9 hours 3 minutes

Video Transcription

Hi guys. Welcome to lean six Sigma within the organization stages of team development Uncapher, Mc Iver And today we're going to understand the stages of team development and be able to identify current team stage. So
the last few modules have been focused, really on teams and team dynamic.
This specific content will be very hopeful for you from, um future manager, leader or current manager leader perspective
because it gives insight into
the inner personal dynamics in behaviors in groups of people working together. So if you remember back to the first module, I talked about lean six Sigma training. Specifically, Yellow Belt helps you becoming more savvy. Employee. What you're going to learn in this module will be high
will help you become a more savvy team member
as well as employees.
the stages of team development all teams go through at least the 1st 3 of these stages to some extent,
if you think about time being the length of time that your groups work together, you're stages are forming, storming, norming, performing and a journey. As you progress through these stages, the team of performance improves
the first stage for Ming. This is your freshman orientation a college. So what? You're what? Behaviors You're going to see our lack of focus, difficulty defining problems, ineffective decision making these we're going to be really overwhelmed team members.
Well, maybe not really overwhelmed, but not really certain where they are.
So your team members are gonna be in experienced,
They're gonna be excited. They're gonna be anxious. And here's something to keep in mind. They're also gonna be proud because being selected for a project team is a feather in the cap. So that aspect of ego will carry forward to the next phase
You as a manager to manage this stage, you need to give them time to take time to get acquainted. And I don't mean
cheesy team building activities. What I mean is allow your team the opportunity to work together so that they can get a sense of each other's perspectives and a sense of each other's orientation. Are you an action oriented person or are you a people oriented person?
You'll need to establish team expectations and structure. So if you remember from
are successful team module. We talked about Norm's. We talked about consensus. We talked about team structure this is when you do it, make it part of the D N A. Of the team. You're going to want to continue to encourage equal participation. This is where you're going to reinforce
all team members. Insights are valuable and that we want to hear from everybody.
Storming is the challenging phase, So storming is when everybody's flexing their muscles and trying to show off how great they are. Like they're a really bad Um
so the behaviors that you're going to see you're still gonna have high levels of uncertainty. But you're going to start seeing in fighting and arguing You're going to start seeing those dominance type behaviors and people are still going to be reluctant to make decisions. Now it's because they're afraid of the right and wrong decision, as compared to whether or not, um,
they aren't in a position to make that decision.
Your team members are confrontational. I did call out over and covert because passive aggression is the key in the office. S o pay attention to those sorts of things your team members are still thinking individually when I say thinking individually, they're thinking about it from their perspective, which isn't necessarily bad,
but they're also thinking about it from their benefits. So what can this do for me?
They're still learning their roles and contributions to the team, and they will have divided loyalties. So you will see some politicking and we talk about divided loyalties. Were talking about what do I want to contribute to this team, as compared to holding back? Who do I want to make my alliances with? To manage this?
To manage this stage and to manage these teams
follow a problem solving format so you're going to want tohave a structure, and this is where those lean six Sigma tools are very helpful. Deal openly with conflict. Call it out if you allow it to fester. The storming phase
prolongs. Focus your team on goals and then, of course, reinforce your roles in those meeting objectives and the things that you went over in the forming phase.
The norming phase. This is where most teams stop just for the record, most most will get through forming, storming, and then we get to Norman. We start seeing cooperation. We start seeing groups really focus on the goals and objectives. You see conflicts coming to resolution instead of lingering and you start seeing delivery, Bols, coming out,
your team members are going to be more receptive. They're going to be friendly and open. They're going to be comfortable sharing ideas. This is your standard business team. As a manager, you're gonna want to evaluate your team performance. This is when you're gonna start talking about metrics and you're gonna start talking about progression. You're going to want to start reporting
team status and accomplishments. We got this done. We did this. We have this delivery ble
and then this is where you're going to want to encourage your team members to develop ties outside of the team. So happy hours luncheons
still not necessarily fully structured. But this develops a rapport that will help with the cooperation.
Performing this is the sweet spot. This is where everybody wants their team to get Thio. So performing teams are creative and informal. They work through problems, they don't need management. So these air going to be your autonomous teams, their groups of people who can work well together.
This is what every startup wants. This is really how you want your research and development departments to work
these air team members who are excited. They're back to being excited. They're happy to be here. They're innovative. They want challenges. They work well together. They bounce ideas off of each other. These air. What are sports analogies? Call those high performing teams
as you the manager. You're gonna want to establish stretch and challenge goals. At this point, it's important to make sure that your teams don't get bored. Um, allow them to be self directive. You know that they know how to work together. You know that they know what your goals and objectives are. Let them do their thing and then promote openness and rather than management,
start considering it from thought
partnering. So I may be the manager and I'm responsible, but you have quite a bit of insight. Let's talk through this together collaboratively,
a journey. This is when your team stops. So you're going to wrap up deliverables. You're gonna have transitioning responsibilities because you have a process owner. Um, team members may feel a sense of loss or morning.
They could be excited about the next challenge. They could be anxious about the things to wrap up for completing what I've seen most common is that loss of morning. We've gotten to this really high performing team,
and now it's just not gonna be there anymore. So there's There's some anxiety that goes along with this. As you manage this, perform your lessons learned. This is gonna help your next team be more successful. Celebrate your success is you guys did a lot of work to get all the way to the end. Make sure you acknowledge the work that you did
and provide some closure. So people who are feeling that emotional sense of loss or morning
have a happy hour. Have a luncheon, have a celebration party but allow that opportunity for Yea, we work great together. Now let's move on.
When we're talking about testing our knowledge, the stages of team development are forming, storming norming,
an adjoining, forming, storming, deforming and forming
a journey in forming, storming norming and performing and performing, engaging, developing and a journey.
Your answer is gonna be see. This is a journey forming, storming, norming and performing, and the order is forming, storming, norming, performing in the journey. So there's a tongue twister for you.
Remember that there are five stages to team development, all teams go through this to some extent, and not every team experiences every stage. We're talking about the, um, performing stage specifically, but also you can see it in a journey for team. Never dismisses your management style needs to change based off of where your team is
in their developmental stages.
Um, and then remember from the previous we're talking about team member selection. If you have to switch out 18 member, you will have to start all the way back at the beginning for forming. So again, be mindful of your teams and your team members.

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Lean Six Sigma Yellow Belt

This online Lean Six Sigma Yellow Belt course teaches you how and where to apply the Lean and Six Sigma process improvement methodologies. Once completed, you will have the knowledge to pass the Six Sigma Yellow Belt certification exam.

Instructed By

Instructor Profile Image
Kathryn McIver
Lead Instructor at Evidence-Based Management Association