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Currently viewing the tag: "Motivation"
Studies on Team Motivation and Building Effective Teams stem from the research carried out in Psychology and Sociology. Wilhelm Wundt (1832-1920), the Founder of Modern Psychology, is credited with conducting the 1st research on the subject.
The Social Psychologist Kurt Lewin (1890-1947) is credited with introducing the term “Group Dynamics.” The term defined the constructive and destructive forces within Groups of people. Lewin pioneered the Group Dynamics Research Center at the Massachusetts Institute of Technology, first of its kind dedicated to the study of Group Dynamics and how it could be applied to real-world and social issues.
The latter half of the 20th century saw attention shifted more towards studying how Group Performance could be improved in the workplace to foster an Organizational Culture of cohesiveness, and Tuckman’s study proved significant in this regard.
Bruce Tuckman’s Model on Group Development became one of the most influential studies on the subject. Originally conducted in 1965, the Model was further improved by Tuckman and his colleague in 1977.
Tuckman’s assertion was that each of the phases of the model is indispensable and unavoidable for the team to grow, face up to challenges, tackle problems, find solutions, plan strategically, and deliver results. Tuckman’s model has become the foundation for following models and commonly used by management consultants for Team Management and Client Management. For the model to be applicable in the work place, it is vital to comprehend the process at each stage and its concepts.
Tuckman’s Group Development Model comprises the following 5 stages:
- Forming
- Storming
- Norming
- Performing
- Adjourning
The 5th stage of Group Development called “Adjourning” was added in 1977, by Tuckman and his colleague Mary Ann Jensen.
Let us examine some of the stages of Tuckman’s model for Group Development in a little more detail.
Forming
The key dynamic of the first stage is Orientation. This is the stage where people are brought together in a Group. How quickly the group’s transition to the 2nd stage takes place depends on the clarity and complexity of the goal and members’ previous experience of working in groups. Some of the key characteristics of this stage include:
- An upbeat outlook of group members about what is to be accomplished.
- Anxiousness on part of members about what the other team members will be like.
Managers of the group at this stage have to be directly and intimately involved. Clear guidelines and structure by the manager are necessary to ensure that the team builds strong relationships.
Storming
The key dynamic of this stage is Power Struggle. At this 2nd stage team members feel more at ease voicing and questioning opinions, and that is when internal conflict flares up. Channeling this conflict in a positive direction will make for a cohesive team. Some of the key characteristics of this stage are:
- Perception formation about other team members’ abilities.
- Alliance formation among team members and discussions regarding the goal and the approach to achieve it.
The group leader has to show a Problem Solving Mindset at this stage, swiftly channel conflict between teams in order to avoid demoralization. Among many other actions at this stage, the leader also has to guide the team in decision-making and proffering explanations on how decisions transpired.
Norming
The key dynamic of the 3rd stage of team development is Cooperation. The members concentrate on settling differences to make way for clear definition of organizational mission and objectives. Manager’s role within the team transforms from that of leader to that of a team member.
Interested in learning more about Tuckman’s 5-Stage Group Development Model? You can download an editable PowerPoint on Tuckman’s 5 Stages of Group Development here on the Flevy documents marketplace.
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Restructuring is a turbulent process that shakes the foundations of the organization. The goal of Operational Excellence cannot be realized merely by the surgical removal of human resource during Redeployment after Restructuring.
Keeping focus on moving the organization forward with vitality means boosting the sagging morale of the employees who survive this storm. It is the attention to the surviving employees that is going to kick-start the Revitalization process and usher in a new Organizational Culture.
Employee Engagement is an absolutely vital aspect of the revitalized organization. Re-engagement of the remaining employees after Redeployment is important because:
- It is a given that engagement levels will be abysmally low.
- Motivation to work is not the top priority for most after Restructuring chaos.
- Insecurity is high and employees may be thinking about leaving the organizations on the first opportunity they get.
- The Revitalization of the organization depends on how the survivors are handled.
To handle such state of affairs, management must do the following:
- Develop a concrete plan for Re-engagement during the Organizational Design.
- Allocate appropriate time, effort, and budget for boosting motivation levels.
- Implement Re-engagement plans that address the diverse Motivational Drivers.
- Communicate consistently on an organizational level as well as individual level to reassure employees regarding their future.
- Train line managers on how to handle surviving team members.
- Push line managers to spend time with individual employees to learn:
- How team members have handled the Redeployment process.
- How employees sense the challenges moving forward.
- What primarily motivates them as individuals.
- Use motivational assessment methods and integrate the survivors into existing development discussions to align them with organizational processes.
Poor management of the Employee Re-engagement process is bound to have repercussions, such as:
- Absenteeism
- Low productivity levels.
- Substandard customer service quality levels resulting in tarnished image of the organization.
- Dwindling employees’ commitment to the organizations.
- Increased risk of switch overs.
Active Employee Re-engagement ensures that the employees are:
- Clear on the next steps.
- Clear about their new roles.
- Can effectively deliver against the new roles.
- Keen to work in the evolving scenario.
Redeployment in the Restructuring process affects all employees regardless of whether they stay or leave.
Employees typically showcase 4 types of reactions during this transition:
- Departure Grief
- Survivor Relief
- Survivor Irritation
- Departure Happiness
Typically, the organizational focus is more on the employees who are leaving, assuming that those who get to stay are happy employees. This may not be the case. Care must be taken to address the motivational drivers of all employees in this transitory process.
Let us examine the Employee State, their Motivational Drivers, and appropriate Actions to take during Restructuring, a little more deeply.
Departure Grief
The motivational drivers that induce the state of “departure grief” in employees include:
- Loss of earnings and benefits such as pension plan and health insurance can be stressful.
- Loss of daily routine can be upsetting and takes some time to cope with.
- Forced shift in lifestyle upsets not only the person but the family too which may take a psychological toll.
- Feeling of rejection crops up as a result of being let go, lowering self-esteem.
- Loss of financial empowerment puts the person, especially the head of the household, in a vulnerable position.
To help employees cope with Departure Grief, the organizational leadership should take some key actions, such as:
- Help the ex-employees through counselling sessions.
- Guide the employees in preparing job applications and CVs.
- Assist the ex-employees get placed in alternative jobs.
- Guide the ex-employees in putting the compensated amount to good use.
Interested in learning more about Re-engagement after Restructuring? You can download an editable PowerPoint on Re-engagement after Restructuring here on the Flevy documents marketplace.
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You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:
“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”
– Bill Branson, Founder at Strategic Business Architects
“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”
– David Coloma, Consulting Area Manager at Cynertia Consulting
“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”
– Roderick Cameron, Founding Partner at SGFE Ltd
