transforming groups to teams

8/12/2019 Transforming Groups to Teams

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Ownership. In a group, memberstend to focus on themselves

because they are not sufficientlyinvolved in planning the unit'sobjectives. They approach their jobsimply as a hired hand. "CastleBuilding" is common. In a team,members feel a sense of ownershipfor their jobs and unit, because

they are committed to values-based common goals that theyhelped establish.
http://www.1000ventures.com/info/values_rule_brief.htmlhttp://www.1000ventures.com/info/values_rule_brief.html


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Personal Development. In a

group, members receive goodtraining but are limited in applyingit to the job by the manager or

other group members. In a team,members are encouraged tocontinually develop skills and applywhat they learn on the job. Theyperceive they have the support ofthe team.


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Participative Decision Making.In a group, members may or may

not participate in decisions affectingthe team. Conformity oftenappears more important thanpositive results. Win/lose situationsare common. In a team, membersparticipate in decisions affecting theteam but understand their leader

must make a final ruling wheneverthe team cannot decide, or anemergency exists. Positive win/winresults are the goal at all times.
http://www.1000ventures.com/business_guide/crosscuttings/decision_making_main.htmlhttp://www.1000advices.com/guru/team_leader_model_rw.htmlhttp://www.1000advices.com/guru/team_leader_model_rw.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/decision_making_main.html


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Clear Leadership. In a group,members tend to work in an

unstructured environment withundetermined standards ofperformance. Leaders do not walkthe talkand tend to lead frombehind a desk. In a team,members work in a structuredenvironment, they know what

boundaries exist and who has finalauthority. The leadersets agreedhigh standards of performance andhe/she is respected via active,

willing participation.
http://www.1000ventures.com/business_guide/crosscuttings/leadership_by_example.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/leadership_by_example.htmlhttp://www.1000ventures.com/info/leadership_vs_management_brief.htmlhttp://www.1000ventures.com/info/leadership_vs_management_brief.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/leadership_by_example.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/leadership_by_example.html


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Stages of Team Building

STAGE I - TESTING (FORMING)CHARACTERISTICS Polite

Dependence on leader Guarding Watchful Impersonal

No conflicts Need for group identity is low Concern for structure, methods, etc. Hidden agendas stay hidden


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STAGE II - CONFUSION (STORMING)CHARACTERISTICS Cliques start to have influence

Conflicts occur People confronted Hidden Agendas being to be raised Struggle for leadership by cliques

Opting out Feeling stuck Own positions rationalised Lack of listening


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STAGE III - GETTING ORGANISED(NORMING)CHARACTERISTICS Procedures developed

Issues confronted More open exchange of ideas and views Cliques dissolved Leadership shared

More listening and co-operation Giving feedback Pre-conceived ideas are changed Creativity high


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Stages of Team BuildingSTAGE IV - MATURE CLOSENESS

(PERFORMING)CHARACTERISTICS Resourcefulness Creativity

Flexible Open Effective Close and supportive Settled independence High group morale Warmth/closeness of members Empathy High level of problem-solving behaviour


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Stage 5: Adjourning/Disintegrating

In the "adjourning" stage the project is

coming to an end and the team membersare moving off into different directions.This stage looks at the team from theperspective of the well-being of the team

rather than from the perspective ofmanaging a team through the original fourstages of team growth.


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transforming groups to teams

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