team building
management
How to build a team?
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Team roles according to Meredith Belbin
"The success of a team depends not only on how well positioned, how technically competent or how influential the individual members are. The combination of different characters is decisive. In the 1970s, Dr. Raymond Meredith Belbin developed a model with eight team roles by observing teamwork and from it crystallizing different behavioral patterns of team members. These can be found in every person, more or less pronounced. They emerge from the personality and character of the team member and represent a profile of his or her strengths and weaknesses. Belbin sees the key to success in the fact that in a team all eight team roles are occupied since these complement each other optimally."
Source: https://de.m.wikiversity.org/wiki/Kurs:Team_und_Kommunikation_2/Teamrollen_nach_Meredith_Belbin
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Related link: Team roles according to Meredith Belbin
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Team roles in Dragon Dreaming
Dragon Dreaming divides team members according to personal strengths and weaknesses into dreamers, planners, doers and celebrators. Again, it is recommended that your Dream team be as balanced as possible with all four characters.
Source and link to the book: Dreagon Dreaming Project Design
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Which stages does the team building include?
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Tuckman theory on group dynamics divides the formation of a team into the following stages: forming, storming, norming and performing.
Source: https://www.belbin.com/resources/blogs/belbin-and-tuckman
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Related link: Belbin and Tuckman: Supporting your team at every stage
Which leadership style suits me and helps the research project to succeed?
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A rough distinction is made between authoritarian and collaborative leadership styles.
Personally, I would recommend a collaborative leadership style for a research project.
These are characterized by cooperation between employees and management. The main task of the management is to delegate the work and to motivate the employees. Exchange between the levels is desired and through open communication in the team it promotes the initiative and creativity of the employees.
The best way to find out which style suits you and your way of working is to find out for yourself. Here you will find an overview of the most common models: Leadership styles
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Lateral Leadership - Changing Hierarchies
You don't want to be the only team leader? Then the lateral leadership model might be just right for you.
Here, the leadership changes depending on the task to be performed. This model offers the possibility that always the person who is the most motivated or has the greatest expertise in the area takes over the leadership for a task. When the team moves on to another task, the roles change. CAUTION: Lateral Leadership requires a clear common goal that all group members can identify with, a high level of social competence among all participants, trust, and the time and will to discuss and resolve conflicts together.
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CAUTION POWER VACUUM: CAUTION POWER VACUUM: If no one in the group feels responsible and the responsibilities are also not clarified, i.e. all group members want to follow, it can happen that no one takes the lead and thus no decisions are made. It comes to a standstill and a power vacuum develops. This vacuum then leads either to the dissolution of the group or individual members of the group take over the leadership without an agreement. This usually leads to the fact that these persons are blamed by the other members and their authority is not recognized.
If a power vacuum occurs, you should definitely take the time to reorganize and discuss how you want to organize within the team.
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Group discussions
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Goal: Capture opinions and statements of a group on a topic
Of course, the process also serves the exchange or to create an equal level of knowledge and understanding within a diverse group. On this basis, a common statement, which reflects the opinion of the entire group, can be formulated at the end of the discussion.
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Guided group discussion
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Roles:
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Facilitator (moderator) ideally not part of the team + behaves neutrally.
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Participants represent their opinion, open to listen
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Procedure of the Guided Group Discussion:
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Facilitator prepares question + information material for the participants
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Participants prepare for the meeting
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Check in: Arrival, mood check, participants introduce themselves to each other
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Discussion is documented. Either in writing as a protocol or with a voice recorder. It is essential to obtain the consent of all participants.
Facilitator introduces the topic. (This can be done by a text, film or the question).
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Free discussion, participants argue with each other. The facilitator is responsible for time management and leading the discussion. Facilitator: Tolerates all opinions, Summarizes arguments and opinions, Ensures that the discussion keeps going and does not stray from the topic.
Depending on the size of the group, it is useful to divide the group into small groups or to discuss in the whole group. The participants rotate within the different small groups, so that in the end everyone is in contact with everybody else.
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Visualize opinions at the end of the discussion, if necessary, in a mind map or through post-its for all participants.
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Participants can provide feedback on the discussion.
