UNIT 5b:Team Building

1. Team Building.
2. Tuckman Model of Team
Development.
 Team

• A Team is a small number of people

with complementary skills who are
committed to a common purpose,
performance goals, and approach for
which they hold themselves mutually
accountable.
 Team
1. When individuals with similar interest,
attitude, and taste come together to work for
a common objective, a team is formed.
2. Every individual contributes equally and
performs his level best to meet the team
targets and achieve the organization’s goal.
3. Team members strive hard to live up to the
expectations of others and successfully
accomplish the assigned task.
 Team
4. A team cannot do well unless and until each
and every member is focused to achieve the
objective.
5. For every team member, his team must come
first and everything else later. Personal interests
must take a backseat, eg cricket team.
6. Every individual must feel motivated to
perform his level best.
7. Individuals must take the initiative on their
own. They should come forward and accept the
challenge.
 Characteristics of a Team
1. Common purpose
2. Specific Performance Goals
3. Optimum Size
4. Complementary Skills
5. Common Approach
6. Mutual Accountability
 Why Teams are Important

 To break individualism feeling

 To perform complex tasks easily

 To foster synergy for effectiveness and efficiency

 To satisfy individual needs and organizational

needs of its members

 Team building should be a way of life in satisfying

the customers
1. Team Building
 Team Building
• Team Building uses high interaction groups -
 To increase trust and openness among team
members,
 To improve coordinative effort, and
 To increase team performance.
Example. Intragroup meaning organizational
families (command groups), committees,
project teams, self managed teams, and task
groups.
 Team Building
• Team Building typically includes:
• Goal setting,
• Development of Interpersonal Relations among
team members,
• Role Analysis to clarify each member’s role, and
responsibilities, and
• Team process analysis.
• It may emphasize or exclude certain activities, eg
Armed Forces (no political discussion)
 Benefits of Team building
 High quality
 Superior customer service
 Flexible response
 Continuous learning
 Quick response
 Flexibility to problems
 Innovations
2. Tuckman Model of Team Development.
 Tuckman Model of Team Development

• Bruce Wayne Tuckman (November 24, 1938 – March 13,

2016) was an American Psychological Researcher who
carried out his research into the theory of group
dynamics.
• In 1965, he published a theory known as "Tuckman's
stages of group development".
• According to this theory, there are four phases of group
development: Forming, Storming, Norming, Performing.
• In 1977, Tuckman, jointly with Mary Ann Jensen, added a
fifth stage to the 4 stages: "Adjourning."
 Tuckman’s Five-Stage Theory
of Team Development

Performing
Adjourning
Norming

Storming Return to
Independence
Forming
Dependence/
interdependence

Independence

Gholipour A. 2006. Organizational Behavior. University of Tehran

 THE FIVE STAGE MODEL

Prestage I Stage I Stage II

Forming Storming

Stage III
Stage IV Stage V
Norming
Performing Adjourning

Stages of Team Development by Tuckman

 Tuckman’s Model of Team Development.

• Forming
• Forming describes the initial development of the
group where the group is brand new and the
members have had very little prior interaction
with each other as a functioning team.
• The group may set official or unofficial ground
rules dictating boundaries for the group members.
• The group members may initially be nice and
cordial with each other.
• Storming
• In the second stage, the group may become a little
less friendly with each other.
• Interpersonal issues may arise as some group
members wanted more control and others wanted
to work on different tasks within the project.
• Some members may even become openly hostile if
left uncontrolled.
• This is a phase about resisting the formation of the
group and the structure that is beginning to
develop.
• Norming
• In Norming, the group begins to show signs of
unity.
• The structural resistance has begun to wane as
the group members become more comfortable
with each other.
• Conflicts may have been settled and/or
compromise may have been reached.
• The group members are figuring out how to
work with each other; the group is normalizing.
• Performing
• The conflict should still exist, but it should be
healthier and more productive in the
Performing stage of group development.
• The team’s productivity should be increasing
and perhaps friendships in the group are being
formed.
• The team roles become more fluid as the
group members work more cohesively as a
single unit.
• Adjourning
• The Adjourning phase is the final stage of team
development.
• The team is wrapping things up and members are
being recognized for their contribution to the
group.
• For a high performing team, the end of a project
brings on feelings of sadness as the team members
have effectively become as one and now are going
their separate ways
 What Makes an Effective Team
• Clear Objectives and agreed goals
• Openness
• Support and Trust
• Cooperation
• Sound procedure for decision making
• Appropriate Leadership
• Sound inter-group relations
 How to Improve Team’s Performance
• Make the team’s task urgent
• Select teams members based on their skills
• Make rules of behaviour clear
• Recognise intermediate performance goals
• Regularly challenge the teams with new facts
• Meet regularly
• Acknowledge and reinforce contributions