic. Opportunistic networkers. Can be over-optimistic, and interest may wane. They may forget to follow through. 18 QUESTIONS? 19  REFERENCES Belbin, R. M., 2010. Team Roles at Work. Second Edn. Butterworth-Heinemann, p 21-24. Tuckman, B. W., 1965. Developmental sequence in small groups. Psychological Bulletin, 63, 384–399. https://www.belbin.com/about/belbin-team-roles (Accessed 14 October 2024) https://www.mindtools.com/abyj5fi/forming-storming-norming- and-performing (Accessed 14 October 2024) 20