3. WHAT IS ORGANIZATION DEVELOPMENT?
Organization Development (OD) is:
A holistic approach through partnership that
develops organizations, teams, and individuals
contributing to NASA’s mission success
The process of working across multiple levels of
organizational systems to develop strategy,
improve performance, and build effective
relationships
A collaborative, planned process for guiding an
organization from current state to desired future
state
4. GROUP OR TEAM?
Consider a group or team of which you are a
member. Is it a group or a team?
What leads you to that conclusion?
5. WHAT IS A TEAM?
A team is a small number of people with
complementary skills who are committed to a
common purpose, set of performance goals and
approach for which they hold themselves
mutually accountable.
5
6. TEAM CHARACTERISTICS
Two or more individuals
Shared or common goal(s)
Task interdependency
Productive outcome(s)
7. WORK GROUPS VS. TEAMS
WORK GROUP TEAM
Leader directed Leadership Shared leadership
Chain of command Structure Decentralized
decision making
Individual goals Performance Common goals
Goals
Individual Responsibility & Mutual (primary)
Accountability Individual
(secondary)
Matched to individual Skills & Complementary,
job Competencies multi-skilled
Shared information Communication Collaborative
Individual Rewards Shared
8. STAGES OF TEAM DEVELOPMENT
Forming “Testing”
Storming “Infighting”
Norming “Disciplined”
Performing “Productive”
Adjourning “Closure”
8
9. STAGES OF TEAM DEVELOPMENT
3 2
norming storming
4 1
performing forming
10. YOUR TEAM’S STAGE
Based on the brief descriptions, what stage
is your team experiencing?
12. STORMING
This stage of development is characterized
by competition and strained relationships
among team members
Conflict cannot be avoided during this stage
and is usually surrounding issues of
power, leadership, and decision making
This is the most crucial stage a team must
work through
13. TEAM ISSUES
Commitment
Communication
Involvement
Accountability
Supervision role
Pay and rewards
Management support
Organizational Integration
14. STORMING BEHAVIORS
Discrepancy between hopes and reality
Disagreement about goals, tasks, and action plans
Lack of progress toward goals
Feelings of incompetence and confusion
Competition for power and attention
Formation of sub-groups
“Scapegoating”
Resistance to leadership
Miscommunication
Unresolved conflicts
15. TEAM DIAGNOSIS
Complete the team assessment to determine
which issues/challenges are currently facing
your team
17. What is the one thing that is
true of all teams?
18. UNDERSTANDING THE TEAM PLAYERS
Tactician
Seek to have impact, to get results
Logistician
Seek responsibility, accountability, and
predictability
Strategist
Seek to understand how the world and things in
it work
Diplomat
Seek identity, meaning, and significance;
relationship-oriented
19. TRIGGERS THAT MAY LEAD TO STORMING
DIPLOMAT LOGISTICIAN
• Feeling hurt when not appreciated for • Feeling burdened by not
unique personal contributions understanding personal responsibilities
• Feeling apathetic when seeing no • Feeling useless with no sense of place
meaning or significance
STRATEGIST TACTICIAN
• Feeling incompetent • Feeling trapped or stuck with no
• Feeling powerless with no sense of freedom to act
mastery or control • Feeling as though there is no chance
to make an impact
Gerke & Berens,
2005
20. IDENTIFYING THE CONFLICTS
Mismatch of talents and roles
Collision of Approaches
Core values
Time orientation
Evaluating solutions
Styles of learning
Approach to task and relationships
Gerke &
Berens, 2005
21. NEEDS FROM THE LEADER
Facilitate the conflict
Accept and understand differences
Support and encourage participation
Acknowledge difficulties
Encourage two-way communication
Reinforce commitment
Facilitate decision making
Gerke &
Berens, 2005
22. THE PLAYERS WANT TO KNOW THAT…
DIPLOMAT LOGISTICIAN
• Team will come out on the other side •Something practical and useful will
of storming come from storming
• The leader will foster team cohesion • The leader is managing the process
• The leader will turn disagreements into • The leader is providing structure for
dialogue working through this stage
• The leader will surface underlying • The leader is sharing the framework
dissatisfaction for the storming process
STRATEGIST TACTICIAN
• What comes out of storming will make • Opportunities won’t be missed and the
sense storming process will pay off
• The leader is competent and • The leader will move the team to
strategically handling the storming action
• The leader is sharing a framework for • The leader will navigate a way through
the storming process the storming process
Gerke & Berens,
23. TOOLS
Dialogue
The Ladder of Inference
Active listening
Assessments
Organization development
24. RECAP: HOW TO MOVE THROUGH STORMING STAGE
Revisit “Forming” actions
Develop skills
Clarify work processes
Discuss differences
Focus on clarity of communication
Focus on shared interests
27. Gerke, S.K., & Berens, L.V. (2005). The I in
team. Huntington Beach, CA: Unite Business
Press.
