As a supervisor, you need to know how to manage and motivate your team effectively. One way to do that is to understand the dynamics of how your team members interact, communicate, and collaborate with each other. In this article, you will learn about some models and theories that can help you understand team dynamics and apply them to your supervisory practice.
One of the most widely used models of team dynamics is Tuckman's stages of group development, which describes how teams evolve over time. According to Tuckman, teams go through four or five stages: forming, storming, norming, performing, and adjourning. In each stage, teams face different challenges and opportunities for growth. As a supervisor, you can use this model to identify what stage your team is in and provide appropriate guidance and support.
Imagine a student camping trip. Forming: Unpacking tents, introducing yourselves, feeling out the dynamic. It's about getting comfortable, figuring out who's bringing what, and setting up basic camp rules. Storming: The fire won't light, someone forgot the marshmallows, and it starts raining! Disagreements break out, Roles and responsibilities need to be clarified. Norming: The rain calms, the fire finally roars, and everyone pitches in to put up the tarp. You agree on meal schedules, fire-wood duties, and things start running smoothly. Performing: You're exploring hidden waterfalls, cooking delicious meals under the stars, and sharing stories around the campfire. The "performing" stage is where your team gels.
Another useful model of team dynamics is Belbin's team roles, which identifies nine roles that team members can play based on their strengths and preferences. These roles are: plant, resource investigator, coordinator, shaper, monitor evaluator, team worker, implementer, completer finisher, and specialist. Each role has a positive contribution and a potential weakness. As a supervisor, you can use this model to assess the balance and diversity of your team and assign tasks and responsibilities accordingly.
Desde mi experiencia he trabajado con el Rol de Belbin, es de gran utilidad porque identificas y utilizas de forma asertiva la persona con el rol apropiado para la actividad por desarrollar así todos los miembros pasan a ser líder de un trabajo moviéndonos de posición para tener visión holística como equipo multifuncional que conoce sus fortalezas y oportunidades de mejorar.
A third model of team dynamics is Lencioni's five dysfunctions of a team, which outlines the common pitfalls that prevent teams from achieving their goals. These dysfunctions are: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Each dysfunction builds on the previous one and creates a vicious cycle of dysfunction. As a supervisor, you can use this model to diagnose and address the root causes of your team's problems and foster a culture of trust, candor, alignment, accountability, and results.
If this makes any sense, I ruled the the kindest Iron fist, possible. Facial expression is so important in my theory. But the results are incredibly Fantastic. I have never had anyone,that didn't want to work with me. Not for me.
A fourth model of team dynamics is Hackman's conditions for team effectiveness, which proposes three essential conditions that enable teams to perform well. These conditions are: a compelling direction, a strong structure, and a supportive context. A compelling direction refers to a clear and meaningful purpose and goals for the team. A strong structure refers to a well-designed team composition, task design, and norms of conduct. A supportive context refers to a conducive organizational environment, adequate resources, and constructive feedback. As a supervisor, you can use this model to create and maintain the optimal conditions for your team's success.
A fifth model of team dynamics is Bruce's four levels of cultural diversity, which recognizes the impact of culture on how teams work together. According to Bruce, culture can be understood at four levels: national, regional, organizational, and personal. Each level influences the values, beliefs, assumptions, behaviors, and expectations of team members. As a supervisor, you can use this model to appreciate and leverage the diversity of your team and avoid misunderstandings and conflicts.
Myers-Briggs Type Indicator (MBTI): This personality assessment tool provides insights into individuals' psychological preferences and can be used to understand team dynamics by identifying different personality types within the team and how they may interact with each other. Situational Leadership Theory: Developed by Paul Hersey and Ken Blanchard, this model suggests that effective leaders are those who can adapt their leadership style based on the readiness or maturity of their followers. GRPI Model:The GRPI model (Goals, Roles, Processes, and Interpersonal Relationships) is a framework that helps in analyzing and understanding the key components of effective team performance.