TEAM and PERFORMANCE

MANAGEMENT

Dr. Henndy Ginting, M.Si., Psikolog

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 Henndy Ginting
Licensed/registered clinical psychologist; the Faculty of
Psychology, Unpad; Doctorate degree from Behavioural Science
Institute, Radboud University, Nijmegen, the Netherlands; Post-
doctoral lecturer in SBM ITB and 19 years as a lecturer in the
faculty of psychology, Maranatha Christian University.
Interest in personality theories, spirituality, and psychological
measures; using and teaching various psycho-diagnostic
methods, such as projective techniques (i.e., drawing,
graphology), objective techniques (i.e., MBTI, EAS), and
behavioural techniques (i.e., assessment center, DiSC).
Currently, doing research on spirituality, meaningfulness,
happiness, negative emotions, and intolerance of uncertainty.
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 Teamwork
Foster (transitive verb)
1. to give parental care to : NURTURE
2. to promote the growth or development
of : ENCOURAGE <fostered the college in its early years>

Teamwork (noun )
1. the work done by people who work together as a team to
do something

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 What is a team?

T
E
A
M
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 The Differences
Team Group

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 Your Successful Team
Consider your past experiences where you have been involved in a successful
team that you enjoyed greatly working with and it was to your satisfaction.
Answer the following questions about it.

What was special about the

team?
What about the people you
worked with?
What about your role in the
team?
What about tasks you had to
perform?
What about your own
satisfaction, contribution,
significance and growth?

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 Adair’s Model
The common goal
to be achieved

TASK

Everyone has their

own priorities and
missions in life

TEAM INDIVIDUAL
The culture and
style that team
members can
identify with.

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 Team Life Cycle

Maturity

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Forming

Ritual Sniffing

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 Forming
Behaviors

The purpose and goals for the team are unclear

Members feel varying degrees of commitment

Member are cautious, don’t initiative and avoid responsibility

Communication is low and a few members often dominate

Members are dependent on directive leadership

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 Forming
Tasks
Build a common purpose. Establish the expectation of the
customers
Understand personal expectations and interests

Clarify accountability, recognition, and rewards

Assess resources, see who has what to contribute

Leader provides direction and drives the team process

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Forming Storming

Debating
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 Storming
Behaviors

Differences and confusion arise over goals and roles

Struggles errupt over approaches, direction, and controls

Team members react toward leadership with counterproductive
behaviors
Team is uncertain about how to deal with issues openly

Team wrestles with issues of communication

Members act from an independent stance

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 Storming
Tasks

Involve everyone in the discussion

Inquire into differences; include all ideas and opinions

Seek further clarity about purpose and develop a common approach
to meeting project objectives
Assess and test resource needs; make necessary adjustments

Define operational aggrements (norms)

Leader raises difficult issues and coaches team through struggles

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Forming Storming Norming

Roles & Responsibilities

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 Norming
Behaviors

Team gains confidence, feels a sense of momentum

“What”, “How”, “Who”, and “When” become clarified

Team develops agreements on approaches, goals, communication,

and leadership roles

Team builds relationships with externals

Members begin to relate interdependently

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 Norming
Tasks
Develop process for information sharing, feedback, and resource
distribution
Have open forums on tasks and relationships, both internal and
externals

Build appropriate feedback loops with external relationships

Work toward consensus on overarching issues. Negotiate where

appropriate
Leader uses a facilitate style to create the opportunity for others to
lead

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Forming Storming Norming Performing

Tasks & Goals

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 Performing
Behaviors

Members take full responsibility for tasks and relationships

Team achieves effective and satisfying results

Team takes the initiative to continually assess external forces

Team facilitates itself easily through the various stages

Members work proactively for the benefit of the team

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 Performing
Tasks

Continuosly seek to improve tasks and relationships

Assess and evaluate results against purpose and external forces

Celebbrate successes—reward and recognize both team and

individuals wins

Continously test for better methods and approaches

Leader focuses on purpose, interdependent relationships, and

conditions that shif the stages

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Forming Storming Norming Performing Adjourning

Dismantling

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 Adjourning

What are the characteristics of this stage?

What should be done in this stage?

What should not be forgotten?

