Cog’s Ladder of Group Experiences – Team Development
Cog’s Ladder of Group Experiences is a model of group development that expands on the Tuckman Model we looked at in an earlier video.
Watching this video is worth 2 Management Courses CPD Points*.
(See below for more details)
This video is part of course module number 4.3.1
Program 4: Managing & Leading Groups
Course 3: Teams
Section 1: Team Development & Team Building
Other videos in this section include:
– What is a Team https://youtu.be/nq2Arav7t4Q
– The Tuckman Team Development Model https://youtu.be/-nlMJcTAz_g
– Accelerate Team Development with Swift Trust https://youtu.be/aiVYyDCz-3s
– Establishing Team Behavior Norms https://youtu.be/4-TM6kINcUs
– Team Building Events: Why, What, and How? https://youtu.be/nhwBZ4lssM8
– John Whitmore’s Team Development Model https://youtu.be/VxPzQMseW7E
– The Drexler-Sibbet Team Performance Model https://youtu.be/HjEvSjkD7L0
– Kurt Lewin’s Freeze Phases for Team Development https://youtu.be/i9wNwxy9Zmo
Developed by George O. Charrier, at Procter and Gamble, in 1972.
In this model, the group experiences five stages:
Team members start nervous, but are keen to get to know one another. First impressions count, so we see polite social interaction. Ideas are simple, conversation is superficial, people avoid controversy and self-disclosure. We start to form judgements about other members that set the tone for the group’s future.
Why we’re here stage
Why were we brought together. The leader must focus the group on the their goals. Individual needs for approval diminish as the members understand their purpose and set goals. Social cliques begin to form as members make alliances. Communication will become more nuanced.
Bids for power as group members take stances on issues. Members seeking leadership roles become apparent. Others withdraw from the power struggle. They may no longer contribute much – so the team leader needs to find ways to draw them out. You need to be patient in this stage, because it rarely produces carefully considered solutions or decisions.
Once a team hierarchy and role structure is established, members start to listen more carefully to one-another. A team spirit starts to emerge. And, with it, come new levels of creativity and productivity. Team will start to make progress.
If you need to introduce new members, they will be viewed as outsiders or intruders. The group will need to evolve again, as it did initially. So, avoid doing so, if you can.
The team is performing well. Individuals know and understand their roles, they communicate effectively, and carry out their work efficiently. The team takes care of internal concerns with minimal fuss. Now, your task is to maintain this stage for as long as possible.
This is what Henri Fayol called ‘esprit de corps’- the pinnacle of group development.
1. Compare the Cog’s Ladder of Group Experiences with other models of team development, like Tuckman. What are the similarities and differences? (2 MC CPD Points)
2. What aspects of the Cog’s Ladder model are familiar from your own experiences of team development? And what differences are there? (2 MC CPD Points)
– The Five Dysfunctions of a Team https://geni.us/wbIE
– The Wisdom of Teams https://geni.us/7i1AL
– The Belbin Guide to Succeeding at Work https://geni.us/Kzc4GV4
– Dream Teams: Working Together Without Falling Apart https://geni.us/oAgEOdA
– Pulling Together: 10 Rules for High-Performance Teamwork https://geni.us/zUVV3G
– HBR’s 10 Must Reads on Teams https://geni.us/0DLsNe4
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