What are Tuckman’s 5 stages of team formation?
Forming
Storming
Norming
Performing
Adjourning.
1) What happens in the ‘Forming’ stage?
- Where team members first meet
most are positive + polite - No clear delegations/responsibilities
- potential emergence of leadership
- Can last for a while as colleagues get comfortable with each other.
- the discovery of boundaries
- attempt to establish rapport
2) What happens in the ‘storming’ stage?
- Stage where many teams fail
discovery of boundaries - conflict/defensiveness/rivalry
- People start to push against boundaries established in the ‘Forming’ stage
- members question authority of leader
- members question worth of team’s goal.
3) What happens in the ‘Norming’ stage?
- People start to resolve differences
- Team members know each other
- may socialise
- ask for + give constructive feedback
- More progress towards goal
-Can alternate between storming and norming for a long time. - freedom of communication
- norms generated
4) What happens in the ‘Performing’ stage?
- Hard work leads to achievement of goal
- No friction
- Leader can easily delegate roles
- If a team member leaves/joins, the team can still work effectively
- group support
- mutual acceptance
- strong but flexible norms
- facilitates problem-solving
5) What happens in the ‘Adjourning’ stage?
- after the goal is achieved the team go their separate ways to form new teams or go onto something different
what are Belbin’s 3 divisions of team roles?
Action oriented:
People oriented:
Thought oriented:
what is meant by team performance
Team performance - outcomes of a team’s actions regardless of how the team may have accomplished the task
what is meant by team effectiveness
Team effectiveness - how the team performed and how they interacted to acheive the outcome/goal
define team
Team - two or more individuals with specified roles interacting adaptively and interdependently towards a common and valued goal
define teamwork
Teamwork - a set of integrated thoughts, actions and feelings of each team member that are needed to function as a team resulting in value-added outcomes
What are Salas’ 3 co-ordinating mechanisms?
Shared mental models
Close-loop communication
mutual trust
What is shared mental models?
An organising knowledge structure of the relationships among the task the team is engaged in and how the team members will interact.
What is mutual trust?
The shared belief that team members will perform their roles and protect the interests of their teammates.
What is closed-loop communication?
The exchange of information between a sender and a receiver irrespective of the medium.
According to Sals et al (2005), what is the ‘Big Five’ of teamwork?
Team leadership
Mutual performance monitoring
Backup behaviour
Adaptability
Team orientation
in salas 5 five, what comes under team leadership?
- define goals
- organising resources
- diagnosing issues
- managing independent individual
- establishes expectations
in salas 5 five, what comes under mutual performance monitoring?
- keep track of team members’ work whilst attending to their own
- check things are running smoothly and procedures are followed
- makes members aware of their performance
in salas 5 five, what comes under back up behaviour?
-provides feedback i.e coaching
- the assistance of overload member
- redistribution of workload
in salas 5 five, what comes under adaptability?
- amendment/adjustments of actions due to deviations from the expected plan and unanticipated challenges
- essential for teams engaged in innovation or teams after experiencing set backs
- ensure adaptation is focused and not random, it is driven by goals
explain Belbin’s action orientated team roles
Action oriented:
shaper - driven, focused, challenges team to improve. Can be insensitive
implementer - practical, reliable, puts ideas into action and is organised. Can be inflexible
completer finisher - high standards, ensures thorough timely completion, polishes the work. usually perfectionist
explain Belbin’s people orientated team roles
People oriented:
co-ordinator - acts as a chairperson, delegates work, identifies talent and clarifies goals. May leave themselves minimal work load
team worker - facilitates team cohesion, identifies what needs to be done for the team, encourages cooperation. Can be indecisive
resource investigator - explores outside opportunities, brings ideas back to the team, enthusiastic, may be over optimistic
explain Belbin’s thought orientated team roles
Thought oriented:
plant - highly creative, imaginable, present new ideas and approaches, may be forgetful/absent minded
monitor-evaluator - logical, impartial, strategic, analyses the options. May be over critical
specialist - in-depth knowledge, provides specialised skills, may give information overload
3 coordinating mechanisms of teamwork (from big 5 )
mutual trust
shared mental models
closed loop communication
