Pre work brazil final


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Pre work brazil final

  1. 1. I) LEARNING CONTRACT OF EACH TA UNIT 1. Where have we been (as a unit/community)?Brazil TA initiated in 2009 when Senac São Paulo together with BancoSantander called TA to Brazil to hold a 2-weeks long Team AcademyExperience workshop. As a continuation of that Senac established an internalteam called ”guardians of TA” to work on implementing TA in Senac. In order toknow TA more, Senac made Learning Expeditions to Finland and Mondragon in2009-2010 and in March 2011 Senac  planned an internal Kick Off week for TAin Senac. It was held during 13th to 17th of June 2011 and it strengthenedSenac’s decision to aim for launching the TA degree program.The initiative reached multiple groups in Senac: 10 directors, 40 students, 100coordinators and teachers, 10 partners, 10 core team members. Furthermore, itwas possible to co-create seven pilots concerning actions towards TeamAcademy implementation culture and learning.The process has been all about co-working, both in Brazil and by skype fromFinland and Mondragon. We are working for constructing a strong internationalnetwork because there’s clearly a need of collaboration with more than one ofthe TA’s in this process.Now in August to November 2011 there has been a multicultural team of Senac,Mondragon TA, Finland TA and Partus working on starting the Brazil TeamAcademy. 2. Where are we now (what is the situation in team coaching, team coaches development plans, number of team entrepreneurs, programs that are running, facilities, network, what else? See also task 3)We are now developing the pilots in order to start up a team academy culture inSenac as an organization. We have some different pilots that were thoughtduring the kick off week with the whole network hosted in Sao Paulo on June:Projectos Interativos: its a pilot developing with teachers in order to implementsome of the Team Academy tools and skills in their course so we can start tryingit out in the classroom. the teachers that are part of this program are all going to
  2. 2. be introduced to the TA tools and way to do things and two or three of them willeven start the Team Mastery in february in order to be a great support to theprocess. This pilot was developed along with part of the professor team and isnow just waiting for the positive answer to continue involving other professorsdue to start next semester. Results: What we have until now is a model of working for the next semester to start already with the TA way (check Annex 1). Empresas Juniores: It’s a pilot going on with the students and it has already introduced the “TA way” and is already giving results. The idea of implementing Team Academy methods in to the Junior Companies already working at Senac was to have the closest example on how will this methodology work in already existing student companies. Team Academy is bringing them other kind of work habits as well as offering them space to network and dialogue among the companies. This is optimizing their potential of business making by creating links between them and the network out side Senac. Results: From the beginning of the process until now, the students feel more empowered and seem more aware of the process they are following. The internal structure and proceeds have changed giving tangible results such as the Junior Company manual (that Senac had been trying to get done for three years). They also realize the strength of the network, the co-creation with clients, the development of a project and an offer and the importance of team working not only among your team but also with others. They have started to develop projects that gather different areas and competences in teams that involve various companies. At this point, there is an routine set of twice a week training session along with Team Academy people (Henna, Valtteri and Ana) and a once a month gather up for Houston Calls that they have already start to host themselves. Recursos Humanos: In the HR team of Senac nowadays are two pilots running:Desenvolvimento do Nucleo de Educaçao Corporativa:We have been running a TA pilot with a team of 7 Human Resourcesdevelopers. This pilot was based on weekly dialogue training sessions, alltogether 8 sessions. Our aim was to experience TA like a team company, andso we practiced TA like team companies do. The process has been challengingbecause TA is different from existing practices of HR. There has beenresistance because we havent given things ready but proposed always co-
  3. 3. creating the sessions. It feels like lacking the concrete applications. However,the HR team has done book birth-givings, called clients to get betterunderstanding about their expectations on the HR department’s services,learned the basics of individual learning in TA and also understoodpedagogically the theories TA is based on: Nonaka’s & Takeuchis ”KnowledgeCreation Theory” & Peter Senges ”Fifth Discipline”. The pilot has provoked theidea of increasing dialogue inside the HR department between different teamsand projects, and that is the most tangible result we have gained.Young Leaders Program:In the Leadership Program we have a very open group of 5 team leaders, whoare ready to go deep in thinking. Looking at the process and according to whatthey have said, the most powerful learning points this far are: - The TA style of leadership, friend leadership, coaching style of leadership - The culture of dialogue and dialogue sessions - Process of learning in TA: books, birth-givings - The power of Leading Thoughts and using them in everyday workMethodologically, the thing that has proven to work very well in this process isestablishing a captain, a leader of the group, a rotating position, with whom theprocess is designed very tightly together. This way the coach gets to know thereality of their work easier, and the captain is very well prepared to lead theprocess onwards, since, most of the methods are very new and require somethinking process.There are three challenges currently in the Leadership Program. The biggestchallenge is the group size and people missing in every session. Currently itseems like some people have some problem committing to the process, but asa group we have already acknowledged this together and are going to act to ittogether.Another challenge is the shortage of time in the process. The process consistsof 7 contacts of 3 hours each. So the essence of learning and the process hasto captured quite carefully, and the process has to be simplified in order to putsmall things in to action.The third challenge is that many times the group has challenges of thinkingthings in a very practical point of view. So for example, if the the assignment of
  4. 4. the Birth Giving is to create practical steps for making a change, they might stillcreate some very general thoughts of the change they want to make. But forsure this will get better within the process, when they are ready.  Post-graduation e Desenvolvimento Social: These two pilots are in process to be designed and will start running in a really close future. In social projects we have already had two meetings to get to know each other’s way to work, and we are planning to make a pilot program in that area while Team Mastery is running in 2012.  Post-Graduation is still at early planning phase.During the 3 months pilot process two writing processes are arising too: one isto translate the Team Academy book in Portuguese that Senac will do and theother is the final thesis of Valtteri Melkko and Henna Kääriäinen about theprocess of implementing TA in Brazil.3. Where are we going? What is our vision?Our joint mission is to establish a TA in Brazil and advance TA approach in LatinAmerica and the whole world. The potential benefits from using this approach toour communities and to our economies are promising.Our vision is to change the society by training team entrepreneurs andempowering ordinary people to do extraordinary things. This process will addvalue to the educational offer in Brazil by changing the way to educateentrepreneurs. We will co-create a development process that can complementthe current models and bring innovation. Our process is based on networkingand social development because we wish to promote cooperation within thenetwork.Senac São Paulo has been pioneer in building entrepreneurial culture amongits teachers, professors, students and employees, thus creating educationalmodels and stimulating new ideas that bring above positive results to theorganization and the community. The construction of the Senac model is basedon the main methodologies existing in Brazil and abroad, and this makes SenacSão Paulo one of the most important national models regarding to educationand entrepreneurship culture. Today Senac is considered the bestentrepreneurship center in the country.
  5. 5. Senacs commitment and brand values are to enable individuals to develop theircompetences with the support of scientific and technological knowledge so thatthey can understand, live, deal with and transform their lives and their socialpractice through their participation in the community. This is very well alignedwith Team Academys practices and so we want to work together.For this reason Senac wants to take care of the brand and quality of the TAeducation offer in Brazil based on Team Academy values. The strongest part ofTA process is experiencing the method. Senac wants to be able to offer TA-based experimental learning in Brazil too. In order to run the programsrespecting the TA way of working, Senac will train team coaches who are ableto implement this culture and values in coaching work and in their projects.Senac is investing the time and money it demands to experience the process ofteam learning and to become team coaches and be able to run the programs inTA way for the students of Senac.Senac is a very respected educational institution in Brazil, and every programSenac offers needs to be aligned with Senac’s brand. Since Senac has decidedto work with TA in Brazil it’s necessary to define what are the rules of using thebrand of TA worldwide. 4. How do we get there?Making decisions about the business model of TA internationally is important forSenac to move on. All the points about the brand use and practices need to beclear. The following steps are in Senac’s agenda:  Meeting with the manager and the rector for developing the Interactive Projects and present the needs of the projects.  Meeting with Santander for closing the Team Mastery groups  Making the Team Mastery happen  Continuing of the pilots  Definition of the Brand use and rights (in Amsterdam)  Get the support of Partus and the rest of the International network stronger and taking out the “initiative” from the BTA name becoming an active Team Academy  Exchange of teamsters to work with Senac  Set and exclusive worker for the developing of Team Academy  Part time dedicated team (GTTA) with training session once a week
