Putting the pieces together

Waterside Theatre27th June 2006

Timetable for the day

• Session 1 – Understanding each departments priorities and concerns

• Session 2 – Knowledge about, and interaction with, the customer

• Session 3 - Team building & motivation• Session 4 – Taking it back home…..what

next

• What are the aims and objectives of the other department?

• How do they achieve them…what do they ACTUALLY do?

• What information do they need from other departments? (and when)

• What are their top 5 priorities each week?• What are their top 5

issues/challenges/problems?

• How was/is the introduction of computers MEANT to help your department?

• Has it/will it achieve these aims?• If not, why not?

Knowledge about, and communication with, your

audienceTime

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•What information do you need to do this?•Who creates this?•Who holds it?•How is it held?

Who knows what…?

Explicit Knowledgeformal & systematic - easily captured,

codified & conveyed to others

Tacit Knowledgehighly personalised know-how, beliefs and

perspectives

Which comes first?

Tacit Knowledge Explicit Knowledge

Theories about teams/groups

Issue one: What needs to be done

Issue two: How it is done

An effective group will be worth many times more than the sum of its parts

Why bother considering team working?

Discuss your experiences of being a team member….

What were the benefits?

What were the drawbacks?

Typical plus points• Synergy• Better decision making• Faster decision making• Commitment to implementing decisions• Utilising the many skills and abilities of team members• Overcoming weaknesses and building on strengths• Reducing unproductive competition• Sharing knowledge• Fostering communication• Achieving common goals• A learning experience for team members

Typical drawbacks

• Time consuming• Potential for conflict• Group-think (the drive for consensus at any cost, which

suppresses dissent and appraisal of alternative courses of action• Tendency of individuals in a group to take greater risks than if

they were operating on their own (‘risky-shift’)

Stages of team development

Storming

NormingPerforming

Mourning

Forming

FORMING

• Icebreaking session• Make sure everyone introduces themselves• Establish a clear direction and goals• Identify the resources available to the team• Build a supportive environment• Clarify individual roles, expectations and objectives• Identify relevant individuals outside the team• Get the team doing things together

Stages of team development

Storming

NormingPerforming

Mourning

Forming

STORMING• Redefine the team leader’s role• Clarify the roles, responsibilities and expectations of

individual members• Promote real listening• Establish procedures and team processes• Deal openly with conflict• Agree a problem-solving rationale• Reassure that this stage is ‘normal’• Provide positive feedback• Manage conflict constructively and identify the issues• Stay relaxed and calm• Act as a good role model• Try to move the team from ‘testing and proving’ to a

‘problem-solving mentality’• Delegate and give team members responsibility for their

own actions

Stages of team development

Storming

NormingPerforming

Mourning

Forming

NORMING• Discuss team dynamics• Focus on team goals and objectives• Confront issues and resolve them• Reclarify roles and responsibilities• Ask for input rather than telling• Give constructive feedback on team’s progress to date• Arrange training and coach good team working• Demonstrate give and take in their behaviour

Stages of team development

Storming

NormingPerforming

Mourning

Forming

PEFORMING• Coach team members• Be even more open• Admit to their own failings• Ask for support• Give support• Seek out feedback• Delegate and give recognition for individual and team

success• Let go• Make team members aware of their progress • Celebrate success

Stages of team development

Storming

NormingPerforming

Mourning

Forming

MOURNING• Celebrate success• Have a closing-down party• Recognise and reward great performance• Remember everyone in the team• Arrange a review meeting• Plan for known team changes – see this out and let the whole

team know• Re-evaluate current roles and responsibilities – can people

more around and/or do they want to?• Don’t try to replace old team members with exact replicas –

new members will bring fresh skills to the mix• Consider adopting a ‘buddy’ or mentoring scheme to ease the

new member into place• Remind current members of the phases of team development• Take action to help the team come to terms with change

Motivation: ‘The force or process which causes individuals to act in a specific way’

Does money make the world go round?

Cycle of motivation

Effort

PerformanceRewards

Satisfaction

Needs