Looking to launch, diagnose
or improve your team?
Improving group and team dynamics
How to launch your new team or improve the performance of your current team
Let's take a closer look at the process
8 components focusing on practical and authentic team building and team dynamics
What is the situation?
Teams do not operate in a vacuum. The first step in building high-performing teams is gaining agreement on the team context. Members of your team will have different assumptions about their customers, suppliers or competitors. These differences can destroy morale and undermine efficiency and effectiveness
Gaining agreement on team context makes it easier to determine the team's purpose and goals and to align team member's efforts.
What do we need to accomplish?
Teams that lack clear goals are like rockets with maximum thrust and no direction - their members go off in all directions with no common purpose. Leaders who help their teams identify key goals, adopt metrics and benchmarks and regularly review progress have teams that operate as higher levels than those with unclear goals.
Who is on board this train?
The model we use proposes that teams needs the right number of people with the right skills to accomplish their goals. If the goals change, so do the skills needed by the team members.
What are the rules?
What are the unwritten rules the team members follow at work. The key question for leaders is whether their teams current set of norms help or hinder team success. If it is the latter, then leaders can work with their teams to identify the norms currently in place and set new ones.
How do you drive engagement and commitment?
When teams have high levels of commitment, all team members play hard, observe team norms and contribute to team success. When teams have mixed engagement, some members carry the load and other go along for the ride.
What resources are needed?
All teams have material needs. For example, funding, office space, hardware, software, systems etc. Team goals determine these requirements. Football teams and pharmaceutical R&D teams require different facilities and equipment. Nonetheless, research shows that many teams squander their precious resources.
Can't we all get along?
Leaders need to remember that polite teams tend to achieve polite results and that high performing teams have a fair amount of conflict. Unlike dysfunctional teams, high performing teams get their conflicts on the table, focus on the issues at hand (not on other team member's faults) and develop ways to resolve disagreements. Thus, conflict within a team is not always a bad thing.
Are we winning?
This is the outcome. People typically use the win-loss record to evaluate an athletics team's success but it is sometimes harder to assess a work team's success. The key to evaluating a team effectively is to compare its performance against team goals and the performance of similar teams.