Lecture 17 on Team stages and dynamics, we will discuss about different stages of team evolution as we can see on the screen it is needless to emphasize that selection of team is a vital activity and needs to be taken seriously. Success of six sigma project is largely depends upon its team. The selection of team mainly depends upon two factors such as nature of project, scope of the project and the technical knowledge and skills required to solve the problems often teams are set to go through several growth stages. Let us discuss the various stages of the growth of the team. various stages of team growth are namely number one forming number two, storming, number three norming and performing, respectively. During the forming stages, the team struggles to understand the goal and this face, the team members are more likely to find out the individual benefit of being in the team as well as the team members who will be in a negative attitude or with some apprehensions in their mind in the storming stages of team growth, the member knows each other well.

Now the team members start bringing ideas and own opinions. At the same time, each member will be explaining why these ideas are better and shows the disagreement with others point. During the norming phases of team growth, the members understand the needs to work as a team. This is a face where members realize about the team goals and team goals. Take importance or the individual goals. Finally, the performing phase the real performance begins.

At this phase, team members work together and achieve the common goals. All stages have been viewed as traditional growth stages of team building. However, there have been recent additions to these points, namely, a job joining where the members meet for final decision and management discusses the project's success and setbacks. The recognition phase where management recognizes the team's effort and reward the team People who have worked in team are familiar with common negative dynamics of the team growth such as dominating. In order to avoid the domination by one or few team members, the team leader should ask each person to participate as well as ask the dominating person to encourage participation from others. reluctance in order to avoid reluctance, make rules that each and every person should contribute and keep speaking to reluctant people.

Foundering is another negative team dynamics. Where the team members are not clear about goals and objectives. To avoid pondering, get the data analysis at the areas of dispute. Accepting opinions without data is also a critical negative team dynamics. To avoid this, emphasize the importance of data analysis and make decisions only based on data analysis reports. Apart from what we have just discussed, there are other negative dynamics, such as rushing to accomplish the milestones or goals.

To avoid this, encourage the team Conduct risk analysis and far reaching studies traveled over the issue of attribution on who should get the credit of accomplishment. However, major part of these negative dynamics could be avoided by proper communication, training and what an effective leadership what makes Six Sigma to be apart from other quality strategies are defined roles and responsibilities as part of organizing for six sigma. This enables the team to achieve breakthrough projects throughout the organization. The Six Sigma organization structure consists of black belts, black belts, who works full time on Six Sigma projects. black belts are thoroughly trained in statistical methods. They should be proficient at leading and working with the teams.

The master black belts with advanced knowledge and statistics and other fields. He provides technical support to black belts, but full time role to train and mentor the black belts to ensure that improvement projects area aligned with organization strategy Green belts are those who work part time with the projects. They work under the direction of black belts and assist them in all the phases of project. They are typically less adept at statistics. champions is the top level manager who is familiar with the benefits of Six Sigma ensures projects are aligned with organization goal, provide the team with the resources and removes the barrier to project executive are the company level executives. The demonstrate support Six Sigma teams and communicate strategy and benefits throughout the organization.

Process owner should be in sufficient high position in an organization and have the authority to decide on process changes have a vested interest in keeping things as they are process owner should be involved with any discussion of process change. That's all for the lecture. We move to the next lecture. Thank you.