Whether in private or professional life, as soon as people get together, groups can develop, sometimes on a voluntary basis, sometimes as a result of external pressure. These can be learning groups, classes, clubs, seminars, trainings or professional teams. This creates a dynamic, which in the best case, through structured team development, is specifically promoted and guided. Team development is the classic method of personnel development to accompany teams through individual phases so that they can work and learn effectively.
In the following, the terms "team" and "group" are first differentiated, a definition of team development is given, and the goals and methods of facilitation are explained. Subsequently, the individual phases of team development are theoretically presented according to the extended Tuckman model. After the explanation of the theoretical methods and phases, these are presented on the basis of a personal experience, in which it is about a training group in the field of integrative-systemic coaching. The goal of the members is to receive a certificate as a trained coach at the end of this training.
By "being dependent on each other", as the methods have to be practiced among the members themselves, particularly lively and at the same time dependent relationships are created among each other. All this is guided by a teacher who also holds the position of coach/facilitator at the same time. The interpretation of the different phases in relation to the training group is followed by the assignment of the individual group members to the team roles according to Belbin.
Table of contents
1. Introduction
Theoretical part
2.1 Demarcation of the term team from group
2.2 Definition of team development as a measure of personnel development
2.3 Moderation in the context of a team development
2.3.1 Objectives of moderation
2.3.2 Methods of moderation
2.4 Phases of team development according to the extended Tuckman model
2.4.1 Forming
2.4.2 Storming
2.4.3 Norming
2.4.4 Performing
2.4.5 Re-forming
Practical part
3.1 Case presentation
3.1.1 The situation
3.1.2 The parties involved
3.2 Interpretation
3.2.1 The phases after Tuckman and occurring complications
3.2.2 Classification of team roles according to Beibin
4 Final part with conclusion and reflection
References
1. Introduction
Whether in private or professional life, as soon as people come together, groups can arise, sometimes on a voluntary basis, sometimes through external pressure. These can be learning groups, classes, clubs, seminars, training courses or professional teams. This creates a dynamic, which in the best case, through structured team development, is specifically promoted and guided. Team development is the classic method of personnel development to accompany teams through individual phases so that they can work and learn effectively. In the following, a delimitation of the terms team and groups, a definition of team development as well as the goals and methods of moderation takes place. Subsequently, the individual phases of team development are theoretically presented according to the extended Tuckman model. After the explanation of the theoretical methods and phases, these are presented on the basis of a personal experience, in which it is about a training group in the field of integrative / systemic coaching. The aim of the members is to obtain a certificate as a trained coach at the end of this training. By "being dependent on each other", since the methods have to be practiced among the members themselves, particularly lively and at the same time dependent relationships arise with each other. All this is guided by a teacher, who also holds the position of coach/moderator at the same time. The interpretation of the different phases in relation to the training group is followed by the assignment of the individual group members to the team roles according to Belbin.
Theoretical part
2.1 Demarcation of the term team from group
According to Oliver König and Karl Schattenhofer (2012, p.15 ff.), a group has about three to twenty members, whereby it is a large group from twenty members. All members of the group have a common goal or work on a common task, they can communicate directly with each other and spend at least three hours together. In addition, this group has a special feeling of togetherness, develops values and norms together according to which it conforms and begins to develop in roles. It is particularly characteristic that a group is preceded by durability and commitment (ibid.). "A group is therefore understood as an autonomous social system which, like other social systems, cannot be controlled directly from the outside" (cf. König & Schattenhofer 2012, p. 19). Thus, it is almost impossible to predict reactions to external influences. The group is in a constantly changing process that continues, which gives the group its ability to develop and its own dynamics. The term group is opposed by related terms such as quantity, institution, organization, societyT or network.
The team, on the other hand, does not stand against the term group, but takes on a kind of special form (ibid.). "Not every group is a team, but every team is a group" (cf. König & Schattenhofer 2012, p. 18). A team can be used as a kind of collective name for all groups that have to join forces in order to achieve their goal or task. In addition, the members of a team have greater freedom, can plan, decide and become active more independently (ibid.). An ideal team gives each individual his freedom and room for manoeuvre, despite everything, the team as a whole is the focus. Creativity, activity and adaptability are combined with belonging, lack of prejudice and team spirit. Every member should go to work full of energy, which is at the top of the list of priorities. Just as important, however, is the interpersonal, professional and private can and should be mixed, which ideally creates a particularly active work ethic. In addition, the team itself broadcasts the certainty that each member has his or her fixed place and belongs to it (cf. Stahl 2012, p. 259). Through autonomous work and social action, reflection should be given, especially on the factual level. This form of group has become increasingly popular in recent years and has become more and more popular in organizations, resulting in an increased demand for forms of training (cf. König & Schattenhofer 2012, p. 18 f.)
