UNIT # 3

SUBJECT
ORGANIZATION & BEHAVIOUR

LECTURE # 5
DATED:12TH OCT,2022
 Team Dynamics
• What is Team Dynamics?
• Kurt Lewin, an influential social psychologist,
first mentioned team dynamics in 1939.
• He defined team dynamics as “positive and
negative forces within groups of people.”
 Team Dynamics
• It means that each group has its own
psychological climate that influences group
behavior and performance. Moreover, each
personality involved in the group
unconsciously sets the direction of group
dynamics, whether it’s positive or negative. 
 Team Dynamics
• In short, the definition of team dynamics boils
down to this:
• Team dynamics is a system of behaviors and
psychological processes occurring within a
team
 Why Do You Need to Consider Team Dynamics?

• Why Do You Need to Consider Team

Dynamics?
• The answer is simple — group or team
dynamics defines how effective your team is
going to be in their work performance and
generating new ideas. As a result, it influences
the overall project outcome. 
 Team Dynamics
• Project managers and human resource
managers strive to create positive group
dynamics in teams. It means that team
members trust each other, are ready to work
collectively, provide support, and productively
brainstorm ideas, and listen to other group
members. In groups with positive dynamics,
team members feel comfortable sharing their
ideas and having a constructive dialogue. 
 Team Dynamics
• Whereas groups with poor dynamics disrupt
work processes and fail to achieve positive
results just by repeatedly making poor
decisions that lead to even poorer choices. All
of these generate negative conflicts inside a
team, making each participant feel vulnerable
and unwilling to share their ideas. 
• Examples of Team Dynamics 
• Surely, every business owner and each team leader wants to
create only dynamic teams that develop positively and reach
their goal. But, for this, they need to learn how to recognize
the signs of a positive team dynamic. Here are some
examples of team dynamics done right:
• Open communication. When team members are willing to
discuss issues and problems throughout a project.
• Alignment. When each team member understands their
duties in the project, overall project objectives, and project
development direction.
• Conflict resolution. When each participant feels
comfortable enough to resolve conflicts through
discussion or take it to the group for public
discussion.
• Commitment to the project. When each team
member is deeply involved in the project and feels at
ease to share their ideas on how to improve it.
• Optimistic thinking. When participants are ready to
commit to the project even when everything is going
wrong.
 Using the Stages of Team Development

• Teams go through stages of development. The

most commonly used framework for a team's
stages of development was developed in the
mid-1960s by Bruce W. Tuckman. Although
many authors have written variations and
enhancements to Tuckman's work, his
descriptions of Forming, Storming, Norming
and Performing provide a useful framework
for looking at your own team.
• Each stage of team development has its own
recognizable feelings and behaviors;
understanding why things are happening in
certain ways on your team can be an
important part of the self-evaluation process.
• The four stages are a helpful framework for
recognizing a team's behavioral patterns
 5 stages of team development
• Forming 
• The first stage is forming, which is when the members within the team first 
come together to meet. It can be considered the period of orientation when
everyone is getting to know one another and becoming acquainted.
• Think of the forming stage like the first day of school or the first day at a new job.
There’s excitement in the air and everyone is ready to roll up their sleeves and
get started on the project. Usually, group dynamics and roles have yet to be
established, a team leader will typically emerge and take charge and direct the
individual members. 
• The forming stage is also where team members discuss things like:
• Team goals
• Individual roles
• Strategy
• Ground rules
• Storming
• Next up is storming. Stage two of five is considered the
most critical but also the most difficult to go through. It
can be riddled with conflict as the individual
personalities and work styles clash within the team. It’s
also common for team performance to dip a bit in the
storming stage as members can sometimes disagree on
goals, strategy, responsibilities, and roles. Also, keep an
eye out for subgroups or cliques that can begin to form
during this stage.
• Think of this phase like when you move in with
a friend you’ve never lived with before, and
you slowly start to notice the little things
about them that get on your nerves. The same
is likely to happen with members of your
team. While some teams think they can skip
this stage, it’s important to dive into it with
the expectation that there may be some
conflic
• Norming 
• Once you’ve weathered the storm, pun intended, your team can
move into norming. Here, team members have figured out how
to work together and there’s no more conflict or internal
competitions lingering.
• Unity is upon everyone and a consensus develops around who
the leaders are, what everyone’s role is, and what comes next.
There’s also a sense of bonding between the team and is more
familiar with each other’s personalities and sense of humor.
There should also be a sense of comfort in the norming stage
when giving constructive feedback through online forms, or
asking for help as you work through various tasks.
• Performing 
• Next up is the performing stage, which tends to be where there is the
most cohesive work environment, people are happy and excited, and
team performance is at an all-time high. There’s a clear and stable
structure in place throughout the group and everyone is fully
committed to achieving the goals put in place.  In the performing
stage, there’s a sense of focus, purpose, and alignment from
everyone on the team, no matter their role. 
• Remember that no matter what, problems and conflict can still
emerge, but they’re handled and dealt with in a constructive and
honest manner. And, because there’s a bond and a relationship
already built amongst the team members, it’s easier and faster to get
to a resolution if a conflict were to occur.
• Adjourning 
• Last but not least is the adjourning stage. Sometimes also called the
termination, mourning, or ending stage, most, if not all, of the 
goals of the team have been accomplished. The project as a whole is
being wrapped up and final tasks and documentation are
completed. As the workload becomes smaller, it’s common for team
members to be taken off the assignment and delegated to a new
project. The team members also usually debrief and discuss what
went well and what could be improved on for projects in the future.
• Depending on how long the project lasted and the bond that was
formed, there is sometimes a ceremonial celebration of the work
that was completed and the overall success of the project.
 The 9 Belbin Team Roles 

