An Effective teamwork entails understanding group dynamics in terms of both team situation and individual temperament. There are about 5 models often applied in workplaces that can help a team perform optimally and manage crises effectively. These models includes:
- The Tuckman Team Model
- The DISC Model
- GRIP Model
- Thomas-Kilmann Conflict Mode Model
- Lencioni Model
1. The Tuckman Team Model
It describes four stages that teams may progress through:
- forming:- It is a stage where team members is getting to know each other and are trying to make a good impression. At this stage, It is a good to create a set of shared expectations, guidelines, or a Team Charter. It is an orientation stage where preliminary boundaries and expectations on both interpersonal and professional level are established.
2. storming:- It is most often characterised by group conflict. It is often where the preliminary expectations and boundaries are challenged as individuals learn more about each other’s motivations. It is also the stage where team mates learn about each others’ strengths and weaknesses
3. norming:-It is where conflicts have been resolved and team mates have proved flexible, all is going well, each team member knows their role and works on their part of the project. Sometimes, people work independently in this stage, but check in with team mates frequently to make sure work flow is efficient and effective.
4. performing:- happens when teams have worked together well on several projects, have established a synergy, and have developed systems that that make projects go smoothly and efficiently. Less time is needed to form, storm and learn to norm; performing teams can move quickly and interdependently to tackling the task at hand.
2. DISC Model
Predicts behaviours based on four key personality traits originally described by Dr. William Moulton Marston in 1928. This personality traits includes:
- Dominance
- Inducement
- Submission
- Compliance
Dominance
Consists of people that are direct, decisive, ego-driven, problem-solver, and risk-taker; They likes new challenges and freedom from routine and are driven to overcome obstacles. People in this group are great organisers and time managers and who challenges status quo and innovative.
However they can be argumentative, disrespectful of authority, and overly ambitious hence always taking more workload than they can be able to handle. They can be blunt, stubborn, and aggressive.
Inducement
Also described as Inspiring or Influential personality. People with this traits are enthusiastic, persuasive, optimistic, trusting, impulsive, charismatic, and emotional.
Their strengths lies in that they are creative problem solver, great cheer-leader, negotiator and peace-maker who are really people person. However, they are more concerned with popularity than tangible results and lacks attention to detail
Submission
Also described as Steady and supportive people. They are usually described as reliable, predictable, friendly, good listener, team player, empathetic, easy-going, and altruistic.
They are usually dependable, loyal, respects authority, patience and has empathy. Their strengths lies at being good at conflict resolution and being willing to compromise. However, they are resistant to change, sensitive to criticism and has difficulty prioritising.
Compliance
Consists of people that have high standards, values precision and accuracy, analytical and systematic, even-tempered, realistic, and logical, methodical and have respect for authority.
They are great information gatherers or researchers. They are able to define situations precisely and accurately and offers realistic perspective. However, they can get bogged down in details, needs clear boundaries, procedures, and methods, difficulty accepting criticism and may avoid conflict or just “give in.” They may be overly timid.
3. GRIP Model
Originally developed by Richard Beckhard’s in 1972 and it outlines four interrelated components of highly effective teamwork. This components includes:
Goals
everyone must fully understand and be committed to the goals of the team, and of the organisation. Everyone’s goals must be aligned in order to establish trust, make progress, and achieve desired outcome.
Roles
all team members must know what part they play, what is expected, and how they are held accountable and responsible.
Interpersonal
quality communication and collaboration require and foster trust among team members; sensitivity and flexibility needed to deal with conflict and make progress.
Processes
defined system for how decisions are made, how the team solves problems and addresses conflict; defines work flow and procedures to be followed in completing the project.
4. Thomas-Kilmann Conflict Model
It is a model developed by Thomas and Kilmann’s that outlines approaches to handling of conflicts in a team. These approaches includes:
- Competing
- Accommodating
- Compromising
- Avoiding
- Collaborating
i. Competing
This is highly assertive, but uncooperative behavior characterized by the urge to “win at all costs,” dominate, and engage in power struggles. This can result in animosity, but can also spur teammates to compete constructively, which can lead to interesting innovations if well managed.
This approach is characterized by participants seeking to reach their own preferred outcomes at the expense of other individuals.
It can be useful when decisions need to be made quickly such as when there is an emergency but it’s continued usage is likely to create resentments in the wrong term.
ii. Accommodating
It highly cooperative but unassertive behavior. This may seem like a good way to avoid conflict, but it can also lead to self-silencing of good ideas in order to appease others, which may lead to feelings of resentment. A person using this approach will put aside their own goals in favor of the other person’s needs and is appropriate when one party realizes that the other party needs are more relevant than theirs or they realize they are in wrong. It can be considered a loss-win situation.
iii. Compromising
It is an approach where there is equal levels of cooperation and assertiveness at a moderate level. This approach is the most moderate in both scales, and while it might seem constructive, it can lead to dissatisfaction and mediocre progress or results. Sometimes compromise is necessary, but often, the best solution comes from a single inspirational source. It can be used to find timely solution when both parties have similar goals.
iv. Avoiding
It is being unassertive and uncooperative in dealing with conflict but simply avoids the problem and neglects the need for a solution.
However, when a feasible solution to a problem seems impossible, sometimes ignoring it and focusing on what is good can be the best way to just get through it.
Avoiding can be useful when the conflict is trivial or when confronting it will results to more harmful effects than the befits to the team.
Avoidance as a method of conflict resolution may lead to strained communication as team members may learn to avoid certain topics or individuals leading to poor information sharing and misunderstandings.
Those who avoid conflicts may be perceived as weak and unwilling to stand up for their rights, allowing dominant team members to exert control. Prolonged exposure to unmanaged conflicts can contribute to high levels of stress levels and burn out among team members.
iv. Collaborating
It is used where both sides creatively work towards a solution which meets the objectives and goals of all persons involved. It is usually considered a win-win situation. It is being highly assertive and cooperative which is the best way to find solutions that benefit the whole team and build respect.
5. Lencioni Model
Explained by Lencioni in 2005 and it describes 5 common problems teams experiences that impact their effectiveness. This problems includes:
i. Lack of trust
It is when team members do not trust each other, and are unlikely to take risks or ask for help. This means a low level of comfort that makes it difficult to communicate and perform effectively as a team
ii. Fear of conflict
This is where there is avoidance of conflict leading to an artificial peace at the expense of progress and innovation. Conflict is seen as undesirable phenomena and something to be avoided.There is a denial and ignorant of the fact that conflict is a normal part of team work and can be very productive if managed effectively.
iii. Lack of commitment:
team members do not commit to doing the work, do not follow through on decisions or tasks, do not meet deadlines, and let their teammates down, ultimately affecting the success of the whole project
v. Avoidance of accountability.
refers to the tendency of individuals to avoid responsibility for their own actions, tasks, or outcomes within the team context. This can be manifested through passing the buck, having excuses and justification, lack of followup, silence in face of challenges, resistance to challenges and erosion of trust
iv. Inattention to results:
It is when team members focus on their own personal goals instead of project goals and they lose sight of the expected results that actually measure the success of the project. Not focusing on the results during the process means that no one is planning how to improve those results.
Related topics
References
- S. McCahan, P. Anderson, M. Kortschot, P. E. Weiss, and K. A. Woodhouse, “Introduction to teamwork,” in Designing Engineers: An Introductory Text, Hoboken, NY: Wiley, 2015, p. 14.
- J. Swartz, S. Pigg, J. Larsen, J. Helo Gonzalez, R. De Haas, and E. Wagner, “Communication in the workplace: What can NC State students expect?” Report from the Professional Writing Program, North Carolina State University, 2018.
