Team Management Models by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
This presentation is a collection of PowerPoint diagrams and
templates used to convey 26 different Team Management models
and frameworks.
Team Management
Models
Diagrams and Templates of Team Management
Models and Frameworks

© Operational Excellence Consulting. All rights reserved. 2
Contents
1. Mintzberg’s Management Roles Model
2. Butler & Waldroop’s Four Dimensions of Relational Work Model
3. Lencioni’s Five Dysfunctions of a Team
4. Birkinshaw’s Four Dimensions of Management Framework
5. Waldroop & Butler’s Six Problem Behaviors
6. The GRPI Model
7. Tuckman’s Model of Team Development Stages
8. Cog’s Ladder: A Model for Group Development
9. Belbin’s Team Roles Model
10. The JD-R Model
11. Margerison-McCann Team Management Profile
12. Blanchard & Thacker’s Training Needs Analysis Framework
13. The ADDIE Model
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Contents
14. The Conscious Competence Learning Model
15. Kirkpatrick’s Four-Level Training Evaluation Model
16. Heron’s Six Categories of Intervention
17. The Emotional Competence Framework
18. The Nine-Box Grid for Talent Management
19. The GROW Model
20. Gibb’s Reflective Cycle
21. Maslow’s Hierarchy of Needs
22. Hertzberg’s Motivators & Hygiene Factors
23. The Johari Window
24. Lewin’s Three-Stage Change Model
25. Kotter’s Eight Phases of Change
26. De Bono’s Six Thinking Hats

Mintzberg’s Management Roles Model defines ten essential roles or
behaviors that managers play in an organization
Mintzberg’s Management Roles Model
Source: Henry Mintzberg
Category Roles
Interpersonal
• Figurehead
• Leader
• Liaison
Informational
• Monitor
• Disseminator
• Spokesperson
Decisional
• Entrepreneur
• Disturbance Handler
• Resource Allocator
• Negotiator

The “Four Dimensions of Relational Work” can help you match team
members’ natural aptitudes and skills to specific tasks or projects
Butler & Waldroop’s Four Dimensions of Relational Work Model
Source: Timothy Butler & James Waldroop
Influence
Interpersonal
facilitation
Relational creativity
Team
leadership

Lencioni’s Five Dysfunctions of a Team
DESCRIPTION
 The pursuit of individual goals and personal status erodes the
focus on collective success.
 The need to avoid interpersonal discomfort prevents team
members from holding one another accountable.
 The lack of clarity or buy-in prevents team members from
making decisions they will stick to.
 The desire to preserve artificial harmony stifles the occurrence
of productive ideological conflict.
 The fear of being vulnerable with team members prevents the
building of trust within the team.
Inattention to
Results
Avoidance of
Accountability
Lack of
Commitment
Fear of Conflict
Absence of Trust
Source: Patrick Lencioni
Patrick Lencioni’s Model

The Four Dimensions of Management framework can be used to
develop a more effective management model that suits your strategy
and business practices
Birkinshaw’s Four Dimensions of Management Framework
Source: Julian Birkinshaw
Managing Across:
Activities
Managing Down:
Decisions
Managing
Objectives
Managing Individual
Motivation
Bureaucracy
Alignment
Hierarchy
Extrinsic
Emergence
Intrinsic
Obliquity
Collective
Wisdom
Traditional Alternative
Dimension Principles

The GRPI Model can clarify your team’s purpose, set priorities,
increase efficiency, and identify and prevent potential problems
The GRPI Model
Source: Richard Beckhard
Clear direction
Shared values
Sense of purpose
Defined responsibilities
Clear ‘rules’ for working together
Understanding of what each other does
Clear communication
Decision-making authority
Dispute management
Trust
Mutual support
Genuine friendliness
Goals
Roles
Interpersonal Relationships
Processes

Tuckman’s Model of Team Developmental Stages for Small Groups
Forming
 Team members
meet each other
 Team members
learn about the
task
 All team
members learn
what their roles
will be
Storming Norming Performing
 Team members
learn how to work
together
 Team members
learn about other
member’s abilities
 Leader focuses
the team
 Team starts to
work and act
together
 Roles evolve into
helping the team
succeed
 Team members
are more likely to
express opinions
 Team members
work hard toward
goal
 Members are
flexible and help
each other
 Leader’s role is
blurred –
everyone is
focused
Source: Adapted from Bruce W. Tuckman
Tuckman’s Model of Team Development Stages

The Cog’s Ladder profiles successful group work as a linear
progression with five identifiable stages
Cog’s Ladder
Source: George O. Charrier
Why We’re Here Stage
Co-operation Stage
Esprit Stage
Bid For Power Stage
Polite Stage
Getting acquainted, sharing information,
holding back, seeking approval, hidden
agendas, low conflict, etc.
Clarifying purposes, sharing values, forming
cliques, some risk-taking, questioning, etc.
Competition, win-lose arguments,
withdrawing, controlling, criticism, etc.
Listening, collaboration, shared leadership,
consensus, group identity, etc.
Creativity, trust, support, caring, openness,
respect, acceptance etc.

