Teamwork Flashcards
Who does the ‘Group formation theory’ belong to?
Tuckman (1977)
stages of group formation
- Forming
- Storming
- Norming
- Performing
Forming Stage
This stage involves getting to know each other
Trust is low
There is minimum achievement
Behaviour is driven by the desire to be accepted by others
individuals gather information and impressions of each other
Storming stage
in this stage people tend to explore relationships
there is enough trust in the group for people to disagree with
people who have taken on responsibility/leadership are challenged
different ideas compete for consideration
it can be uncomfortable for those who don’t like conflict tensions between individuals within groups
Norming stage
In this stage, the group establishes its own structure and rules
this leads to group cohesion
the group also becomes clearer about what it purpose
decisions are made about how to work together
Performing stage
In this stage, the group becomes productive
This can lead to achievement, if the group’s aims and objectives are realistic and remain focused
Mourning/Grieving stage
This stage occurs when the task is completed and the group is no longer needed
severity of this ‘mourning’ will vary between individuals according to the importance each individual places in the group
why do some teams succeed and others fail?
this may be down to the traits of the individuals within the group
some tasks may be too difficult to achieve in the time frame.
personalities within the team may be too similar
too many members can confuse the task
‘jokers’ in the group can be destructive, due to their behaviour being distracting
some members may shut down and stop being productive
The perfect team theory was by…..
Belbin (1981)
perfect group theory group size
an appropriate group size 5-12 members.
Belbin’s Team Roles
co-ordinator shaper plant monitor evaluator implementer resource investigator Team worker completer finisher
Action orientated roles
shaper, implementer. completer finisher
people orientated roles
co-ordinator, team-worker, resource investigator
cerebral roles
plant, monitor evaluator, shaper
co-ordinator role
stable and dominant social leader focuses on individual's points confident and delegates decisive and clarifies group objectives however they are not creative and can be manipulative
Shaper role
Dominant and extroverted
task leader
thrives on pressure
can be anxious and provocative
can hurt peoples feelings
Plant role
Dominant and introverted
Creative, imaginative and unorthodox
the source of original ideas, suggestions and proposals
however they ignore incidentals
can be preoccupied with communicating effectively
Monitor evaluator role
stable and introvert
Judges accurately
discerning
stops team from committing itself to a misguided task
critical and slowly moving
lacks drive and ability to inspire others
implementer role
stable and controlled
efficient and disciplined
theory into practice
turns decisions and strategies into defined and manageable tasks
inflexible
slow to respond to new ideas
resource investigator role
stable and extroverted
dominant and communicative
resourceful
goes outside the team to bring in ideas, information and developments
over-optimistic
loses interest quickly
team worker
stable and extroverted
low in dominance
sensitive to the needs of others
listens, builds and averts friction
indecisive
completer finisher role
introverted
extremely conscientious
searches out errors
anxious
fussy (often obsessive too)
reluctant to delegate
specialist role
not always required for an efficient group
dominant, High IQ
single minded and seeker of knowledge
contributes to a narrow front
advantages of teamwork
problems are exposed to a greater diversity of knowledge, skills and experience
the approach can boost morale through participative decision making
important opportunities that cross functional boundaries can be easily addressed.
teamwork can make solving tasks more efficient
