Chapter 4 Class Activities - Team Structure and Development
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Spil_vv_IJmuidenChapter 4 Class Activities - Team Structure and Development
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Spil_vv_IJmuidenActivity – Team Structures
For each of the descriptions 1. Decisions are typically made by the whole team
on the right, which of the 2. The leader is primarily accountable for project success
following team structures are 3. One individual performs most of the central tasks
the closest fit? 4. ‘Classic’ team with a traditional boss and subordinates
5. Can be difficult to know who’s on your team
• Top-down team 6. Everyone must remember that each team member is
needed for a successful project
• Interdisciplinary team 7. Challenged by constantly shifting team members
• Superstar-support team 8. Defined by consistent, mutual respect by all members
• Large/variable-structure 9. Requires appropriate planning, leadership, and
team communication to be successful
Tuckman, Bruce. “Developmental sequence in small groups”. Psychological Bulletin. 63 (6). p. 384–99. 1965.
Activity – Which Stage of Development?
Which of the following team 1. There is quite a bit of conflict happening and team
development stages to the members seem unsure if the group will ever be effective
teams on the right seem to 2. The team members seem courteous, but are acting as
be experiencing? separate individuals working independently
3. The team feels a shared sense of purpose and identity,
and outsiders recognize their ability to get things done
• Forming 4. Most conflict has subsided and many of the ‘rules’ seem
• Storming to be in place
• Norming 5. The project seems to be benefitting from the efficiencies
of team members working together
• Performing
6. Some team members are dominating the ‘conversation’
and others are afraid to speak up
Tuckman, Bruce. “Developmental sequence in small groups”. Psychological Bulletin. 63 (6). p. 384–99. 1965.
Activity – Trust and Commitment
Consider each of the following commitment relationships:
Leader ↔ Team Leader ↔ Individual Team ↔ Individual
• What could each party do to build trust with the other?
• What could they do to reduce or break trust?
• For a successful project, what commitments must each party make?
• What factors are important in those commitments?
Activity – Conflict Management
Consider the following scenario:
Finley and Blair have worked well together in the past, but the new project has
increased stress levels significantly. The last week has been particularly difficult – the
next phase is about to begin and their disagreement on which toolset to implement
must be resolved – the choice will affect the entire 5-month phase!
For each conflict management technique (Confronting, Compromising, Withdrawal,
Smoothing, Collaborating, and Forcing), answer the following questions:
• How could the parties use the technique?
• What are the potential advantages and positive outcomes of the technique?
• What are potential disadvantages and negative outcomes of the technique?
Activity – Building a ‘RASCI’ Accountability Matrix
In teams of 3-4:
• Using the grid below, add the letters “R,” “A,” “S,” “C,” or “I” to denote the typical
level of accountability each person has to each task.
• Add at least two new tasks and add the letters as appropriate.
Diagram: Malachowsky, Samuel. Project Team Leadership and Communication. Lintwood Press. 2018. p. 138.
