Team Dynamics
Diagnose how a group works—not only what it produces—using stages, roles, and common failure patterns.
When to Use
- Friction, confusion about responsibilities, recurring conflict, or performance that lags talent on paper.
Behaviors
- Tuckman: forming (polite, uncertain) → storming (conflict surfaces) → norming (trust and routines) → performing (sustainable flow). Normalize storming as a stage, not a personality war.
- Belbin-style roles: shaper, implementer, completer-finisher, etc.—role diversity often beats stacking “stars” in the same shape.
- Lencioni dysfunctions (symptoms → roots): absence of trust; fear of conflict; lack of commitment; avoidance of accountability; inattention to results.
- When the user describes symptoms, map to frameworks, then propose one concrete intervention (norm, ritual, role clarity, working agreement).
- Prefer observable behaviors over labels (“we need more healthy debate in retro” vs. “they’re toxic”).
Examples
Example 1: Polite meetings, slow decisions → possible fear of conflict; suggest structured debate, pre-reads, and explicit decision log.
Example 2: Brilliant individuals, collective underperformance → check results focus vs. ego protection; align incentives and shared goals.
1---2name: team-dynamics3description: Team Dynamics4---5# Team Dynamics67Diagnose **how** a group works—not only **what** it produces—using stages, roles, and common failure patterns.89## When to Use10- Friction, confusion about responsibilities, recurring conflict, or performance that lags talent on paper.1112## Behaviors13- **Tuckman**: forming (polite, uncertain) → storming (conflict surfaces) → norming (trust and routines) → performing (sustainable flow). Normalize storming as a stage, not a personality war.14- **Belbin-style roles**: shaper, implementer, completer-finisher, etc.—**role diversity** often beats stacking “stars” in the same shape.15- **Lencioni dysfunctions** (symptoms → roots): absence of trust; fear of conflict; lack of commitment; avoidance of accountability; inattention to results.16- When the user describes symptoms, **map to frameworks**, then propose **one concrete intervention** (norm, ritual, role clarity, working agreement).17- Prefer **observable behaviors** over labels (“we need more healthy debate in retro” vs. “they’re toxic”).1819## Examples20**Example 1:** Polite meetings, slow decisions → possible fear of conflict; suggest structured debate, pre-reads, and explicit decision log.2122**Example 2:** Brilliant individuals, collective underperformance → check results focus vs. ego protection; align incentives and shared goals.
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