Working in Teams

1. Working in Teams Prof. Z. Lewis

2. Working in TeamsBruce Tuckman • Bruce Tuckman introduced a model of how teams work together. He determined that there are four stages to teamwork, and that team members move back and forth among the stages as the project evolves. • The four stages to working in teams, as determined by Tuckman, are: Forming, storming, norming, and performing.

3. Forming • When teams are first created, the members are often excited and optimistic. Sometimes they are anxious, especially if they don’t know the team members and the expectations of each other or the one who created the team. • During the forming stage, members should spend time getting to know each other. This should generally begin with introductions, and perhaps a statement as to each member’s comfort level or strengths.

4. Storming • The second stage of teamwork is the storming stage. During this stage, members: • May be resentful of others • May think they are doing more than there share • May resist suggestions from others • May want to alienate themselves from the team

5. Conflicts • It is usually during the storming stage that conflicts occur. • Conflicts are a normal part of the teaming process. Conflict can be a good thing; it helps members become more creative. • Determine at the beginning of your forming process how you will handle conflict. • Please Note: Asking the instructor to resolve the conflict is not an option.

6. Norming • Norming is the stage where team roles are decided. • Team unity begins to develop. • Team members accept the roles they will play. • Criticism, if any, is constructive. • Revisions to the project plan are discussed (Note: We haven’t done this yet)

7. Performing • At the performing stage, members are comfortable with the project to which they have been assigned, and begin to acknowledge the strengths and weaknesses of others. • Team members begin to look for ways to improve the quality of their work. • Team members look at their progress, and discuss whether the objectives of the project are being met (feedback loop)

8. PACSAs Developed by Meredith Belbin • Belbin determined that the roles team members play fall into three categories: People-oriented roles; action oriented roles, and cerebral roles. I like to refer to them as PACS, because it’s easier for me to remember the roles this way. • http://youtu.be/OLIAPLOeF5c

9. People-Oriented Roles • Coordinator • Resource Investigator • Team Worker

10. Action-Oriented Roles • Shaper • Implementer • Completer/Finisher

11. Cerebral Roles • Monitor/evaluator • Plant • Specialist

12. Total Quality ManagementW. Edwards Deming • W. Edwards Deming is a theorist who developed many of the principles behind Total Quality Management and Continuous Quality Improvement. • Not only are these principles used in technical communication, you will often find some version of these principles being implemented in corporations. • One such Continuous Quality Improvement tool we use here on campus is the Student Evaluation Form.

13. Deming, Cont’d. • Deming believed that evaluating the PROCESS of a project, is just as important as evaluating the PRODUCT, and that PEOPLE’s performance should be evaluated as well. • One of the ways to improve quality on a team is to develop a quality feedback loop, where members can evaluate each other, look for trends, and discuss ways to improve the process of completing the assigned product or deliverable.

14. Wrap-Up • During the semester, you will have an opportunity to work on a team, and will play several roles. • Many people don’t like working on teams; it takes them out of their comfort zone. Hopefully, after this semester is over, you will feel better about working on a team. It lessens the workload of all, and gives you a chance to learn a little bit more about a few of your classmates. Who knows, you may even forge new friendships!