• An effective team requires members of

various personality types to fulfill different
roles. Some individuals are better in thought-
oriented or action-oriented positions, while
others may excel in people-oriented roles.
Understanding the different roles in the Belbin
Team Inventory test can help you assign team
roles by identifying each individual's
motivations and objectives.
• What is the Belbin Team Inventory test?
• Meredith Belbin devised the Belbin Team
Inventory test through a study at Henley
Management College to establish the ideal
roles for individuals to assume within a team.
To measure personality traits with the Belbin
test, participants evaluate their own behaviors,
receive feedback from observers and compare
the resulting answers.
 The 9 Belbin team roles

• The nine Belbin team roles are descriptions of

job duties that fall into three broad categories:
thought-oriented roles, action-oriented roles
and people-oriented roles. Understanding
each role a team member can play may help
you to work more efficiently as a team:
• The Monitor Evaluator (thought-oriented)
• The Specialist (thought-oriented)
• The Plant (thought-oriented)
• The Shaper (action-oriented)
• The Implementer (action-oriented)
• The Completer/Finisher (action-oriented)
• The Coordinator (people-oriented)
• The Team Worker (people-oriented)
• The Resource Investigator (people-oriented)
 3 thought-oriented team roles in the Belbin model

• Thought-oriented team members are critical

thinkers. They may present new ideas or new
perspectives, analyze ideas by weighing the
pros and cons or offer specialized knowledge
or skills. The three thought-oriented roles
include:
• The Monitor Evaluator
• Monitor Evaluators make decisions based on facts and
rational thinking as opposed to emotions and instincts.
They're normally serious individuals who excel at critical
thinking and strategic planning and have a strong
inclination to remain objective.
• Monitor Evaluators work best when challenges arise that
require advanced analytical ability and astute problem-
solving. Because of their ability to consistently make
effective decisions, these individuals often hold
managerial positions.
• The Specialist
• The Specialist is a team member who's an
expert in a specific field. Since they have in-
depth knowledge of a narrow subject, they
offer valuable insight when a task requires
their area of expertise. Specialists are
invaluable assets to an organization, as they
can provide expert technical knowledge that
not many others in their industry can.
• Although Specialists may not prefer to work in
a team setting, they're enthusiastic when it
comes to their field of expertise and are eager
to share their knowledge with junior members
who want to learn.
• 3. The Plant
• Plants are free-thinkers and creative people who
produce original ideas and suggest innovative ways of
completing tasks. As is the case with the other two
thought-oriented roles, Plants prefer to work alone.
• Most teams and companies accept and encourage this
preference, as the Plant's creative thinking typically
leads to innovative solutions and groundbreaking
concepts. As their name suggests, Plants are the team
members who bring about growth and progress.
 3 action-oriented team roles in the Belbin model

