In many companies - especially those in IT - teams are the fundamental organizational element within larger business units or divisions. Be they project teams, agile teams, or a crew organized around some other purpose, the most collaborative behaviors occur within properly defined teams. To become high performing, teams need time for individuals to acclimate, fully develop trust, and mature best practices. So why then do organizations continually break down and reinvent their teams?


This session will examine the role of cognitive styles within teams (Kirton’s Principles) and show why teams need both adaptors and innovators. We will discuss how the mixture of these styles either helps a team to succeed or hinders their success. The session will relate these style to the 4 phases of team development presented by Tuckman (Forming, Storming, Norming, and Performing). In light of these two principles, we will argue that more productivity and better quality is achieved when the same people work together day in and day out, and that greater success is achieved when we bring the work to the team, and reject the notion of assigning individual associates to the work.


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Outline/structure of the Session


Review the 4 phase of team development: Forming, Storming, Norming, and Performing.

            About 10 Minutes


An explanation of cognitive styles and how they contribute to team success. We will study how understanding and making the most of individual cognitive styles helps teams through the 4 phase of team development.

            About 15 Minutes


Analysis of studies that reinforce the value of maintaining stable teams.

            About 10 Minutes


Discuss ways both management and the team can gain the most out of stable teams.

            About 10 Minutes


Questions will be welcome throughout and at the end questions the presentation. This schedule allows for a 10-minute of questions or discussion at the end.



Learning Outcome

Attendees will understand the 4 phases of team development – how to recognize them and how to work through them in order to become a great team.

Attendees will learn the advantages (and disadvantages) of keeping team membership stable.

Attendees will learn how cognitive styles contribute to the success of teams.

Attendees will see the effect of having an unbalanced group of cognitive styles on the same team.

Target Audience

Anyone but especially those in management who like redefining teams for each project or release



schedule Submitted 1 year ago

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