Teams(IBE) Flashcards
Prelim
Describe the conflicts that could arise during Tuckman’s storming stage of group development
- unresolved issues from the past between members of the group may arise
- resistance to take on or accept roles/tasks allocated
- sub-groups may form which creates a clique culture
- where change conflicts with existing company culture staff may resist
- some members of the group have personalities that naturally clash
- members may struggle to agree/compromise (1 mark max)
- challenging authority as members of the group raise concerns over who has
been chosen to lead the group - negative behaviours and attitudes from team members where some members
of the group may not wish to be a member and act up
o some members may have a negative opinion of group work and refuse to
participate and interact - members of the group may feel that there are not enough resources for
example finance limitations or not enough staff to complete the task
Explore the measures managers could take to ensure that teams reach Tuckman’s performing stage of group development effectively
- individual job descriptions can be made - so each member knows their role
o specific outcomes and targets can be set for each member - hold group meeting - to allow issues to be raised, aired and resolved
- request external counselling - to deal with specific conflict issues between
members - hold a social event – to build better cohesion in the group
- identify loyal sub-team leaders – who will help lead smaller groups within
the main group and ensure group cohesion towards the main objective - lead by example – the leader must demonstrate through their actions and
behaviours what cultural norms will be accepted in the group - create reporting structures and a chain of command – so everyone in the
group knows who they report to and can ask for help if they have any
problems - hold meetings with each individual member of the group – this will allow
issues to be discussed and conflicts resolved - remove members from the group - who are unwilling to accept the outcome
of the norming stage
Describe Belbin’s team roles
- specialist – brings in-depth knowledge of the key area to the team
- co-ordinator – needed to focus on the team’s objectives, draw out team
members and delegate work appropriately - plant – tends to be highly creative and good at solving problems in
unconventional ways - implementer – needed to plan a workable strategy and carry it out
- team worker/supporter – helps the team to gel using their versatility to
identify work required and complete it on behalf of the team - completer/finisher – most effective at the end of the task as they ensure
quality by spotting errors - resource investigator – uses their inquisitive nature to find ideas to bring back
to the team - shaper – provides the necessary drive to ensure that the team keeps moving
and does not lose focus or momentum
o this person should be suitable for a leadership role - monitor-evaluator – provides a logical eye making impartial judgements where
required
Other than team roles, explore the characteristics of an effective team
- nature of the task – the type of task to be carried out by the group should
determine the type of group that is formed - clarity of the task – if tasks are clear and unambiguous a group can operate in
a more structured way - shared purpose – each team member must understand clearly the team’s work
and the role of each individual - communication between team members – poor communication would lead to
mistakes and delays - sense of belonging – members need to know why the team has been formed
and that they have a role within the team
team size - if a team is too large this can make interaction more difficult and
create changes in the decision-making process
o the more members, the more complex a communication process is needed
o however, a broader range of experience can be brought to the table
o team too small may limit the skills needed to perform efficiently - trust – team members must build up trust among themselves and accept each
other’s strengths and weaknesses
o this creates an atmosphere where members feel able to take bolder
decisions
o large groups are often unsuitable for problem-solving as it is difficult to
encourage discussion, creativity and even involvement across many members
Discuss the use of Belbin’s team roles in improving the effectiveness of a group
Implementer – eager to get results and focused on action.
Turns decisions and strategies into defined and manageable tasks, sorting out
objectives and pursuing them logically.
o May be inflexible and difficult to manage which can hinder the team’s
progress.
Co-ordinator – the social leader of the group who ensures individuals contribute.
Ideal Chairperson as they can get others working towards a shared aim.
o Clarifies objectives, sets the agenda, establishes priorities and plans to ensure
tasks are on schedule.
Complete finisher – prioritises completion and concentrates on finishing the task.
Has high attention to detail which improves the quality of the job.
o Achieves high productivity as they maintain a permanent sense of urgency.
Resource investigator – strong communicator, networker, researcher who gathers
information useful to the team.
Can bring in new ideas to gain a competitive edge.
o Sources new opportunities/contracts which can bring in more business.
Team worker – a supportive, sociable, flexible, calming mediator in the team.
Operates against division and disruption which can reduce stress levels.
Plant – innovator of the group who contributes creative solutions and ideas.
Without ideas the group cannot come up with the best solution.
Shaper – a good leader in the team as they are a motivated and achievement-driven
member who compels others to move forward.
Highly competitive, ambitious and assertive who will challenge inertia, ineffectiveness
and complacency, reducing slacking/laziness.
o May make decisions, sometimes at the expense of others.
Monitor/evaluator – good assessor who contributes measured and dispassionate analysis.
Which stops the team committing itself to misguided tasks.
Specialist – technical expert.
Who provides essential knowledge.
With reference to tuckman , describe the stages of group development
Forming - the team first comes together; the purpose/task is set
o Driven by the leader
o Vocal members may dominate
Storming - power struggles arise; conflict between team members can occur
o Factions and sub-groups may form
o Requires a strong leader to manage disputes
Norming - disputes settled; roles are confirmed; tasks are distributed appropriately
o Members begin to listen
o Norms (work methods/culture) begin to form
Performing – the team is working well together
o Members are more supportive to one another
o Increase in empowerment
o Operating on a high level of trust
Adjourning – the purpose/task is complete and the group disbands
Mourning – the team reforms for a new purpose (or members leave) and the team may return to the
storming stage
