ELSABÉ MANNING facilitates Team Re-Building workshops with great success. Rebuilding a team entails uncovering and resolving team issues and overcoming obstacles and healing broken relationships. This workshop is the beginning of lasting, trusting, respectful relationships. The entire team commits to pull together with clearly defined common vision, goals and objectives.
What constitutes a team? How do you recognise and create one? Frequently people misconstrue a group of people for a team. A group is simply that – a group of people. A team on the other hand is defined as a group of individuals assembled and organised, formally or informally, to work together to achieve some shared objective.
A real team is a group of committed individuals working together towards clearly defined goals, and a common vision, in an atmosphere of mutual trust, truth, care and support for each other and a willingness to take specific action.
This workshop will help individuals to identify their roles and responsibilities; create common values and clarify the changes each member has to make in order to work together toward their [written down] common goals. They will also commit to communicating more effectively with each other.
This is the beginning of a journey to create an environment that promotes diversity and encourage personal style. Together the team will explore ideas to help each other on that journey. An atmosphere of mutual trust and respect will encourage serious introspection and discussion around issues.
5 STAGES OF GROUP DEVELOPMENT
In the ‘Forming’ stage of a group, personal relations are characterised by dependence. Group members rely on safe, patterned behaviour and look to the group leader for guidance and direction. Group members have a desire for acceptance by the group and a need to know that the group is safe. They set about gathering impressions and data about the similarities and differences among them and forming preferences for future sub-grouping. Rules of behaviour seem to be to keep things simple and to avoid controversy. Serious topics and feelings are avoided.
The major task functions also concern orientation. Members attempt to become orientated to the tasks as well as to one another. Discussion centres around defining the scope of the task, how to approach it, and similar concerns. To grow from this stage to the next, each member must relinquish the comfort of non-threatening topics and risk the possibility of conflict.
The ‘Storming’ stage is characterised by competition and conflict in personal relations and the task functions of the team. As the group members attempt to get organised to perform the task, conflict inevitably results in their personal relations.
Individuals have to bend and mold their feelings, ideas, attitudes, and beliefs to suit the group organisation. Because of fear of exposure or fear of failure, there will be an increased desire for structural clarification and commitment. Although conflicts may or may not surface as group issues, they do exist. Questions will arise about who is going to be responsible for what; what the rules are; what the reward system is and criteria for evaluation.
These reflect conflict over leadership, structure, power and authority. There may be wide swings in members’ behaviour based on emerging issues of competition and hostilities. Because of the discomfort generated during this stage, some members may remain completely silent while others attempt to dominate.
In order to progress to the next stage, group members must move from a ‘testing and proving’ mentality to a problem-solving mentality. The most important trait in helping groups to move on to the next stage seems to be the ability to listen.
In Tuckman’s Norming stage interpersonal relations are characterised by cohesion. Group members are engaged in active acknowledgment of all members’ contributions, community building and maintenance and solving of group issues. Members are willing to change their preconceived ideas or opinions on the basis of facts presented by other members and they actively ask questions of one another. Leadership is shared and cliques dissolve.
When members begin to know and identify with one another, the level of trust in their personal relations contributes to the development of group cohesion. It is during this stage of development (assuming the group gets this far) that people begin to experience a sense of group belonging and a feeling of relief as a result of resolving interpersonal conflicts.
The major task function of stage three is the data flow between group members: They share feelings and ideas, solicit and give feedback to one another and explore actions related to the task. Creativity is high. If this stage of data flow and cohesion is attained by the group members, their interactions are characterised by openness and sharing of information on both a personal and task level. They feel good about being part of an effective group.
The major drawback of the ‘Norming’ stage is that members may begin to fear the inevitable future breakup of the group; they may resist change of any sort.
The Performing stage is not reached by all groups. If group members are able to evolve to stage four, their capacity, range, and depth of personal relations expand to true interdependence. In this stage, people can work independently, in subgroups, or as a total unit with equal facility. Their roles and authorities dynamically adjust to the changing needs of the group and individuals.
Stage four is marked by interdependence in personal relations and problem solving in the realm of task functions. By now, the group should be most productive. Individual members have become self-assuring, and the need for group approval is past. Members are both highly task oriented and highly people oriented.
There is unity: group identity is complete, group morale is high, and group loyalty is intense. The task function becomes genuine problem solving, leading toward optimal solutions and optimum group development. There is support for experimentation in solving problems and an emphasis on achievement. The overall goal is productivity through problem solving and work.
Tuckman’s final stage ‘Adjourning’ involves the termination of task behaviours and disengagement from relationships. A planned conclusion usually includes recognition for participation and achievement and an opportunity for members to say personal goodbyes.
Concluding a group can create some apprehension – in effect, a minor crisis. The termination of the group is a regressive movement from giving up control to giving up inclusion in the group. The most effective interventions in this stage are those that facilitate task termination and the disengagement process.
(Extracts from: Stages of Small-Group Development Revisited Tuckman and Jensen Group Organisation Management.1977; 2: 419-427)
OUTCOMES OF THE WORKSHOP
We conduct a thorough evaluation on your team before the Team Re-Building to uncover issues and team dynamics;
All our Team Re-Building workshops are designed for maximum impact; team and organisational effectiveness;
Our Team Re-Buildings produce sustainable results. Once team members change their beliefs, deep insight and change in behaviour result;
Elsabé Manning personally conducts all the [highly confidential] Team Re-Building workshops. She studied team dynamics and has many years’ experience in creating individual and team paradigm shifts;
Elsabé conducts Team Re-Building workshops highly successfully for teams from foundation level to Boards of Directors in a vast array of industries and organisations.
Discuss issues respectfully and openly;
Desire and commit to working together as an effective team;
Identify individual’s and team’s strengths and weaknesses and put appropriate measures in place;
Learn and commit to communicate more openly and with more integrity;
Define roles and responsibilities;
Identify common values, goals and objectives;
Start to listen to each other;
Learn how to prevent and resolve conflict in an appropriate manner;
Learn about and commit to provide effective feedback;
Discuss and commit to building lasting relationships.
Contactable references regarding effectiveness of Team Re-Building workshops available on request.Team members will…
We do not charge per person for Team Re-Building! We charge a flat daily rate!
Please contact Elsabé Manning on 084 3719105 or email@example.com to request a proposal.