Six Secrets of Powerful Teams: A Practical Guide to the Magic of Motivating and Influencing Teams Read Online Free PDF Page B

normal team evolution . The project manager needs to provide guidance to the entire team and individual support to team members, off-line.
     

Case study #2
    The second case study exhibits a team which is somewhere between ‘norming’ and performing. The conflict that we see within this team is more about role fulfillment.
    Remember : Ed sent an email to Beverly and she replied immediately.
    It seems that both Ed and Beverly are thought oriented and might be specifically Monitor- Evaluators . If that is the case, then the email that Mark sent and the way he handled the conflict between Ed and Beverly, is incorrect.
    Team leaders who are aware of the Belbin team roles and who conduct an assessment with the team, be it virtual or co-located, can choose what role they will fill when conflict arises . This is twice important in virtual teams where communication is often written and provided asynchronously. Mark would be well advised to step up and take the role of the shaper rather than his current role, based on his laconic reply.
    As mentioned elsewhere, people from similar departments and backgrounds tend to share similar preference to team roles. Team leaders operating in such environments can mitigate the challenge by purposely choosing a role that compliments the team needs .

 
     
     
     
    CHAPTER
    THREE
     
     
    Uncovering the Six Secrets

 
Uncovering the Six Secrets
    Belbin and Tuchman Jensen models provide a context to understand the dynamics on the team level. Tuchman Jensen is a process model, depicting the steps by which team mature and become productive. Belbin is a discrete element model, portraying the required components a team must have, in order to function well, regardless of the process and team life cycle.
    However complete, these models ignore the vital elements of teams; individual interactions between the members . Teams are made of people, people interact in teams and it is these interactions and their results which impact the team’s results.
    The six secrets described below inquire deeper into human interactions in teams.
    The six secrets in a nutshell:
The power of self disclosure states that by sharing our thoughts and feelings we increase performance ;
The incredible impact of Me argues against common use of ‘We’ in teams which leads to blurred accountabilities and unclear communication;
The magic of simple Gestalt concepts explains how people interact in social and business environments and explains how to unmask intentions and desires of people when they communicate;
The focusing on the ‘Here’ process is quite advanced, it provides the team leader with a way to increase accountability and performance ;
The practicality of perception introduces a decision making tool to increase perceptive analysis.
Revealing ideas of NLP and the use of words presents 5 words that are used too often in interactions, and have a detrimental impact on results .

Secret #1: The power of self-disclosure
    Like me, I’m sure you’ve seen movies that showed psychologists treating patients. Do you remember how the treatment was portrayed? The therapist is mostly listening; the patient is either lying on a sofa or seated on a chair. The psychologist or therapist is writing down things that the patient is saying and sometimes mirroring things that have been said.
    It is no wonder then that for most of us, when leading a team or being member of a team we have this certain picture of how a leader should interact with the team . The leader might listen, nod his head a few times, maybe take notes and then give his prescribed decision or facilitate the decision with the team.
    Nowhere in the movies with the psychologist treating patients scene, is self-disclosure mentioned. As a side note, Freud did not believe in self-disclosure, and most psychologists to this day think negatively of it and view it as malpractice.
    What is self-disclosure, what makes it so powerful and why are psychologists afraid of it