Friday, October 16, 2009
Teamwork Survey: some thoughts..
(this is a supplementary entry to my main week 2 blog; this is to respond to the supplementary assignment)
The teamwork survey result was for me the clearest indication yet that we are stuck in Siberia as far as Tuckman’s group development model is concerned, and it seems even we ourselves have no idea whether we are at the “forming” or the “storming” stage at the moment (do not even dream about “norming” or “performing” yet). or maybe we are really "deforming"?
How do we go forward in this quandary? Start by answering these:
1. Where are we at the moment?
2. Where should we be now? (direction)
3. Why are we not there yet? (self-assessment)
4. What do we need to do, as a team or individually, to get ourselves there? (objectives & assignment of responsibilities)
5. Who has the information we need to kick on from here? Who can contribute to our cause? Who can do better by sitting out for the time being until we get on track?
There are many theories and models to be found online about leadership styles, but I like the one from Mindtools (2009) in < http://www.mindtools.com/pages/article/newLDR_84.htm> and specifically the term “situational leadership”. I believe that this “situational leadership” is exactly what we need to drag the team through the rut we’re in. We need the leaders to be autocratic at times, to dictate the who, the how, the where, the when, to provide direction and to sound the changes when things go wrong. We also need the leaders at times to display the charisma to reinvigorate the team, to provide drive and to keep the chins up. We need leaders who could at times cajole the team to move along with them, yet would not hesitate to crack the whip when situations call for. In other words, even in this state that we’re in now, I do not think that there is any one particular leadership style that could get the team out of the mire even though one might think the autocratic style is the best answer. We need the right style for the right time. The skill is in recognizing which style for which time. Hence “situational leadership”.
One thing is painfully clear however: the "Laissez-Faire Leadership" style is the wrong answer where we are at the moment!
The teamwork survey result was for me the clearest indication yet that we are stuck in Siberia as far as Tuckman’s group development model is concerned, and it seems even we ourselves have no idea whether we are at the “forming” or the “storming” stage at the moment (do not even dream about “norming” or “performing” yet). or maybe we are really "deforming"?
How do we go forward in this quandary? Start by answering these:
1. Where are we at the moment?
2. Where should we be now? (direction)
3. Why are we not there yet? (self-assessment)
4. What do we need to do, as a team or individually, to get ourselves there? (objectives & assignment of responsibilities)
5. Who has the information we need to kick on from here? Who can contribute to our cause? Who can do better by sitting out for the time being until we get on track?
There are many theories and models to be found online about leadership styles, but I like the one from Mindtools (2009) in < http://www.mindtools.com/pages/article/newLDR_84.htm> and specifically the term “situational leadership”. I believe that this “situational leadership” is exactly what we need to drag the team through the rut we’re in. We need the leaders to be autocratic at times, to dictate the who, the how, the where, the when, to provide direction and to sound the changes when things go wrong. We also need the leaders at times to display the charisma to reinvigorate the team, to provide drive and to keep the chins up. We need leaders who could at times cajole the team to move along with them, yet would not hesitate to crack the whip when situations call for. In other words, even in this state that we’re in now, I do not think that there is any one particular leadership style that could get the team out of the mire even though one might think the autocratic style is the best answer. We need the right style for the right time. The skill is in recognizing which style for which time. Hence “situational leadership”.
One thing is painfully clear however: the "Laissez-Faire Leadership" style is the wrong answer where we are at the moment!
Labels: LingShen
# posted by Ling Shen @ 10/16/2009 11:23:00 PM 
Comments:
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Very well written, Ling Shen!!! You have identified a problem (very real one!!) And you have made some good recommendations and provided citations to back up your views. (That skill is going to come in handy when you write your paper)
The only part missing is a paragraph or two linking your observations and recommendations from the classroom setting to your day to day working environment.
Do you see the same things at work happening that you see in this group? If you were the Country Director or GM of your organization, what changes could you/would you mandate to help fix this problem? What are you learning or think you need to learn that would help you change how your organization is being run?
BR,
Dr. PDG, Boston
The only part missing is a paragraph or two linking your observations and recommendations from the classroom setting to your day to day working environment.
Do you see the same things at work happening that you see in this group? If you were the Country Director or GM of your organization, what changes could you/would you mandate to help fix this problem? What are you learning or think you need to learn that would help you change how your organization is being run?
BR,
Dr. PDG, Boston
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