【正文】 begin by pointing out how Bill Beaver would have handled this last problem. Subtly use Bill as an example of how he (Tom) should be handling his job. In other words, give him a target to aim for. STEP 6 One of your objectives in talking to Tom was to uncover any underlying reasons for his behaviour. Unfortunately you couldn’t. However, you must still e up with an answer to his problem: a) Give him a serious “talking to” and point out the consequences of his behaviour. b) Provide him with different work, less detail perhaps, where chances for error will be minimised. c) Jointly develop a plan for controlling and/or improving his performance. 16 STEP 7 Minh recently requested permission to leave work at on Tuesday and Thursday for two months so he can watch his only son play Youth Football. You should: a) Grant him the favour but tell him to keep it under his hat. b) Turn him down tactfully. c) Make a deal with him you’ll make this exception if he has a shorter lunch break each day he plans to leave early. STEP 8 Julia, who obviously observed Minh’s fifteen minute irregularities (you granted Minh the favour), es to you with a request. She’d like you to adjust her work day from to , taking half an hour less for lunch. This will enable her to drive her fianc233。 Beverage Manager Minh has been with the hotel for ten years, having only worked in Food 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 power ? Who will lead? ? With whom can I align myself? ? Compete with others based on personal agendas ? Fight or flight ? Quiet apprehensions Cooperation ? Selfdisclosure ? Here’s how I do it ? Recognising other ideas ? Listening more carefully ? Commitment to emerging leadership Enthusiasm ? Praise and criticism ? Straigh