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 Performance

Forming

Storming

Norming

Time
Performing

Adjourning
Performance Over Time

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 Style Divisions

Directive
Style
Authority

TELL SELL COLLABORATE EMPOWER

Non-Directive
Style

Low Maturity High Maturity

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 Movie : Remember The Titan

TELL SELL

COLLABORATE EMPOWER
 CASE: The Team That Was Not
• Who were involved in the case and what are their roles and
stories?
• What is the company and its general problem?
• What is Eric’s responsibility in the company?
• What is the meaning of “Successful Groups are part art and
part science”?
• What is the problem of the team?
• What are the differences between the individuals ideas?
• What is Randy’s problem?
• What would you suggest to make the team work effectively?
• What is the message of the case?
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Lion
Sprarrow
Turtle
Kancil
Watch the short movie:
https://www.youtube.com/watch?v=N1H

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 Combine Individuals in a Team

Makes the
Role Focus Timeframe
Organization

D Produce What Functional Effective in Short Term

C Administer How Systematic Efficient in Short Term

I Entrepreneur Why Proactive Effective in Long Term

S Integrate Who Organic Efficient in Long Term
Role #1 - Produce
The first and foremost role of a team is to produce results. The
result to be produced is the basic reason for the existence of
the team, which is to satisfy customer needs. This role is
developed in an organization through all those activities that
focus on producing the product or service that is being
offered to the marketplace. Teams that are good at this role
have two unique qualities, they are (1) technically
knowledgeable, and (2) highly motivated (driven) to achieve
the goal. When it is well executed, this role makes the team
effective over the short-term.
Role #2 - Administer
While the Producing role focuses on what to do, the
Administering role focuses on how to do things. The
Administering role is developed by those activities and
functions that are directed at getting things organized,
planned, scheduled, systematized and generally under control
by capturing the learning curve about how to do things right
in processes, procedures and systems. The administering role
has the goal of optimizing the use of resources and running an
efficient team. Teams that are good at Administering have two
special qualities that are very different than those needed to
produce results: (1) logical, systematic and linear, and (2)
meticulous, paying close attention to detail.
Role #3 - Entrepreneur
The world constantly changes, as do the needs of our
customers, the technologies we use, the competitors we face,
and the environments in which we operate. To keep ahead of
these changes, a team must also be constantly evolving.
Entrepreneur is therefore the third role of any team, which
drives the team to successfully adapt to change. It is
developed in a company through all those activities that are
focused on creating new opportunities or responding to
threats. The unique qualities required of organizations for
success in this role are very different from either Producing or
Administering. To Entrepreneur requires that teams have
“sight” and the ability to see things that others cannot see
plus the willingness to believe in those visions and undertake
significant risks.
Role #4 - Integrate
The news is full of stories about companies that were
successful for a while, but were not able to sustain that
success because they lacked this fourth role. To succeed over
a long period of time, teams need to establish a “life” that is
independent of the life provided by its founder(s). The
Integrating role is thus to develop an organic consciousness in
a team by establishing a shared sense of the enduring
purpose and core values and all the other activities that are
necessary to free the organization from dependency on its
founder(s) and other key leaders. The Integrating role focuses
on the development of a cohesive team that makes the
organization efficient over the long term. Teams that are well
integrated have a pervasive and persistent culture of mutual
trust and mutual respect.
 Producer
FOCUS
Process Results

Unstructured Global

Integrator Entrepreneur

PERSPECTIVE
APPROACH

Administrator Producer

Structured Local

Slow Fast
PACE

Adizes Management Styles™

 Producer
Preferred Work Habits Producer

Arrival and Departure Early, leaves late

Office Décor Work everywhere, trophies and awards for personal performance

Loud, fast-taking, tells rarely asks, abrupt and to the point, very
Energy and Speech Patterns busy

Meetings Prefers short, to the point and often impromptu

Focus of Attention Implementing the game plan and responding to crises

Typical Complaint “There is just not enough time in the day”

When Angry Takes charge, dominates, tells

Decision Making Behavior Shoot first, ask questions later

Addresses Problems By Taking charge, working hard and getting everyone else to

Promotes People For Hitting their goals

Fires People For Missing their goals

Typical Reaction to Change “No way, I already have too much to do.”
Attitude towards other styles when operating
in a high Producing mode.