Facilitator evaluates results
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​Joint decisions making
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Majority vote? Least resistance? Loose? What is fair? How to proceed under time pressure?
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Leitfaden, Vor- und Nachteile sind hier erläutert: Leitfaden für Entscheidungsfindung in Gruppen übersetzt und ergänzt von Gesa Maschkowski Stand 22.10.2017 Quelle: Transition Movement Organisations Handbuch 9.0
http://transitionnetwork.org/do-transition/starting-transition/7-essential-ingredients/healthygroups/
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Which leadership style suits me and helps the research project to succeed?
​
A rough distinction is made between authoritarian and collaborative leadership styles.
Personally, I would recommend a collaborative leadership style for a research project.
These are characterized by cooperation between employees and management. The main task of the management is to delegate the work and to motivate the employees. Exchange between the levels is desired and through open communication in the team it promotes the initiative and creativity of the employees.
The best way to find out which style suits you and your way of working is to find out for yourself. Here you will find an overview of the most common models: Leadership styles
​
Lateral Leadership - Changing Hierarchies
You don't want to be the only team leader? Then the lateral leadership model might be just right for you.
Here, the leadership changes depending on the task to be performed. This model offers the possibility that always the person who is the most motivated or has the greatest expertise in the area takes over the leadership for a task. When the team moves on to another task, the roles change. CAUTION: Lateral Leadership requires a clear common goal that all group members can identify with, a high level of social competence among all participants, trust, and the time and will to discuss and resolve conflicts together.
​
​
​
​
​
​
​
​
​
​
​
​
​
CAUTION POWER VACUUM: CAUTION POWER VACUUM: If no one in the group feels responsible and the responsibilities are also not clarified, i.e. all group members want to follow, it can happen that no one takes the lead and thus no decisions are made. It comes to a standstill and a power vacuum develops. This vacuum then leads either to the dissolution of the group or individual members of the group take over the leadership without an agreement. This usually leads to the fact that these persons are blamed by the other members and their authority is not recognized.
If a power vacuum occurs, you should definitely take the time to reorganize and discuss how you want to organize within the team.
​
​
​
​
​
​
​
Group discussions
​
Goal: Capture opinions and statements of a group on a topic
Of course, the process also serves the exchange or to create an equal level of knowledge and understanding within a diverse group. On this basis, a common statement, which reflects the opinion of the entire group, can be formulated at the end of the discussion.
​
​
Guided group discussion
​
Roles:
-
Facilitator (moderator) ideally not part of the team + behaves neutrally.
-
Participants represent their opinion, open to listen
​
Procedure of the Guided Group Discussion:
​
Facilitator prepares question + information material for the participants
​
​
​
​
​
Participants prepare for the meeting
​
​
​
​
​
Check in: Arrival, mood check, participants introduce themselves to each other
​
​
​
​
​
Discussion is documented. Either in writing as a protocol or with a voice recorder. It is essential to obtain the consent of all participants.
Facilitator introduces the topic. (This can be done by a text, film or the question).
​
​
​
​
​
Free discussion, participants argue with each other. The facilitator is responsible for time management and leading the discussion. Facilitator: Tolerates all opinions, Summarizes arguments and opinions, Ensures that the discussion keeps going and does not stray from the topic.
Depending on the size of the group, it is useful to divide the group into small groups or to discuss in the whole group. The participants rotate within the different small groups, so that in the end everyone is in contact with everybody else.
​
​
​
​
​
Visualize opinions at the end of the discussion, if necessary, in a mind map or through post-its for all participants.
​
​
​
​
Participants can provide feedback on the discussion.
Facilitator evaluates results
​
​
​
​Joint decisions making
​
Majority vote? Least resistance? Loose? What is fair? How to proceed under time pressure?
​
Leitfaden, Vor- und Nachteile sind hier erläutert: Leitfaden für Entscheidungsfindung in Gruppen übersetzt und ergänzt von Gesa Maschkowski Stand 22.10.2017 Quelle: Transition Movement Organisations Handbuch 9.0
http://transitionnetwork.org/do-transition/starting-transition/7-essential-ingredients/healthygroups/
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