Effective team & performance management

ii- Team Formation

Session themes
1.
2.
3.
4.

Group dynamics & formation

Group cohesion
Team development
Team maintenance underlying processes

Learning outcomes
This session is designed for you to:
Recognise, explore and reflect upon different
underlying and emerging processes and
influences which shape and affect the
outcomes and performance of your team
Personally relate your self to possible roles you
might perform within a team

A Model of Group Dynamics

Building on Tuckman: Robert Bales

Forming-(Storming-Norming-Performing) is a
cycle, not a pure linear model
See Bales, R. F. (1965) The equilibrium problem in small
groups in A. P. Hare, E. F. Borgatta and R. F. Bales (eds.) Small
Groups: Studies in social interaction, New York: Knopf.

Group Cohesion
The strength of the bonds linking the group members to the
group, the unity of the group, the feeling of attraction for specific
group members and the group itself, and the degree to which the
group members coordinate their efforts to achieve goals.
(Forsyth, 1999)
A dynamic process reflected in the tendency for a group to stick
together and remain united in the pursuit of its goals and
objectives (Carron, 1982)

Cohesion & Performance

Performance
Success

Cohesion

Relationship Between
Cohesiveness and Productivity

Causes of Team Cohesiveness

Member
Similarity
External
Challenges
Team
Success

Member
Interaction
Team
Cohesiveness

Somewhat
Difficult Entry

Team
Size

Group Cohesiveness

The Incremental Effects of Group Size on Relationships

Task oriented
roles
Initiator:
Contributors
Recommend new
solutions to group
problems.

Information
Seekers:

Relations
oriented roles
Harmonizers:

Self oriented
roles
Blockers:

Mediate group
conflicts

Act stubborn and

resistant to the
group.

Compromisers:

Recognition
seekers:

Shift own opinions to

Attempt to obtain the

necessary facts.

create group harmony.

Opinion Givers:

Encourages:

Dominators:

Share own opinions

with others

Praise & encourage

others

Assert authority by
manipulating the group

Energizers:

Expediters:

Avoiders:

Stimulate the group

into action whenever

Suggest ways the

group can operate
more smoothly.

Maintain distance,
isolate themselves from
fellow group members.

interested

Call attention to their

own achievements.

Socio-psychological
Sociological

Psychological
Individual Differences

Individual Role
Preferences

Role Differences

Who am I?

What do I wish to do?

What role do I have?

Jungian & other theories

Both psychological &

sociological theories

Measures of role
structure

Myers-Briggs Type
Indicator & other
measures

Margerison-McCann
Team Management
Profile

Belbin &
other theories

Forsyth chapter four - Formation

Moving From a Group to a team

Identify clear purpose and desirable outcome
Develop common vision & shared purpose
Understand consequence of poor team work
Clear understanding on expectations and accountabilities
Practice shared leadership
Agree on appropriate style

Group to team is a development process

Four different aspects of group structure

are :
Roles: various parts played by group members. The
Hats We Wear
Norms: rules & expectations within group. Group's
Unspoken Rules
Status: rank given to groups by others. prestige of
group membership
Cohesiveness: members sense of responsibility.
getting the team spirit

Norms
Norms are acceptable standards of behavior
within a group that are shared by the groups
members.
Norms are generallyon informal rules that
guide the behavior of group members.
Norms differ among groups, communities and
societies, but they all have them.

Types of norms
Prescriptive Norms: Expectations within group
regarding what is supposed to be done.
Proscriptive Norms: Expectations within group
regarding behaviors in which members are not
supposed to engage.

References
available elibrary journal/ databases or google scholar

Carron, Albert V. and Eys, Mark. A. (2001) Role Ambiguity, Task Cohesion and Task Self-Efficacy,
Small Group Research, Voil. 32, No. 3: 356 373.
Forsyth Donelson R. (2010) Group Dynamics, 5th edn. Belmont, CA, Wadswoth Cengage.
Vicki Illingworth and Peter Hartley (2006) Group Development Theory. Unpublished paper available
google scholar download
Hackman, J. Richard and Wageman, Ruth (2005) A Theory of Team Coaching, Academy of
Management Review, Vol. 30, No. 2: 269 - 287.
Kelly, Janice R. and Barsade, Sigal R. (2001) Mood and Emotion in Small Group and Work Teams,
Organizational Behaviour and Human Decision Processes, Vol. 86, No. 1: 99- 130.
Murray, Peter and Blackman, Deborah (2006) New Dimensions in Team Learning: A Social
Constructionist Approach, paper presented at the OLKC Conference, University of Warwick, 20th
22nd March, 2006. Available google scholar download
Toseland, Ronald W., Jones, Lani. V. and Gellis, Zvi. D. (2004) Group Dynamics, in Charles D. Garvin,
Lorraine. M. Guittierez, and Maeda J. Gullinsky (eds) Handbook of Social Work with Groups.
Guillford Publications Available google scholar download
Zacarro, Stephen J., Rittman, Andrea. L. and Marks, Michelle, A. (2001) Team Leadership, The
Leadership Quaterly, Vol. 12: 451- 483. Available google scholar download