Producers Appreciates.

Disrespects. Feels they create

Administrators paperwork and make things harder.

Entrepreneurs Respects their visionary abilities.

Ignores. Considers them to be rumor

Integrators mongers and politicians
 Administrator
FOCUS
Process Results

Unstructured Global

Integrator Entrepreneur

PERSPECTIVE
APPROACH

Administrator Producer

Structured Local

Slow Fast
PACE

Adizes Management Styles™

 Administrator
Preferred Work
Habits Administrator
Arrival and Departure On time
Office Décor Spartan, professional qualifications on wall plus charts & graphs
Energy and Speech Patterns Quiet, careful choice of words, low key, likes to use facts
Meetings Long. Every week, agenda, allotted time, start and end on time
Focus of Attention Planning, organizing, controlling. Doing things correctly
Typical Complaint People not following the proper process, procedure or policy
When Angry Shuts down and withdraws
Decision Making Behavior Aim, aim, aim. Slow to move, tends to follow precedent.
Addresses Problems By Adding new rules, policies, systems or procedures
Promotes People For Getting things under control, being steady and reliable
Fires People For Carelessness or repetitive mistakes
Typical Reaction to Change “No, its not the way we do things around here”.
 Attitude towards other styles when operating
in a high Administering (Bureaucrat) mode

Criticizes for lack of attention to

Producers detail.

Administrators Appreciates.

Sees as highly unpredictable

and potentially dangerous to
Entrepreneurs company.

Integrators Suspicious.
 Entrepreneur
FOCUS
Process Results

Unstructured Global

Integrator Entrepreneur

PERSPECTIVE
APPROACH

Administrator Producer

Structured Local

Slow Fast
PACE

Adizes Management Styles™

 Entrepreneur
Preferred Work
Habits Entrepreneur
Unpredictable. May arrive anytime of day or night, 7 days
Arrival and Departure a week.
Flamboyant, trendy, art, gizmos, famous people. Often
Office Décor has no desk.
Energy and Speech
Patterns Vibrant, charming, excitable, strong mood swings.
Frequent, spontaneous, adhoc agenda, not followed, can
Meetings last for hours.
Focus of Attention His latest project, product, business or other idea.
Typical Complaint “No one does what I ask them to do.”
When Angry Attacks. Becomes insulting and personal.
Decision Making Fast. Willing to accept huge risks. Often changes her
Behavior mind later.
Addresses Problems By A new approach or idea.
Promotes People For Enthusiastically following directions.
Fires People For Does not fire people. Someone else has to.
Typical Reaction to
Change “This is great” (as long as it is my idea).
Attitude towards other styles when operating in a
high Entrepreneuring (Arsonist) mode

Producers Likes. Useful for implementation.

Administrators Boring and not creative. Can be a real pain.

Competes with. Does not like to share the

Entrepreneurs limelight.

Likes. Useful to find out what is really going

Integrators on.
 Integrator
FOCUS
Process Results

Unstructured Global

Integrator Entrepreneur

PERSPECTIVE
APPROACH

Administrator Producer

Structured Local

Slow Fast
PACE

Adizes Management Styles™

 Integrator
Preferred Work Habits Integrator
Arrival and Departure When everyone else does.
Warm, inviting, comfortable, lots of people pictures,
Office Décor mementos.
Energy and Speech Slow-paced, open, caring, concerned, interested in your
Patterns personal life.
Meetings Regular, long, everyone else talks.
Focus of Attention Teamwork, meeting people's needs, buy-in and consensus.
Typical Complaint "Come on guys, let's stop fighting."
When Angry Submits.
Decision Making Behavior Slow, only decides when group consensus is clear.
Addresses Problems By Communication, getting together to talk things out.
Promotes People For Getting along and putting the interests of the team first.
Fires People For Not being a team player.
Typical Reaction to Change "No, they are not ready for it".
 Attitude towards other styles when operating
in a high Integrating (Super-Follower) mode

OK, as long as they don't create

Producers conflict.

OK, as long as they don't create

Administrators conflict.

Entrepreneurs Likes. Plays up to if the boss.

Suspicious if they have more

Integrators political power.