Creating team harmony

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Creating team harmony by Mind Map: Creating team harmony

1. Recap

1.1. Engage, Relationship, Interest, Motivate

1.2. Models

1.2.1. Belbin Team Roles

1.2.2. Benne and Sheats' Group Roles

1.2.3. Margerison-McCann Team Management Profile

1.3. What Makes a Good Team Member?

1.4. Day to day

2. Tony Bruce

2.1. @tonybruce77


2.3. [email protected]

3. Models

3.1. (Dr. R. M.)Belbin Team Roles

3.1.1. Dr Meredith Belbin studied team-work for many years, and he famously observed that people in teams tend to assume different "team roles".

3.1.2. Broad classification Action Oriented Roles People Oriented Roles Thought Oriented Roles

3.1.3. He defined a team role as "a tendency to behave, contribute and interrelate with others in a particular way"

3.1.4. Plant

3.1.5. Resource Investigator

3.1.6. Co-ordinator


3.1.8. Shaper

3.1.9. Monitor Evaluator

3.1.10. Teamworker

3.1.11. Implementer

3.1.12. Completer Finisher

3.1.13. Specialist

3.1.14. The key is balance.

3.2. Benne and Sheats' Group Roles

3.2.1. Identifies both positive and negative behaviour within a group Task roles - Getting the work done Co-ordinator Personal/Social roles - Contribute to positive functioning Compromiser Dysfunctional/Individualistic roles - Disrupt and weaken Blocker

3.3. Margerison-McCann Team Management Profile

3.3.1. Psychometric tool measuring things like aptitude and personality Margerison- McCann Team Management Wheel 60 Quesions

3.4. Aptitude



3.4.3. Business

3.4.4. Technical

3.4.5. Emotional Intelligence

3.4.6. BET 1 2 3 4

4. Quote

5. Clicking and engaging

6. What makes a good team member?

6.1. What?

6.2. How?

6.3. When?

6.4. Why?

6.5. Who?

6.6. Where?

7. References



7.3. I Want You to Cheat!: The Unreasonable Guide to Service and Quality in Organisations - John Seddon

7.4. Poke The Box - Seth Godin

7.5. Some images from




8. The Five Dysfunctions of a Team - Patrick Lencioni

8.1. Absence of trust—unwilling to be vulnerable within the group

8.2. Fear of conflict—seeking artificial harmony over constructive passionate debate

8.3. Lack of commitment—feigning buy-in for group decisions creates ambiguity throughout the organization

8.4. Avoidance of accountability—ducking the responsibility to call peers on counterproductive behavior which sets low standards

8.5. Inattention to results—focusing on personal success, status and ego before team success

9. Engage

9.1. occupy or attract (someone’s interest or attention)

10. Relationship

10.1. the way in which two or more people or things are connected, or the state of being connected

11. Interest

11.1. the feeling of wanting to know or learn about something or someone

12. What we're doing

12.1. Engage, Relationship, Interest, Motivate

12.2. Models

12.2.1. Belbin Team Roles

12.2.2. Benne and Sheats' Group Roles

12.2.3. Margerison-McCann Team Management Profile

12.3. What Makes a Good Team Member?

12.4. Day to day

13. Motivate

13.1. provide (someone) with a reason for doing something

14. Day to day

14.1. Ask the questions

14.2. Positive action over positive thinking

14.2.1. think AND do

14.3. Ask the questions

14.4. Feedback

14.4.1. Express what you do want, rather than what you don’t want.

14.4.2. Avoid vague, abstract or ambiguous phrases

14.4.3. This is what you did; This is what I feel; This is the need of mine that was met.

14.5. Reciprocation

14.5.1. Rule Of rule essentially states that if someone gives something to us, we feel obligated to repay that debt

14.5.2. Give help

14.5.3. Ask for help

14.5.4. give and take

14.6. Acknowledge, never dismiss or ignore

14.6.1. Example: Flagged a issue, dismissed as 'your job'

14.6.2. Assuming only hierarchical status have valid opinions

14.6.3. Making people wait

14.7. Sounding board

14.8. Breaking bread

14.8.1. The best ideas are shared over food

14.9. Listen

14.9.1. music

14.9.2. Information is the means of improvement

14.10. Beware of the curse of knowledge

14.10.1. cognitive bias

14.10.2. can be off-putting

14.10.3. can leave people feeling dejected

14.10.4. why they should care?

14.11. Appreciate any input

14.11.1. Why?

14.12. Beliefs followed by behaviours

14.13. Find people who work because they believe over people who work for a pay cheque

14.14. Perspective

14.14.1. Example: Let go but learned

14.15. Invest time with people whose work crosses organisational boundaries

14.16. Think

14.17. Reliability

14.18. Dot the i's and cross the t's

14.18.1. Problems don't lie in the philosophy of procedures but in practice, and practice is goverened by attitude

15. Thinking