How to improve team effectiveness What team change looks like

1. Team change
• How to improve team effectiveness
• What team change looks like
Management of Change- Team Change 1
Nguyen Ngoc Minh Tri
Nguyen Duy Linh
Huynh Hanh Nguyen
Group
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2. Management of Change- Team Change 2

3. How to improve
team effectiveness
Management of Change- Team Change 3
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4. • Five elements that contribute to the level of a team’s effectiveness or
ineffectiveness over time
Management of Change- Team Change 4
Team mission
Clear roles
Operating
processes
Team inter-
personal
relationship
Inter-team
relations

5. • The most effective team
• have a strong sense of their purpose
• organize their work around that purpose
• plan and set goals in line with that purpose
Management of Change- Team Change 5
Team mission planning and goal
setting
“In every case, without exception, when an
effectively functioning team was identified, it was
described by the respondent as having a clear
understanding of its objective”
(Larson & LaFasto, 1989)

6. Team mission planning and goal
setting
• Setting Goal:
• the very act of goal setting was a prime
motivator for the team
• 16 % average improvement in effectiveness
for teams that use goal setting as an integral
part of team activities
• Examples: a marketing planning project team
should set a SMART Objectives/ goals
• Change happens: clear goals are
significantly more important when teams
are involved in change.
• Downside: the team sticks to the out – of –
date purpose or goal while the world has
moved on
Management of Change- Team Change 6

7. Team roles
• The best way for a team to achieve its goals is to be structured
logically around those goals
• Individual team members need to
• have clear roles and accountabilities
• understanding of both what their individual role and the roles and accountabilities of
other team members .
• Change happens - clarity around role has two useful functions
• provides a clear sense of purpose
• provides a supportive framework for task accomplishment
• Downside: situation becomes more fluid => the rigidity results in the task
falling down the gaps between roles
Management of Change- Team Change 7

8. Team operating processes
• Needs of having certain enabling
processes in place for team member
to carry out their work together
=> will allow the task to be achieved in
a way that is as efficient and as
effective as possible
• Typical areas of operating process:
Management of Change- Team Change 8
Operating
Process
Frequency,
timing,
agenda of
meeting
Problem
solving &
Decision
making
method
Ground
rules
Procedures
dealing
with
conflict
Reward
mechanism
Review
Process

9. Team operating processes
• Change happens
• Need for processes to have been discussed and agreed at an earlier stage
• Team operating processes acts like a lubricant, enabling healthy team functioning to
continue
Example of the operating process in some areas:
Management of Change- Team Change 9

10. Management of Change- Team Change 10

11. Team interpersonal
relationships
• Communicate together-> Understanding among team
• Trust and help every teams member to be better
• Person to person (team)
Management of Change- Team Change 11

12. Inter- team relations
• Working across boundaries (We are team not group)
• Team to team, organization to organization
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13. Example of Effective team
• Diamond couple: http://www.viethome.co.uk/tin-tuc/tin-tuc-o-anh/30241-
dam-cuoi-kim-cuong-gay-xuc-dong-cua-cap-vo-chong-gia-nguoi-anh
• Team mission, planning and goal setting
• Team roles
• Team operating processes
• Team interpersonal relationship
• Inter- team relations
Management of Change- Team Change 13

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15. What team change looks like
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All teams go through a change process when:
• They first formed
• A new member arriving
• A key member leaving
• A change of scope
• Increased pressure from outside
• Change in organizational climate
Tuckman’s
Model of
Team
change
Any team will undergo distinct stages of
development as it works or struggles toward
effective team functioning.

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18. Management of Change- Team Change 18

19. Forming
• What is our primary purpose?
• How do we structure ourselves as a team to achieve our purpose?
• What roles do we each have?
• Who is the leader?
• How will we work together?
• How will we relate together?
• What are the boundaries of the team?
• Most important: Why do we exist on Earth?
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20. Storming
• Have a storm inside a team.
• Why?
• The storming phase – if successfully traversed will achieve clarity
around all the fundamental questions of the first phase, and enable
common understanding of purpose and roles to be achieved
• Remember
It is a natural part of the process.
 It is a healthy part of the process.
It is an important part of the process
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21. Norming
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• Settling down of team dynamic and stepping into team norms and
agreed ways of working
• As further challenges develop, or as individuals growth further into
their roles, then further scrutiny of the fundamental questions may
happen.
• Tuckman suggested that this settling process can be straightforward
and sequential.
• In fact, there are team that permanently move back and forth
between the norming and storming stages.

22. Performing
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• The team has developed a capacity to change and
develop, and has learnt how to learn.
• The team is now ready and enable to focus primarily
on its task while attending to individual and team
maintenance needs.

23. Adjourning
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This stage represent the period when the team’s task has been
completed and team member disperse.
• Mourning: highlighting the emotional component
• Transforming: as team members develop other ways of working

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Thanks for your listening!