OB 2 Course

1. Team
Development
and GRPI Model
CSET - Group 1

2. Table of contents
Team
Development
Models of
Team
Development
GRPI Model
1
3
2

3. Alone we can do so little, together
we can do so much

4. Team Development

5. How do you create, support, and lead a successful
team?
● Efficiency
● Effectiveness
● Harmony
● Personal chemistry
● Conflict management
● Formal structure
Can you think of more attributes and variables required for a successful team?

6. Models of Team Development
Curious? Let’s take a look at seven common teamwork models
1. The Hackman Model
2. The forming-storming-norming-performing-adjourning (FSNPA) model
3. The Lencioni Model
4. The Katzenbach and Smith Model
5. The T7 Model
6. The LaFasto and Larson Model
7. The GRPI Model

7. Hackman Model

8. Hackman Model
Focus on “Effectiveness” of a team
Richard Hackman specified 5 criteria for a team to be qualified as
effective:
1. Real Team
2. Compelling direction
3. Enabling structure
4. Supportive Context
5. Expert Coaching
Pros: All aspects of the team are taken into consideration
Cons: Does not take into account that certain criteria can have different
impact on different team members

9. FSNPA Model

10. FSNPA Model
I. This model was first developed by Bruce Tuckman
in 1965 which contains 'Forming, Storming,
Norming, Performing & Adjourning'. He added
the fifth stage, Adjourning, in the 1970s.
I. It is one of the more known team development
theories and has formed the basis of many further
ideas since its conception.
I. Tuckman's Team Development model explains that
as the team develops maturity and ability,
relationships establish, and the leader changes
leadership style.

11. FSNPA Model

12. FSNPA Model

13. The Lencioni Model
We use it when we want to get ahead of potential team
problems.
This model flips the approach by spelling out pitfalls
that successful teams need to avoid.
Rather than answering “what makes a successful team?”
it answers “what doesn’t make a successful team?”

14. 01 Absence of Trust
02 Fear of Conflict
03 Lack of Commitment
04 Avoidance of accountability
05 Inattention to results

15. GRPI MODEL
Why our team is underperforming?
Why things are not going well on your team?
Why there is an interpersonal conflict in your team?
D. Beckherd, 1972
GRPI MODEL
To understand why teams might not
be achieving peak performance
01
GOAL
02
ROLES
02
PROCESSES
04
INTERPERSONAL RELATIONSHIPS

16. GRPI MODEL
● Goals: teams need a solid and shared understanding of what they’re working toward together.
● Roles: teams need to know who’s doing what, without ambiguity or a lot of overlap between responsibilities.
● Processes: teams need to understand how decisions are made and how work gets accomplished.
● Interpersonal relationships: teams need to understand and respect each other’s communication styles and
work approaches.

17. Oversimplify the complexity
CONS
PROS
Enables a team to analyze their
dysfunction from all sides
Sets attention from individuals and helps
to maintain team cohesion

18. Effective communication
Leadership Management
Visionary thinker Role Enterprise builder
Define purpose Focus Nurture organizational system
Create a mission statement Approach Deliver on the mission statement
Evaluate strengths and needs Methodology Organizate teams, plan, budgets

19. The Katzenbach and Smith Model
● This model was developed by Jon Katzenbach and
Douglas Smith in 1993
● According to Katzenbach and Smith a real team has
the potential for three outcomes-
1. Collective work products
2. Performance results
3. Personal growth
● To achieve all three outcomes, a team must work on
three effectiveness factors: skills, accountability, and
commitment .

20. This model allows teams to find a
meaningful purpose and communicate
that across the business.
It only works with small teams that can
meet regularly
PROS
CONS

21. Teaming
T-7 MODEL
Team-leader fit Team support from the
organisation
Thrust
Talent Task Trust

22. The LaFasto and Larson Model

23. ● Model is called as “Five dynamics of Teamwork and Collaboration.”
● Research included 600 leaders and team members
● They discovered the key features that make an effective team.
Author Frank LaFasto & Carl Larson, 2001

24. Team Members
Team Relationships
Team problem solving Organization environment
Team leadership
Key Features

25. It does not offer any guidance on how to
achieve the dimensions they’ve identified as
most critical for successful teams
CONS
PROS
Great for people who want to understand
the dynamics of teamwork and
collaboration

26. Thank You