Belbin’s Team Roles Model identifies nine team roles that underlie
team success and can be used to develop its strengths and manage
its weaknesses
Belbin’s Team Roles Model
Source: Dr Meredith Belbin
Action Oriented Roles Shaper Challenges the team to improve
Implementer Puts ideas into action
Completer Finisher Ensures through, timely completion
People Oriented Roles Coordinator Acts as a chairperson
Team Worker Encourages cooperation
Resource Investigator Explores outside opportunities
Thought Oriented Roles Plant Presents new ideas and approaches
Monitor-Evaluator Analyzes the options
Specialist Provides specialized skills

The Job Demands-Resources (JD-R) Model can be used to analyze
and improve a team’s well-being and engagement
The JD-R Model
Source: Bakker and Demerouti
Low High
Demands
Resources
LowHigh
Low Strain
Average Motivation
High Strain
Low Motivation
Average Strain
High Motivation
Low Strain
High Motivation

The Margerison-McCann Team Management Profile helps you
recognize the roles necessary for your team to operate at its best, and
determine which individuals are best for each role
The Margerison-McCann Team Management Profile
Source: Adapted from Margerison and McCann
Explorers
Controllers
Advisors
Organizers
Explorer
Promoter
Assessor
Developer
Thruster
Organizer
Concluder
Producer
Controller
Inspector
Creator
Innovator
Reporter
Advisor
Upholder
Maintainer
LINKER

The Training Needs Analysis (TNA) framework provides a systematic
approach to identify gaps in employee training and related training needs
The TNA Framework
Source: Blanchard & Thacker
Performance
Gap
Person
Analysis
Organizational
Analysis
Operational
Analysis
Non-Training
Needs
Training
Needs
Identify
Performance
Discrepancy
and its Causes

ADDIE Model is a systematic instructional design model comprising five
phases: Analysis, Design, Development, Implementation & Evaluation
The ADDIE Model

DESCRIPTION
Unconscious
Incompetence
 At this level, you are blissfully ignorant: you have a complete lack of
knowledge and skills in a specific area, and you're unaware of this. Your
confidence therefore far exceeds your abilities.
Conscious
Incompetence
 By this stage, you have discovered that you need to learn new skills. You
realize that others are much more competent than you are, and that they
can easily do things that you are struggling with.
Conscious
Competence
 At this level, you know that you have acquired the skills and knowledge
you need. You put your learning into practice regularly, and you gain
even more confidence as you use your new skills.
Unconscious
Competence
 At this level, you use your new skills effortlessly, and you perform tasks
without conscious effort. You are completely confident of success. Once
you master one set of skills, it's important to learn more if you want to
continue to grow.
Description of the Conscious Competence Learning Model

Kirkpatrick’s Four-Level Training Evaluation Model can be used to
objectively analyze the effectiveness and impact of the training
Results
To what degree targeted outcomes
occur, as a results of the learning
event(s) and subsequent
reinforcement
Behavior
To what degree participants apply
what they learned during training
when they are back on the job
Learning
To what degree participants acquire
the intended knowledge, skills and
attitudes based on their
participation in the learning event
Reaction
To what degree participants react
favorably to the learning event
Level 1
Level 4
Level 3
Level 2
Source: Donald Kirkpatrick

Heron’s Six Categories of Intervention – What to say and ask
Heron's Six Categories of Intervention
Source: John Heron
Authoritative Prescriptive  Give advice and guidance
 Tell the other person how they should behave
 Tell then what to do
Informative  Give your view and experience
 Explain the background and principles
 Help the other person get a better understanding
Confronting  Challenge the other person’s thinking
 Play back exactly what the person has said or done
 Tell them what you think is holding them back
 Help them avoid making the same mistake again
Facilitative Cathartic  Help the other person express their feelings or fears
 Empathize with them
Catalytic  Ask questions to encourage fresh thinking
 Encourage the other person to generate new options and
solutions
 Listen and summarize, and listen some more
Supportive  Tell the other person you value them (their contribution, good
intention or achievements)
 Praise them
 Show them they have your support and commitment

The Emotional Competence Framework facilitates team members to
develop themselves in five dimensions of emotional intelligence
Source: Adapted from the works of Daniel Goleman, Emotional Intelligence and Working with Emotional Intelligence
Self-Awareness
• Emotional
awareness
• Accurate self-
assessment
• Self-confidence
Empathy
• Understanding
others
• Developing others
• Service orientation
• Leveraging diversity
• Political awareness
Motivation
• Achievement drive
• Commitment
• Initiative
• optimism
Self-Regulation
• Self-control
• Trustworthiness
• Conscientiousness
• Adaptability
• innovation
Social Skills
• Influence
• Conflict management
• Change catalyst
• Collaboration and cooperation
• Communication
• Leadership
• Building bonds
• Team capabilities
Personal
Competence
The Emotional Competence Framework

The Nine-Box Grid for Talent Management provides a useful
framework for evaluating team members’ talent
The Nine-Box Grid for Talent Management (a.k.a. Performance & Potential Matrix)
Low High
Performance
Potential
LowHigh
Consider reassignment,
reclassification to a lower
level or exit from the
organization.
Effective performer, but may
have reached career
potential; try to coach
employee on becoming
more innovative, focus on
lateral thinking.
May be considered for job
enlargement at the same
level, but may need coaching
in several areas, including
people management.
With coaching, could
progress within level; focus
on stretch goals for this
employee.
Experienced high performer but
has reached limit of career
potential. Still a valuable employee
and can be encouraged to develop
communications and delegation
skills.
Current role may still provide
opportunity for
growth/development;
focused on tactical; focus
should be on helping
improve
strategic thinking.
Does extremely well at
current job with potential to
do more; give stretch
assignments to help prepare
for next level.
Seasoned professional
capable of expanded role,
but may be experiencing
problems that require
coaching and mentoring.
Consistently performs well
in a variety of assignments;
superstar employee. Big
picture thinker; problem
solver; self motivated.
Medium
Medium

The GROW Model is a simple four-step process that helps you
structure coaching and mentoring sessions with team members
The GROW Model
WILL
OPTIONS
REALITY
GOAL
Establish the goal
Examine the current reality
Explore the options
Establish the will

Gibb’s Reflective Cycle is useful for helping people learn from situations
that they experience regularly, especially when these don't go well
Gibb’s Reflective Cycle
Source: Graham Gibbs
Description
Feelings
EvaluationConclusions
Action

Maslow’s Hierarchy of Needs
Self-actualization needs
Esteem needs
Social needs
Safety needs
Physiological
Needs

Herzberg’s Motivators & Hygiene Factors
Improving the
motivator factors
increases
job satisfaction
Improving the
hygiene factors
decreases
job dissatisfaction
Herzberg’s
Two-Factor
Principles
Job Dissatisfaction Job Satisfaction
Influenced by
Hygiene
Factors
_________________
 Working conditions
 Coworker relations
 Policies and rules
 Supervisor quality
 Base wage, salary
Influenced by
Motivator
Factors
_________________
 Achievement
 Recognition
 Responsibility
 Work itself
 Advancement
 Personal growth

The Johari Window is a communication model that is used to improve
understanding between team members
The Johari Window
Source: Joseph Luft & Harry Ingham
1: Open
Area
2: Blind
Area
3: Hidden
Area
4: Unknown
Area
Feedback
Shared Discovery
Self-Disclosure
Self-Discovery
Ask
Tell
Known by Others
Unknown by Others
Known by Self Unknown by Self

Lewin’s Three Stage Change Process – Practical Steps
Source: Kurt Lewin
1. Determine what needs
to change
2. Ensure there is strong
support from upper
management
3. Create the need for
change
4. Manage and understand
the doubts and
concerns
Unfreeze RefreezeChange
1. Communicate often
2. Dispel rumors
3. Empower action
4. Involve people in the
process
1. Anchor the changes into
the culture
2. Develop ways to sustain
the change
3. Provide support and
training
4. Celebrate success!
Lewin’s Change Model

Kotter's Eight Phases of Change
Source: John Kotter
Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Form a
Powerful
Guiding
Coalition
3. Create a
Vision
4.
Communicate
the Vision
5. Empower
Others to Act
on the Vision
6. Plan for and
Create Short
Term Wins
7. Consolidate
Improvements
& Produce
More Change
8.
Institutionalize
New
Approaches
Committed
Leadership
Kotter's Change Model

De Bono’s thinking hats represents six ways of thinking about
strategies and helps us to see potential opportunities
Source: Edward de Bono
De Bono’s Six Thinking Hats
The White Hat - Facts
White hat thinking focuses on
data, facts, information known
or needed.
The Yellow Hat -
Benefits
Yellow hat thinking focuses on
values and benefits. Why
something may work.
The Red Hat - Feelings
Red hat thinking focuses on
feelings, hunches, gut instinct
and intuition.
The Black Hat - Cautions
Black hat thinking focuses on
difficulties, potential problems.
Why something may not work.
The Blue Hat - Process
Blue hat thinking focuses on
managing the thinking process,
focus, next steps, action plans.
The Green Hat - Creativity
Green hat thinking focuses on
creativity: possibilities, alternatives,
solutions, new ideas.

About Operational Excellence
Consulting

About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

To download this presentation,
please visit us at:
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