Team-Building
HRT 383
Thanks to:
Ken Blanchard, Patricia Zigarmi, & Drea
Zigarmi, authors of Leadership and the One
Minute Manager
Ken Blanchard, Donald Carew, and Eunice
Parisi-Carew, authors of The One Minute
Manager Builds High Performing Teams
R. B. Lacoursiere, author of The Life Cycle of
Groups: Group Developmental Stage Theory
Thanks to:
Stephen P. Robbins, author of Organizational
Behavior: Concepts, Controversies, and
Applications
Tools for Teams: Building Effective Teams in the
Workplace, edited by Craig Swenson
Robert H. Woods and Judy Z. King, authors
of Quality Leadership and Management in the
Hospitality Industry
Gary Yukl, author of Leadership in
Organizations
Individual Development
Competence
Knowledge
 Skill

Commitment
Confidence
 Motivation

Individual Development Stages
D4
D3
High
D2
D1
Commitment
Competence
Low
From "Leadership and The One Minute Manager"
Coaching Choices
Directive Behavior
“Autocratic”
Supportive Behavior
“Democratic”
Coaching Stages
Directing
Structure, organize, teach & supervise
Coaching
Direct and support
Supporting
Praise, listen & facilitate
Delegating
Turn over responsibility for decision-making
Situational Leadership II
The Four Leadership Styles
(High)
S3

Supporting Coaching
SupportiveBehavior

(Low)
S2
S4
Delegating

Directive
S1
Directing
Behavior
 (High)
High
Moderate
Low
D4
D3
D2
D1
Developed
Developing
Development Level of Followers
From "Leadership and The One Minute Manager"
Group Development
Orientation



Called “Forming” in Robbin’s model
Uncertainty about purpose, structure & leadership
Members are “testing the waters”
Dissatisfaction



Called “Storming” in Robbin’s model
Characterized by intragroup conflict
Members accept the existence of the team, but
individuals resist the constraints on their individual
style
Group Development
Resolution



Called “Norming” in Robbin’s model
Characterized by cohesiveness, identity, structure,
and a set of expectations
Members develop closer relationships
Productivity



Called “Performing” in Robbin’s model
Structure of the team is fully functioning
Members’ energy has moved from getting to know
phases to getting the work done
Group Development
Robbin’s model includes a final phase
called “Adjourning”
This would be characterized by a
temporary committee completing a task
or achieving results based upon a goal
Your team may go through these five
stages twice…
Group Developmental Stages
GDS4
Production
GDS3
Resolution
GDS2
Dissatisfaction
GDS1
Orientation
High
Morale (Commitment)
Productivity (Competence)
Low
From "One Minute Manager Builds High Performing Teams"
Adapted from "The Life Cycle of Groups: Group Development Stage Theory"
Situational Leadership II
The Four Leadership Styles
(High)
S3

S2
SupportiveBehavior
Supporting Coaching

S4
Delegating
(Low)

Directive
S1
Directing
Behavior
 (High)
High
Moderate
Low
G4
G3
G2
G1
Developed
Developing
Development Level of the Group
From "One Minute Manager Builds High Performing Teams"
Group Orientation / Forming
382 Instructor formed the initial teams
The Management Plan process was designed
to help you frame your purpose
Instructor(s) offered insight into structure, but
what your team did/does and how it got/gets
accomplished was/is your business
Round I in 382 & Round II in 383
Group Dissatisfaction / Storming
What did your team experience in Round I?
Where was your storm?





The team itself?
One individual?
Your management position?
Your week of management?
Formal vs. informal leadership?
In Round II (383), any “storms” are usually
weaker!
Group Resolution / Norming
Behavioral Norms
Team “Code of Conduct”
Examples:




Consensus
Communication
Commitment
Conduct
What did you learn
in 382?
Group Production / Performing
In 382, getting the management plan
done
Why not just jump right in?
Creating a guiding purpose
Team Philosophy
 Team Mission

Was your team fully
functioning?
Group Adjournment
Temporary break between quarters
383 – Round II
Forming
 Storming
 Norming
 Performing
 Adjourning

Types of Teams
Functional Operating Team
Cross-Functional Team
Self-Managing Team
Self-Defining Team
Top Executive Team
Types of Teams
Functional Operating Team



Formal Leader
Members with similar, but specialized functions
Example: Maintenance crew, SWAT team, sports
Cross-Functional Team



Usually has a formal leader
Members with different functions – various
stakeholders
Example: Team to begin HACCP or TQM program,
or to kick-off a new promotion
Types of Teams
Self-Managing Team
No formal leader - leadership may rotate
 Membership: similar functions
 External leader, in the same organization,
to direct, coach, support, and delegate
 382 is similar to this model

Types of Teams
Self-Defining Team
No formal leader - leadership may rotate
 Facilitator acts as leader – role rotates
 Membership: similar goals or business
purpose, but specialization of roles is
possible
 Examples: Moosewood Restaurant, 383

Top Executive Team
Common Characteristics
Functional
Operating
Cross
Functional
Self
Managing
Self
Defining
Top
Executive
Autonomymission
Low
Low-Mod
Low
High
High
Autonomyprocedure
Low-Mod
High
High
High
High
Authorityinternal
High
High
Low
Low
High
Duration
High
Low-Mod
High
Variable
High
Stability
High
Low-Mod
High
Variable
High
Functional
diversity
Low
High
Low
Variable
High
A fully functioning team can…
Work together successfully
Solve problems and reach decisions in
a way that incorporates individual input
Reach decisions through consensus
Can adapt to change
Achieve or exceed desired results