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The concept of high performing teams was first described by Tavistock pioneers in the 1950s, who understood that before a group of individuals could become a high performing team, they needed to understand not only what they did, but how they worked together. Here are our five top tips to creating a high performing team using a systems psychodynamic approach.
- Being labelled
Many team building and profiling tools are useful in helping us understand the roles we might play in groups. However, they can reinforce a focus on the individual when in fact it’s the group dynamics that need attention. Individuals can often be labelled with informal roles, which are really expressing something on behalf of the whole team. Labels may include ‘the difficult one’, ‘the naive one’, ‘the vulnerable one’, ‘the ruthless one’ and so on. Often our early experience makes us choose these roles, but group dynamics will also put us in them. If this seems to be happening, notice it. What might the whole team be wanting to express that has been located in one person? - Inclusion and exclusion
We have probably all had experience of being either ‘in or out’ of groups and we are often comfortable with one role more than the other. Those who feel ‘in’ find themselves part of the clique - special and privileged. Those who feel ‘out’ may feel rejected, unwelcomed and without an identity. Again, our early experiences, combined with other people’s sense of whether we’re ‘in or out’ can often lead to very complex dynamics. Talk about it in your team. Who might feel ‘in or out’ and are people allowed to be different or does everyone have to conform? - Healthy competition
Groups we work with often deny the fact there is competition in the team, as if it is a bad thing to admit to. In fact the opposite is true – competition exists at some level in all human groups and is often a great fuel for growth and creativity. The problems come when it is denied and goes underground (secret conversations, sarcastic comments) or open warfare breaks out. If talked about it can stay healthy – open, non-judgmental and just normal. Check in with the team. Is competition being acknowledged and is it being used for the good of the group, as well as individuals? - Spotting group defences
Groups naturally find ways to deal with complex dynamics in order to keep going and often this means unconsciously developing defences. The problem is that this can result in groups not focusing on the task. Defences can include over-dependency on a leader, scapegoating, fixating on an external enemy, never moving from talking to action, spending time on unrealistic plans, regressing into immature behaviour, denial…and there are many more. Learn to understand the defences your team might have against some of the more difficult dynamics - then you can pick up on them and refocus back on the task. - Meet regularly
Easier said than done - so many things can get in the way – deadlines, clients, other meetings, personal demands. And many of these are reasonable – life is not predictable. However, spending time together is a ‘must do’ for any high performing team. These sessions won’t work if people don’t feel safe – at many levels. Try to meet in the same place at the same time; close the door to avoid being disturbed; agree ground rules and encourage people to share their fears about what might happen if they speak to something difficult. If these sessions start getting cancelled, people turn up late, or certain people don’t come - use this as data for how the team might be working and what feels difficult to talk about.
At Tavistock Consulting, we have over 20 years of experience in helping people both understand the complex dynamics in teams and how they can talk about them together – in order to release energy and potential for high performance.
Read our blog article: How do you turn a group into a high performing team? and for a no-obligation, confidential conversation please contact: [email protected]