• 3 action-oriented team roles in the Belbin

model
• Action-oriented team members strive to
accomplish tasks. Organizations rely on them
to complete their expected duties, meet
deadlines and turn challenges into exciting
opportunities. Action-oriented roles include:
• The Shaper
• Shapers are extroverts who tend to motivate
themselves and others to achieve results.
They're dynamic and driven individuals who
can inspire passion in team members. Despite
any challenges that they may experience,
Shapers remain positive and seem to thrive
under pressure.
• Because Shapers are natural leaders who tend
to get results, they quickly move upward in
organizations. They are ideal individuals to
hold managerial roles, as they act decisively in
crises and drive progress.
• The Implementer
• Implementers are organizers who like to
structure their environments and maintain
order. Because they're practical people,
implementers like to make concrete plans from
abstract ideas. Implementers are 
highly disciplined and self-controlled individuals
who can disregard their self-interest to focus on
the needs of a team or an organization.
• Although Implementers normally prefer
established ways of doing things, you can
likely persuade them to change if you can
prove that an adjustment would yield positive
results. These practical and diligent team
members are the ones who ensure that goals
become tangible successes.
• 3. The Completer/Finisher
• Completers, also called Finishers, are introverted individuals
who perform quality assurance during key stages of a project.
They're often perfectionists who notice fine details, which
helps them inspect finished tasks or products for errors.
• Since these individuals strive for perfection, they tend to
expect the same from those around them. Organizations
need these individuals to ensure that teams produce high-
quality work. Completers are especially valuable in work
environments where precision and adherence to deadlines
 are essential.
• 3 people-oriented team roles in the Belbin
model
• People-oriented team members use
networking and relationship-building skills to
complete tasks. They may be excellent active
listeners and provide support to other team
members to build cohesion in the group.
People-oriented team roles include:
• 1. The Coordinator
• Coordinators are mature individuals who have
excellent interpersonal and communication
skills. They're normally in management
positions, but their management styles are
very different from those of Shapers. Where
Shapers manage through directives,
Coordinators prefer a more democratic
approach that fosters open communication.
• Instead of focusing on the achievement of the
organization's goals, Coordinators tend to
concentrate on helping team members
accomplish their individual objectives. They're
normally good at identifying talent in a team
and utilizing it to achieve the group's
objectives.
• 2. The Team Worker
• Team Workers are normally extroverts with mild and
friendly dispositions. They tend to be good listeners
and are adept at getting a team to function well
together as a unit. If Team Workers notice that other
team members aren't managing their workload
effectively, they're likely to offer their assistance.
These individuals are highly adaptable and versatile,
which helps them interact effectively with diverse
people and cope with sudden changes.
• Team Workers are indispensable team
members because they establish harmony
within a team. They're proficient at solving
interpersonal issues within a team and
supporting members who may feel neglected.
Because of their innate likeability, Team
Workers tend to be popular with colleagues
and often rise to senior positions.
• 3. The Resource Investigator
• Resource Investigators are extroverts who have a talent for
networking. They're positive and enthusiastic people who
like to explore new opportunities and investigate new
developments.
• Although they may not necessarily come up with new ideas
themselves, they're skilled at gaining ideas from others and
introducing these concepts to their own teams. Due to
their outgoing personalities, Resource Investigators are
good at making new business contacts and carrying out
subsequent negotiations.
• Norms
• Norms are the acceptable standards of behavior
within a group that are shared by the members.
• When we learned about motivation, we talked a
little about the Hawthorne Studies. To jog your
memory, Hawthorne Electric hired researchers to
do a study to determine if higher levels of light
increased the production of a work group.
• Some of these behaviors were spurred on
simply because they were being observed. In
other situations, the group collectively
established a group norm of production—and
those individuals that violated the norm by
overachieving were ridiculed for not following
the established, albeit unspoken, norms.
• There are common classes of norms:
• Performance norms: the group will determine what is an acceptable
level of effort, product and outcome should exist in the workplace.
• Appearance norms: the group will determine how members should
dress, when they should be busily working and when they can take a
break, and what kind of loyalty is shown to the leader and company.
• Social arrangement norms: the group regulates interaction between
its members.
• Allocation of resources norms: the group or the organization
originates the standards by which pay, new equipment, and even
difficult tasks are assigned.
 Cohesiveness

• Cohesiveness is the degree to which group

members enjoy collaborating with the other
members of the group and are motivated to
stay in the group.
• Cohesiveness is related to a group’s productivity. In fact, the higher
the cohesiveness, the more there’s a chance of low productivity, if
norms are not established well. If the group established solid,
productive performance norms and their cohesiveness is high,
then their productivity will ultimately be high. If the group did not
establish those performance norms and their cohesiveness is high,
then their productivity is doomed to be low. Think about a group
of high school friends getting together after school to work on a
project. If they have a good set of rules and tasks divided amongst
them, they’ll get the project done and enjoy the work. And,
without those norms, they will end up eating Hot Pockets and
playing video games until it’s time to go home for dinner.
• A group leader can:
• shrink the size of the group to encourage its members get to know
each other and can interact with each other.
• increase the time the group spends together, and even increase the
status of the group by making it seem difficult to gain entry to it.
• help the group come to agreement around its goals.
• reward the entire group when those goals are achieved, rather than
the individuals who made the biggest contributions to it.
• stimulate competition with other groups.
• isolate the group physically.
• All of these actions can build the all-important cohesiveness that
impacts productivity
 Challenges to Building Cohesive Teams

• When building your team, you may encounter some

obstacles. Here are some of the challenges that you might
face when trying to create a more cohesive team.
• Team Member Conflicts
• Team members and managers might not know how to
handle difficult conversations, instead avoiding them
whenever possible. This can end in conflicts. As the leader,
you must know how to resolve such conflicts effectively
with techniques that involve effective communication and
regular one-on-one meetings with everyone on the team.
• Lack of Trust
• If team members don’t trust each other, this can be a hurdle. It’s
especially true if they have trouble understanding or appreciating each
other’s differences. Ensuring that team members take the time to
learn about each other can help overcome this distrust and build
stronger relationships.
• Competition, Not Collaboration
• When an organization has scarce resources, team members may
compete for those resources rather than collaborate. This could be a
challenge, especially in smaller teams. To overcome this challenge, you
can teach your team members to advocate for their colleagues, which
encourages discussions and improves the bond among team
members.
• Toxic Team Members
• Not all team members will be able to adapt to more
collaborative, supportive methods. Some may resist
change and be unwilling to hear new ideas. Use
change management tactics like employee readiness
assessments; employee engagement, buy-in, and
participation measures; communication effectiveness;
employee feedback; and employee satisfaction survey
results to handle difficult team members. This will
help you cultivate a healthy bond among your team.