2.2 Definition of team development as a measure of personnel development
Due to this increasing attractiveness of teamwork, team development as a measure of personnel development itself is becoming more and more important. In order to be able to guarantee the effectiveness and active productivity in a team, I think it needs a supporting and guiding hand that conducts the group or the team through the evolutionary phases and associated difficulties. Team development describes a real team working together with the associated leader (cf. König & Schattenhofer 2012, p.112 f.). The term team development in personnel development includes both the first team building measures, the accompaniment of the process at the workplace, the intervention in emerging crises, which can affect both the work and the social, as well as the dissolution or reorganization of the team. Always in the foreground is the increase of the competences of the management and members (ibid.). In order to really benefit from the effectiveness and productivity of a team development, the team development measures should take place at intervals specially adapted to the situation and group, depending on the needs of the team, which is assessed by the experience of the leader. These measures serve to determine the current status of the team, to plan the next steps, to review the intermediate goals and rules, to assess whether the goals have been successfully achieved and to revive and, if necessary, renew the cohesion of the team (cf. Reddy 1999; Gellert & Nowak 2010). A leader of such a team is irreplaceable, as the team repeatedly needs support to expand and maintain its work skills (cf. König & Schattenhofer 2012, p.112).
2.3 Moderation in the context of a team development
At the center of a team development is the moderator, who guides the group and leads them through the process. This interaction between moderator and team enables, in the best case, a more communicative and productive working atmosphere (cf. Edmüller et al., 2012). First, I will shed light on the objectives of moderation, with regard to the role of the moderator, and then come to the methods and techniques of moderation.
2.3.1 Objectives of moderation
The focus of the moderation is the moderator, who bears the overall responsibility and has the task of maintaining the concentration of the group and focusing on the goals. It is essential that the moderator shows an optimistic prudence and tolerance, these are the foundations for a trusting and authentic relationship between members and moderator. It is important to give the team personal responsibility and let it develop itself. This includes dealing and working transparently and openly with the members. In spite of everything, the highest requirement is confidentiality. What is discussed and said should remain within the scope of moderation. The moderator puts himself back and acts from the background, whereby he has to behave neutrally. In order to achieve the desired goals, the facilitator should build the process in a structured way and help the team to keep in the right direction. One of the goals of the moderation is to make the process effective and productive, in addition, it is important to take away the mistrust and rejection of the team members in order to be able to build satisfaction. If this is successful, they can contribute individually with their own experience, knowledge and ideas and thus advance the entire team development. The independent design, implementation and discussion atmosphere increases the probability of intrinsic motivation among the team members. The corporate culture itself benefits from the increasing motivation of the team. This is done through the strengthened cohesion and improved communication with each other and with others, which is ultimately transferred to the entire working environment (cf. Edmüller et al., 2012, p.6 ff.).
