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.

1.  Robert Baird
President
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Autonomous Team
Requirements
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2. Fundamentals
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3. Transformational Leadership
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4. Team Life Cycle
Forming
Storming
Norming
Performing
Adjourning
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Bruce Tuckman Model

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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7. Training and Development
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8. From Lean Teams USA
Contact Us
• Lean Teams USA Lean Consulting
• View My Profile on LinkedIn
• Lean Teams USA +1 215 353 0696
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