Why is this course extra powerful? This course leverages the fundamental principles of storytelling to provide you with valuable insights into team dynamics and developmental processes. As you read the texts and watch the clips, you'll gain a deeper understanding not only of how you interact within groups but also of the underlying principles that drive growth and change. This knowledge is applicable in all areas of life... Why is this course extra powerful? This course leverages the fundamental principles of storytelling to provide you with valuable insights into team dynamics and developmental processes. As you read the texts and watch the clips, you'll gain a deeper understanding not only of how you interact within groups but also of the underlying principles that drive growth and change. This knowledge is applicable in all areas of life, from team development to personal relationships to organizational development and your own personal journey. Show More

In this first chapter, we explore the twelve phases of team development sequentially, step by step. We delve into the characteristics, advantages, and disadvantages of each phase. Each phase serves a distinct purpose. At times, a team may bypass a phase, but team members will eventually need to learn the lessons of that phase at a later, potentially less opportune moment. The duration of each phase can vary, depending on... In this first chapter, we explore the twelve phases of team development sequentially, step by step. We delve into the characteristics, advantages, and disadvantages of each phase. Each phase serves a distinct purpose. At times, a team may bypass a phase, but team members will eventually need to learn the lessons of that phase at a later, potentially less opportune moment. The duration of each phase can vary, depending on your team's rate of development. Some teams may become so deeply entrenched in a phase that the only viable escape route is to dissolve the entire team. An alternative strategy for the team is to revisit a previous phase and acquire the necessary fortitude or learn the skills required to surmount the obstacles. Show More

Each person has a set of unique qualities that can support the purpose of a team. Some team members function optimally at the beginning of the journey because they are good at networking, entrepreneurship or hard work. Other team members are actually good at team branding and recounting the team's successes with verve. Yet another team member remains extremely calm or thrives in crisis situations. If you want to help a... Each person has a set of unique qualities that can support the purpose of a team. Some team members function optimally at the beginning of the journey because they are good at networking, entrepreneurship or hard work. Other team members are actually good at team branding and recounting the team's successes with verve. Yet another team member remains extremely calm or thrives in crisis situations. If you want to help a team function optimally, you need to know what qualities each team member has and at what phase they can best be deployed. This task is not exclusive to the formal leader; all team members can thus learn to better assess, encourage and appreciate each other. Each phase of the team process requires a specific team role. A team member can fulfil multiple roles, so it is not necessary that a team consists of a minimum of twelve people. Some roles are valued more often than others, but no role should be idealized or disowned because they all have their pitfalls and they all serve a unique function to the team's goals. When a team is able to see the diversity of characters and team roles as a strength, it can embark on an exciting journey and make a meaningful contribution. For educational purposes, we will discuss each role as if it were one person. Remember, however, that each team member usually has a set of competencies. With that, a team as a whole also has a composite set of skills. It may be that that set is appropriate for the whole team journey, or only for a certain part of the journey and less so for another part. Then team members have the opportunity to figure out whether they want to learn new skills themselves or supplement the team with new team members who possess the missing skills. It may be helpful to first take a look at the end of this chapter. There you find the exercise "Who can best perform which team role?" If you print out that sheet you can make notes during the following lessons. Show More

In this third chapter, we cover the different skills required of the team leader. We describe them as the skills that are needed in each of the 12 phases of team development. We also discuss the pitfalls involved in each form of leadership. Of course these skills will also be needed in other phases of the team development. But they will be dominant in the specific phases. Each phase requires the team leader to balance the... In this third chapter, we cover the different skills required of the team leader. We describe them as the skills that are needed in each of the 12 phases of team development. We also discuss the pitfalls involved in each form of leadership. Of course these skills will also be needed in other phases of the team development. But they will be dominant in the specific phases. Each phase requires the team leader to balance the key forces at play in that phase. For example, in Storming (phase 2), the team leader can, on the one hand, allow or encourage confrontation and healthy competition, and on the other, must be careful that these forces do not get out of hand, or that team members create insurmountable clashes with each other. Balancing, reconciling and adaptive leadership is thus a key challenge for the team leader in each phase of the team journey. Team leadership can be performed by the formal leader, but also by other team members. In our view, leadership is thus a function that can be performed by different team members in different phases. Formal and informal leadership can complement each other well if necessary. Show More

The tension fields between polarities are a final component of team dynamics that deserve attention in studying team development. These polarities can (and will) arise between opposing team roles, between team leadership styles and between important aspects of team culture. In short, there are always opposing forces at work within a team. If managed well, they can be transformed into creative tension fields or reconciling... The tension fields between polarities are a final component of team dynamics that deserve attention in studying team development. These polarities can (and will) arise between opposing team roles, between team leadership styles and between important aspects of team culture. In short, there are always opposing forces at work within a team. If managed well, they can be transformed into creative tension fields or reconciling paradoxes. In this chapter, we pay attention to functional and dysfunctional polarisations. Show More

We have come to the end of this course on Team Development. A few final remarks. We have come to the end of this course on Team Development. A few final remarks.