2.3.2 Methods of moderation
The methods of moderation take place in six typical work phases. These structure the process and provide the team members with an initial overview and transparency. This cycle also serves the moderator as a reference point and a common thread to systematically guide through the process (cf. Edmüller et al., 2012, p.44 ff.). It should be noted that these phases take place differently in each situation, they should be flexibly adapted to the situation and the team. It begins with the phase of finding, collecting and weighting ideas (ibid.). This phase is based on the search for key topics with which everyone agrees or accepts. An important question is included, to which answers are to be found, which are then structured and prioritized. This is followed by "Understanding and analyzing problems". The point here is that a problem has emerged, which should now be dealt with. The main focus is to identify the causes and the consequences that follow. The third phase is about developing, choosing and then planning solutions. Once this has been done, a solution should be chosen, which will eventually be tackled. The team should then tackle the task. This includes clarifying the framework conditions of the contract, to which, for example, the budget belongs. The order should be clearly and transparently formulated so that the team can work as precisely as possible on a solution without having to learn about achieving the goal, so that it is not feasible in this way. Once this has been clarified, the team can move on to finding and formulating goals. This goal should be described and formulated very precisely, so that no inconsistencies and ambiguities arise (ibid.). "A good target should have the following characteristics: It should be measurable, concrete, scheduled, vivid, meaningful, realistic and challenging" (cf. Edmüller et al., 2011, p. 52). The sixth and final phase is about working out feedback and criticism. Each member should reflect on how he has fared, how he has felt the way and the achievement of the goal, whether he is satisfied or whether there is dissatisfaction.1
If this is the case, the situation should be re-examined and clarified (cf. Edmüller et al., 2011, p.44 et seq.). After the basic structure or phases have been explained, I will now explain some moderation techniques or methods. These techniques are embedded in the phases and are used as, among other things, visual aids for clarification and help for transfer. These methods help the team to answer the emerging key questions (cf. Edmüller et al., 2011, p.57 ff.). A good way to find and gather ideas within a very short time is brainstorming. The moderator notes, for example on the flipchart, the topic. Afterwards, each member of the team should shout his spontaneous ideas loudly to the moderator. Each of these ideas is noted below the topic. If all thoughts are noted, they are checked for expediency and suitabilityt. Some rules have to be clarified with the team beforehand, no idea is judged, evaluated or criticized, every idea is desired and should be expressed out loud, everyone is allowed to take up and continue the ideas of the teammates and finally the quantity is the decisive factor, not the quality, since it is a conscious collection. It is then advisable to categorize and prioritize the collected ideas on the basis of selection criteria, so that a structured overview is formed (ibid.). An alternative to brainstorming is the map query, which also serves to collect ideas or topics or suggested solutions and then to structure them. The difference to brainstorming is that the suggestions are not shouted out loud to the moderator, but everyone writes their thoughts on the given topic on a map. These are collected, mixed and then read aloud. Then the group will decide whether there are already ideas that go in the same direction, these cards are grouped. The advantage of this technique is that anonymity can be maintained and it provides a clear picture of the currently prevailing situation, but the map query is more time-consuming (ibid.).2 In order to select the collected and structured ideas, the moderator can apply the method of multi-point question. This is based on the awarding of points. Each member receives a certain number of points3, which it then glues to the flipchart. For each topic, a maximum of two adhesive points may be awarded. It is evaluated by counting the awarded points. This type of decision is quick and easy to carry out, but inferior members are easily ignored (ibid.). It is also always important to hold feedback rounds, either as an interim balance or as a conclusion of the moderation. Each member communicates his feelings to the group, can express criticism or praise for what he liked or lacked. A shorter method is the flash. This is thematically very limited and usually refers to what has just been experienced. Each participant may call his opinion into the round, preferably only as a short sentence or bullet point. This method is particularly popular when the leader is faced with the uncertainty of how the group is currently set up and what is going through the group members' heads. Thus, the current type of work can be reviewedT without having to interrupt or disturb the flow of work (cf. Stahl 2012, p.298 f.). In my opinion, the advantage of all these methods is that the members always get a structured overview of the current starting situation. The process is presented to them in a transparent and structured manner.
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1 Another alternative of the phases is the moderation cycle developed by Josef W. Seifert (2011, p.85 ff.), which consists of the six phases entry, collecting, selections, editing, planning and completing. The introduction consists roughly of the clarification of the times, goals and procedure. Subsequently, in the phase of collecting, the topics are collected in the team, which in the opinion of the members are concerned and must be dealt with. The third step is to prioritize these topics and select the most essential ones. These selected topics are worked on together, whereupon a precise planning of the implementation takes place. Finally, the team, together with the moderator, reflects on the goals, paths used, methods and the satisfaction of the individual members and the team.
2 Another method for collecting and structuring ideas is the target or the net image (cf. A. Edmüller et al., 2011).
3 The rule applies: Each member receives a number of points, according to the listed ideas or topics divided by two (cf. A. Edmüller et al., 2011).
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Laden Sie Ihre eigenen Arbeiten hoch! Geld verdienen und iPhone X gewinnen. -
Laden Sie Ihre eigenen Arbeiten hoch! Geld verdienen und iPhone X gewinnen. -
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Laden Sie Ihre eigenen Arbeiten hoch! Geld verdienen und iPhone X gewinnen.