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2.6 - Coggle Diagram

- - - - Same task
        
        Super market cashier
      - Different Task
        
        Manufacturing line workers
      - Specialist
        
        Operating room in a hospital
    - - Specialist
        
        Project team
      - Same task
        
        Gymnastic Team
  - - - e.g. senior management
    - - e.g. Construction management
- - - - Forming
      - Norming
      - Performing
      - Adjouring
      - Storming
    - - Create better ways of working
      - Encourages people to work
      - Benefits both individuals and organisations
        
        Benefits for Individuals
        
        more meaningful work, a sharing of responsibility, and the ups and downs of the challenges that are faced
        
        Teamwork can give individuals the opportunity to learn from others and to increase their skills by working alongside others
        
        Can fulfill the sense of belonging, allowing individuals to feel part of a group
        
        Teamwork can offer increased motivation for individuals, providing emotional and psychological support
        
        Benefits for Organizations
        
        e better quality decision-making and problem-solving by drawing on a wide array of skills, transferable skills and technical expertise
        
        can mean reducing the organisation’s dependency on particular individuals
        
        A team takes responsibility for the whole task or process
  - - - Teams needs enabling structures. Tasks and structure must be clear
      - Teams need supportive organisation. Reward system, HR system and information system must facilitate teamwork
      - Teams need a captivating direction. Team members must know what they are expected to do and be convinced to to do it
      - Teams need expert coaching to work as a team not as individuals.
      - Teams must be real. People must know who is on the team, and who is not
- - - - Rubin, Plovnick, and Fry's GRPI Model
        
        Roles
        
        Well-defined responsibilities and acceptance of a leader
        
        Procedures
        
        Clear decision-making processes as well as work procedures
        
        Goals
        
        Well-defined objectives and desired results, plus clearly communicated priorities and expectations
        
        Interpersonal Relationships
        
        Good communication, trust, and flexibility
      - The Katzenbach and Smith Model
        
        Large deliverables:
        
        Performance results
        
        Personal Growth
        
        Collective work products
        
        Necessary components to achieve deliverables:
        
        Skills
        
        Accountability
        
        Commitment
      - The T7 Model
        
        External Factors
        
        Team leader fit
        
        Team support from the organization
        
        Internal Factors
        
        Thrust: A common objective or goal
        
        Trust: The knowledge that your team has your back
        
        Talent: Skills to do the job
        
        Teaming skills: The ability to function as a team
        
        Task skills: The ability to execute tasks
      - The LaFasto and Larson Model
        Five Dynamics of Teamwork and Collaboration
        
        Team problem-solving
        
        Team leadership
        
        Team relationships
        
        Organization environment
        
        Team Members
      - The Hackman Model
        
        Having an enabling structure that allows for teamwork
        
        Having a supportive context within the organization that allows the team to work efficiently
        
        Having a compelling direction that everyone works toward
        
        Having expert coaching and guidance available to the team
        
        Being a real team as opposed to a nominal team
      - The Lencioni Model
        To know your team's dysfunction is to understand how to cure it
        
        A lack of commitment
        
        Avoidance of accountability
        
        A fear of conflict
        
        Inattention to results
        
        An absence of trust
- - - - Sober, strategic and discerning. Seeks all opinions, judges accurately.
      - Allowable weaknesses, lacks drive and ability to inspire others
        overly critical.
    - - Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction, calms nerves.
      - Allowable weaknesses, indecisive in crunch situations
        can be easily influenced.
    - - Challenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles.
      - Allowable weaknesses, can provoke others
        hurts people’s feelings.
    - - Disciplined, reliable, conservative and efficient. Turns ideas into practical actions.
      - Allowable weaknesses, somewhat inflexible
        slow to respond to new possibilities.
    - - Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well.
      - Allowable weaknesses, can be seen as manipulative
        delegates personal work.
    - - Painstaking, conscientious, anxious. Searches out errors and omissions, delivers on time.
      - Alowable weaknesses,
        
        inclined to worry unduly
        
        reluctant to delegate
        
        can be obsessive about small details.
    - - Extravert, enthusiastic, communicative. Explores opportunities.
      - Allowable weaknesses, over-optimistic
        loses interest once initial enthusiasm has passed.
    - - Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.
      - Allowable weaknesses, contributes on only a narrow front
        dwells on technicalities, overlooks the big picture.
    - - Creative, unorthodox, imaginative. Solves difficult problems.
      - Allowable weaknesses, ignores details
        too preoccupied to communicate effectively.