Stewart, G.L., Manz, C.C., & Sims, H.P. (1999).
Team work and group dynamics. New York:
John Wiley & Sons, Inc.
29. MORE ON TUCKMAN’S 4 STAGES
Forming: “Forming Teams: A Critical Storming: “When Good Project Teams
Stage for Project Managers” – Go Bad!” - February 10th 4:30 p.m.
February 9th 2-3 p.m.
Norming: “Listening, Learning, Performing – “Project Scientist’s Key
Leading: Use of 360’s in Project Role in Project Performance” -
Teams” – TBD TBD
All Stages: “Collaboration Agreement: A Blueprint for Team Success” –
February 10th 3 p.m.
30. FOR INFORMATION ON OD AT YOUR CENTER…
Center OD Lead Phone # Email
ARC Linda Jensen 650.604.6985 Linda.M.Jensen@nasa.gov
DFRC Paul Condon 661.276.2656 Paul.D.Condon@nasa.gov
GRC Adam Ross 216.433.2941 Adam.P.Ross@nasa.gov
GSFC Kathy Doyle 301.286.8319 Kathryn.L.Doyle@nasa.gov
HQ Kim Haney-Brown 202.358.0433 Kim.R.Haney-Brown@nasa.gov
JSC Paul Cruz 281.483.1158 Pablo.Cruz-1@nasa.gov
KSC Laura Gallaher 321.867.6830 Laura.C.Gallaher@nasa.gov
LaRC Myisha Tucker 757.864.6084 Myisha.Tucker@nasa.gov
MSFC Jim Andrews 256.544.6846 James.G.Andrews@nasa.gov
SSC Anita Douglas 228.688.3698 Anita.W.Douglas@nasa.gov
32. • 1. FORMING
Individual Effort
• 2. STORMING
Transition –
• 3. NORMING Group Work
• 4. PERFORMING Team Work
33. STAGE 1: FORMING
This stage of team development is an
exploration period
Team members are often cautious and
guarded in their interactions not really
knowing what to expect from other team
members
They explore boundaries of acceptable behavior
Behaviors expressed in this early stage are
generally polite and noncommittal
34. STAGE 2: STORMING
This stage is characterized by continued
politeness in meetings followed by side
conversations in subgroups about problems
There may be quiet undermining of the teams
and/or team leadership
Team members may engage in verbal
confrontations
35. STAGE 3: NORMING
The Norming stage of development is
characterized by cohesiveness among team
members
After working through the Storming stage,
team members discover they do in fact have
common interests
They learn to appreciate their differences
They work better together
They problem solve together
36. STAGE 4: PERFORMING
This stage of team development is the result
of working through the first three stages
By this time, team members have learned
how to work together as a fully functioning
team
They can define tasks
They can work out their relationships
successfully
They can manage their conflicts
They can work together to accomplish their
37. STAGE 5: ADJOURNING
This is the final stage of team development
for teams that are not permanent
Tuckman added this stage to his model later
Adjourning takes place as the team begins to
break up and individual members move on to
other activities
Notes de l'éditeur
Developed by Bruce Tuckman in the 1970sHelpful explanation of team development and behaviorModel explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style;Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached
