How do you apply team building models to your team?

1 Tuckman's stages of group development

One of the most widely used team building models is Tuckman's stages of group development, which describes the typical phases that teams go through as they form and mature. These are: forming, storming, norming, and performing. Forming is when the team members get to know each other and establish their roles and expectations. Storming is when the team faces conflicts and disagreements over goals, methods, and leadership. Norming is when the team resolves its differences and develops norms and rules for working together. Performing is when the team operates efficiently and effectively towards its objectives. To apply this model to your team, you need to identify which stage your team is in and provide appropriate guidance, support, and feedback to help them move to the next stage.

2 Belbin's team roles

Another useful team building model is Belbin's team roles, which identifies nine roles that contribute to the success of a team. These are: plant, resource investigator, coordinator, shaper, monitor evaluator, team worker, implementer, completer finisher, and specialist. Each role has its own strengths, weaknesses, and responsibilities. A balanced team should have a mix of these roles, depending on the task and the context. To apply this model to your team, you need to assess the natural preferences and skills of your team members and assign them roles that match their abilities and complement each other. You also need to monitor and review the performance of each role and address any gaps or overlaps that may arise.

3 Lencioni's five dysfunctions of a team

A third team building model that can help you diagnose and improve your team's health is Lencioni's five dysfunctions of a team, which outlines the common pitfalls that prevent teams from reaching their full potential. These 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 affects the team's performance and morale. To apply this model to your team, you need to recognize and acknowledge the signs of each dysfunction and take corrective actions to overcome them. Some of the actions include: building trust through vulnerability and openness, encouraging constructive conflict and debate, clarifying and aligning goals and expectations, holding each other accountable for results, and celebrating and rewarding collective achievements.

4 Hackman's six conditions for team effectiveness

A fourth team building model that can help you design and optimize your team's work is Hackman's six conditions for team effectiveness, which specifies the factors that influence the quality and quantity of a team's output. These are: real team, compelling direction, enabling structure, supportive context, expert coaching, and adequate time. Real team means that the team members are interdependent, bounded, and stable. Compelling direction means that the team has a clear, challenging, and meaningful purpose. Enabling structure means that the team has a suitable size, composition, norms, and tasks. Supportive context means that the team has access to the resources, rewards, information, and education they need. Expert coaching means that the team receives timely and relevant feedback and guidance. Adequate time means that the team has enough time to develop, perform, and reflect. To apply this model to your team, you need to assess and enhance each condition and monitor their impact on your team's outcomes.

5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?