Autonomous Team organizational structures have been overlooked as a culture for continuous improvement. It is now being recognized as the "what's next." However there are fundamental requirements organizations must consider before beginning this people and business rewarding culture.
5. Defining the Team Life Cycle
08/09/2015
Forming
Defining
Characteristic:
q PseudoTeam
Emotions:
q Ambivalence
q Anxiety
Team Goals:
q Sense making
q Team structure
q Develop Norms
Facilitator’s Goals:
q Establish clear
objectives
q Establish Team
structure along with
NORMS
q Provide direction
and resources for
team to manage their
own team process
and solve their own
problems
Storming
Defining
Characteristic:
q Resistance
Emotions:
q Disillusionment
q Anger
q Conflict
Team Goals:
q Understanding
tasks
q Accomplishment
Facilitator’s Goals:
q TWI-JR
q Focus on purpose
and structure
q Continue moving
the team from
dependence on the
Facilitator to
interdependence with
each other
q Swift resolution of
conflict
q Set up small wins
Norming
Defining
Characteristic:
q Positive emotions
q Realistic
optimism
q Group cohesion
Emotions:
q Trust
q Team pride
q Humor
Team Goals:
q Goal focus
q Accomplishment
Facilitator’s Goals:
q Show faith in
team’s abilities
q Recognize
important milestones
q Reflect on their
performance
q Confront
inadequate
performance
Performing
Defining
Characteristic:
q Task focus
q Productivity
Emotions:
q High energy
q Team pride
q Confidence
Team Goals:
q Productivity
q Feedback on
efforts
Facilitator’s Goals:
q Stay out of the
team’s way
q Provide
resources
q Help manage
communication with
other groups/teams
q Help team
celebrate successes
Adjourning
Defining
Characteristic:
q Closure
q Transition
Emotions:
q Sadness
q Relief
q Confidence
Team Goals:
q Transfer
learning’s
Facilitator’s Goals:
q Help team get
closure
q Identify
accomplishments
q Provide
opportunity to reflect
on lessons learned
q Celebrate
6. Specific to Team Facilitator
• Forming - Direct the team, and establish clear objectives, both for the team as a whole and
for individual team members. Establish Team Structure and NORMS
• Storming - Establish processes and structures.
– Teach TWI-JR
– Build trust and good relationships between team members.
– Resolve conflicts, swiftly if they occur.
– Provide support, especially to those team members who are less secure.
– Remain positive and firm in the face of challenges to your leadership, or to the team's goal.
– Explain the "forming, storming, norming, and performing" idea, so that people understand why problems are
occurring, and so that they see that things will get better in the future.
– Coach team members in assertiveness and conflict resolution skills, where this is necessary.
– Use psychometric indicators such as Myers-Briggs and the Margerison-McCann Team Management Profile to help
people learn about different work styles and strengths.
• Norming - Step back and help team members take responsibility for progress towards the
goal. (This is a good time to arrange a team-building event.)
• Performing - Delegate tasks and projects as far as you can. Once the team is achieving well,
you should aim to have as light a touch as possible. You will now be able to start focusing on
other goals and areas of work.
• Adjourning - Take the time to celebrate the team's achievements – you may work with some
of your people again, and this will be much easier if people view past experiences positively.
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8. From Lean Teams USA
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• Lean Teams USA +1 215 353 0696
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