【正文】 others can see or know about you that you don’t know about yourself, .: ? lack of selfawareness (you use your hands a lot/gesture) ? you inspire others ? your voice is monotone ? mannerisms, habits 4 ? behavioural style A large blind spot may handicap a person trying to build an effective working relationship. Hidden/Unknown This is the clear pane of glass you don’t see when you look out and others don’t see when they look in. Includes information that is not relevant, so does not need sharing. But also includes information in your subconscious or talents/skills you or others didn’t know you had, which takes a specific event or situation to allow them to surface. For example: puter whizz, a natural scuba diver, hidden strength, calm in an emergency. Individual Reflection How big was your Arena at the beginning of the course? How big is it now? Facilitate discussion to identify that, at the beginning, we are unlikely to reveal too much personal data and we don’t seek to find out personal information from others. However, we may still municate with others/GMs about ourselves in these early stages but is it a true reflection of us, or a fa231。ade? When did you start to open the curtains? It is likely that the participants will be more aware of their blindspots as a result of watching themselves on video/reflecting on their behaviour following an exercise or by receiving feedback from others. Have you discovered any blind spots? The learning from the Johari Window is that the larger your arena of shared information, . that which you share about yourself and others share with you through feedback, then the easier it is to develop open, effective and productive working relationships that are based on trust and understanding. Discussion in pairs amp。 Linking back to teamworking Encourage the participants to identify and discuss examples of situations at work that have been positively impacted through open relationships. Each pair to share an example with the main group. Stages of group development We will now look at this in the context of the way groups tend to naturally develop . the stages groups go through. Norming Performing 5 The Stages of Group Development To get to the stage where a team is performing at maximum potential, it has to change and develop itself from the time when the team was first formed. Most teams go through four stages, although some never get beyond the first two. 1. Forming When a team es together, the initial stage is called “forming”. Team is really a collection of individuals at this point, although they begin to form an identity. Discussions between members focus on facts and opinions, but at a fortable level where some progress can be made. Members are generally polite and courteous to each other, but munication is rather superficial. The team is capable of producing a moderate level of performance. After some time at this superficial level, some members may start to feel frustration or start to express their feelings, particularly if the team is put under task or time pressure. This means the team is entering the “storming” stage. 2. Storming This stage can involve quite a lot of conflict or disagreement. Underlying assumptions and attitudes are displayed and fought out. Views about team performance, team roles, individuals etc. are openly expressed. Positive leadership is particularly important here so that views and feelings are expressed openly, but in a way, which the team can discuss and move forward from in a constructive way. Some teams never get beyond this stage, as they seek to avoid conflict or disagreement, and fail to recognise that the expression of views and feelings can be very helpful and can lead to the building of open munication and trust in the team. 3. Norming In the next stage, the team learns from the “storming” stage and tries out new ways of operating, sets itself new objectives, targets and standards, and each individual mits themselves to the team. Open munication and the giving and receiving of feedback is encouraged, and the team starts to build trust. Regular reviews of team structure and performances may be needed so that adjustments can be made. Performance starts to improve significantly. 4. Performing 6 In the final stage, the team is operating as a single entity. There is open munication and trust. Members’ skills and abilities are being used to the full. Everyone understands and is mitted to team objectives, targets and standards, and each individual knows what their role is in achieving them. The atmosphere is informal, fortable and relaxed. The team easily absorbs new tasks and objectives. The team is performing at maximum potential. Diagnosing the Stages of Group Development Forming ? Storming ? Norming ? Performing Will I be accepted? ? Who’s here? ? What role can I play? ? Gatekeeper ? Harmoniser ? Organiser ? Leader ? Fact finder ? Feel uncertain, tentative Will I be respected? ? What ideas, experiences, expertise can I contribute? ? Do I agree or disagree? ? What’s in it for me? ? The credentials game ? What do I like/ dislike/accept? How can I help the group? ? Here’s how I do it on my job ? Feel fort or disfort about role I’m playing ? Want to help The “I” Stage How can we do better? ? Free to share ideas, opinions, feelings ? Unselfish enthusiasm for group members, the task ? Feel a need for closure The “We” Stage Forming Norming Storming Performing Politeness ? Small talk ? Generalities ? Limited disclosure ? Relationships begin to form Bid for po