What happens when you combine the Tuckman team development model with the FourSight problem-solving framework?
Facilitator, Patrick Duhoux, broke his client team into smaller groups and asked them to brainstorm on ways to improve the team. What he didn't tell them was...
A Simple Way to Accelerate Team Development
By Sarah Thurber
Paris-based facilitator Patrick Duhoux found a simple way to help teams understand their differences so they could work better together.
In a team building session with 25 members of a leading French luxury brand, he introduced a 4-stage problem-solving framework called FourSight. He explained the four stages of the FourSight Framework: 1) clarify the situation, 2) generate ideas, 3) develop solutions, and 4) implement. He also explained that people have preferences for each of those stages. Clarifiers will tend to ask questions that clarify the situation. Ideators prefer to come up with ideas. Developers like to build systems for their solutions. And Implementers want to take action.
The team listened politely. Then Patrick broke them into smaller groups. He told each group they had 10 minutes to produce improvements in the team’s rituals.
What he didn’t tell them was that their groups were organized according to their FourSight preferences.
After 10 minutes, the groups came back together and made their presentations. Patrick listened with amusement. “The Clarifiers read a precise list of questions they had carefully produced. The Ideators had a long list of unrelated ideas that their presenter eventually stopped reading because he had more ideas popping up. The Developers presented a thorough process, and the Implementers used only action verbs to describe what needed to be done.”
The groups had all problem solved exactly to type.
At that point, the team’s manager burst out laughing and asked Patrick, “How much did you pay them?“
Patrick is an expert at team building. As head of training at Dodeca, an organizational development company headquartered in Paris, he has served hundreds of teams throughout Europe. He aspires to give teams two things: a greater awareness of how they work together and tools to improve their performance.
Of course, different teams have different objectives. New teams need to get to know each other and establish norms. Existing teams
may need to “reinvent” themselves, onboard new team members, or deal with change or conflict.
When working with a team, Patrick first analyzes the team’s needs. Then he designs the workshop, stringing together activities and reflections that will lead a team to insight and new agreements.
Patrick uses the Tuckman model to help team members understand the natural development phases every team goes through: Forming, Storming, Norming, Performing and Adjourning. (See graphic.) Patrick uses FourSight to help team members understand the essential problem-solving process and their own preferences in it. He uses both Tuckman and FourSight because, he said, “The concepts are simple to understand and expressed without jargon.”
TUCKMAN MODEL FOR TEAM DEVELOPMENT
Patrick believes FourSight helps teams accelerate through the development process. He explains: The FourSight Framework speeds up the “forming” phase by giving new teams a common language and simple process for problem solving. The FourSight assessment eases “storming” by helping team members understand their differences to decipher interpersonal conflicts in an objective way. FourSight speeds the “norming” phase with problem-solving tools and helps teams achieve “performing” by giving team members both self-awareness and process-awareness to solve complex challenges quickly and effectively.
Patrick is not alone in his belief that FourSight catalyzes team development. Independent research, conducted at IBM, shows that FourSight is one of the most effective ways to grow and develop teams, particularly teams that take on complex challenges like innovation. The researchers believed the secret to FourSight’s success is a two-sided approach to team development: the assessment develops personal awareness and collaboration, while the problem-solving framework develops process awareness and complex problem solving skills. So teams with FourSight develop both better teamwork and better solutions.
Patrick Duhoux is head of training at Dodeca in Paris, France.Sarah Thurber is author of "The Secret of the Highly Creative Thinker" and Managing Partner at FourSight.
12 benefits of using FourSight to build teams
Here’s team building expert Patrick Duhoux’s list of what FourSight brings to the team building table.
The concepts are simple to understand, expressed without jargon
The FourSight framework speeds the “forming” phase
The assessment helps to understand/decipher the “storming” phase
FourSight tools helps to build the “norming” phase
People get to know each other in a different way
FourSight helps team members recognize and respect their own and others’ problem-solving preferences
This creates a common language for discussing their unique experience of day-to-day team interactions
Therefore, teams acquire a powerful tool for meta communication
New awareness of differences makes it easier to suspend one’s judgment, and natural reactivity, especially during the “storming” phase
Teams recognize the value of diverse preferences
Team preferences help map areas of strengths and vigilance for the team
Awareness of a majority preference in one area helps team members be more conscious to include input from those who prefer other areas
Accelerate team development with FourSight. Get certified in Mindset in a live-virtual course this September, and learn to equip teams with a mindset for collaboration and complex problem solving, so they can work together on tough challenges and deliver innovative solutions.
Early-bird registration for the live-virtual course starts June 15. Only 12 seats at the discounted rate.
Email Beth to get on the early-bird announcement list.