Last month, we hosted the Success Through People Webinar Series which featured our experts discussing how the TMS suite of Profiles can be used to achieve higher performance in the workplace.

We had a fantastic number of participants from around the world; some new to TMS, and some very long-time accredited members, join the session.

We’re regularly asked how TMS can help teams in conflict.

Current research looking at the impact of conflict on team performance is pretty clear – it’s usually not good. It is only under very specific circumstances that conflict has a positive consequence.

So how does the Team Management Profile (TMP) work in relation to Tuckman’s model?

In short, the TMP helps to fast-track the team’s development and get the group to the Performing stage as quickly and smoothly as possible.

Continuing from my previous blog on this topic, let’s look at specific things that could be done to address a situation where two people just don’t get on...

Recently I was asked in a workshop, ‘How does Team Management Systems (TMS) help two team members who just do not get on.’

For many people, there are few things that are as counter-productive, stressful and difficult to manage as when there is animosity between members of a team. This tension is not only to the detriment of morale within the group, it also exerts a more tangible impact on operations through things like constricting information flow and resource sharing, increasing absenteeism and attrition, the list extends ad nauseum.

A key feature of the TMS approach is that it is primarily work-focused. A typical discussion using TMS Profiles starts by addressing the operational requirements of the team, that is, what they actually need to do in order to achieve their results.

Over a million people have completed a TMS questionnaire and we know that 2/3rds of our database prefer tasks that involve developing ideas into an organised set of activities that will actually produce something – essentially, an outcome focus. Therefore, by starting your group facilitation with a discussion of their work performance, learners see a more direct link between concepts about individual differences (the soft stuff?) and the implications these differences have on the work they do (the hard stuff?).