  6. 6.  Train Senac’s staff that is involved in the process of setting TA inside the organization  Intensify the projects and the action with the partners  Find and co-create new projects5.How do we know we are there? (measurement, successes...) Team Mastery develops (starting February 2012) and the coaches graduate successfully Forming teampreners (starting and finishing a graduate degree program) Senac is officially an active part of the Team Academy international network Implementation of the Team Academy culture inside Senac on teachers, students and staff.II) REFLECTIVE QUESTIONS 1. Customers:- Co-workers: - HR workers - professors- Students: - junior companies - projetos interativos - other students in campus (related to business administration course and entrepreneurship projects)-Others: - small entrepreneurs Value proposition: Team Entrepreneurship Team Learning Team Coaching Creating a culture of dialogue Friend Leadership New Model of Organization New Way of Building Offers
  7. 7. 2. Tiimiakatemia Learning Networks Leading Thoughts. What do we stand for, your ideas about where we are going? Shared mission and vision? What do we stand for?We stand for team entrepreneurship and creating:PRIORITY (for Senac’s development of the projects):  A document of guidelines and rules of collaboration  A business model for the development and leadership of the network  Process of Team Coaches trainingOthers:  International collaboration, cooperation and support  Co-creation within the network  Transparency in the decisions & actions  Rules for the decision taking and action planing  Voting rules (1, 2 or 3 start rate?)Where we are going?  For the first time creating international TA network guardian team  Co-create the TAs all around the world  First time out of European barriers: process of wider internationalization  Create a BUSINESS MODEL to facilitate the process of new TA to be born in the whole world (real document)Shared mission?  Empower people follow their dreams and create opportunities for themselves  Give everyone a chance to know that another way of education is possible and that they can choose to take it or not  Differentiated diploma from the TA education  Exchanges of teampreneurs and coaches in a simple way all around the world  No boundariesShared vision?  Creating a society of dreams and possibilities, with no boundaries
  8. 8.  Transform the educational norms of higher education to accept that learning by doing is a way to learn that brings high professional results  Transform the society by team entrepreneurship3. How should TALN work and how should it be lead?The network should be lead by the association that is owned by all the TA’s inthe world.Model proposal in the picture.
  9. 9. A board of TALN should be formed by international representatives who worklocally in different TA’s around the world and would travel between the differentTA’s working on guarding the quality. The position in the board would last 1-2-year-long, and the members should apply and be chosen for this position.Board would work according to the decisions taken at the TA Association.The TA units that are part of the Association will pay an annual fee to be part ofit.All the partners of TALN need to inform and be informed about the actions thatcause competition for local TA’s. TALN partners need to have a possibility toagree together worldwide or to decide locally the best actions for guarding thebrand in the local market.4. What kind of help and support is needed in Tiimiakatemias and amongst team coaches? - Traveling members support (the board?) - Junior and coach agents locally supporting especially TA in development (like Henna, Valtteri and Ana did at Senac)  Establish a system for this exchanges: who will pay, what’s the structure behind it...) - Local support of the Team Mastery (at least in the area / continent) - Language supportAnyway, it is hard to imagine a clear answer because we have these doubts:Is team coaches training run by the international TA ”company” or is it run byPartus always? Who gets the royalties for training team coaches, TALN orPartus? What do you have to do to be able to be a TA? Who can use TA brand?How much does it cost to become TA and keep running as a TA? Who cancoach TA programs?5. Nurturing the Tiimiakatemia brand: When can you use Tiimiakatemia name? What must be in shape to be licensed to use Tiimiakatemia name?The Team Academy brand can be used for free and with freedom by all themembers of the TA Association who pay the annual fee. In the case of the TAunits that are in the process of becoming part of the Association, they can alsouse the brand but they have to ask for the right to it for every action they do withTA before being part of the Association.
  10. 10. We still have some questions such as: Who will register the brand TA in eachcountry - Partus or the local partners? And how about the relation to theuniversities, in case the brand is owned by private company?III) BASIC INFO AND BUSINESS PLANNINGBusiness planning coming soon!CURRENT STATUSFounder(s): Senac Sao PauloEstablished: Not yet stablished but building in the way since 2009Type of organisation: A private non-profit institution, Senac – National ServiceFor Commercial Education – Regional Administration for São Paulo State.Senac was created to provide professional qualification for adults andvocational training for young apprentices. Senac São Paulo is one of the mostcomprehensive Brazilian institutions in its offer of education programs, rangingfrom initial to graduate education. It offers diverse and enterprising coursesincluding open courses, technical courses, undergraduate courses (bachelor’sand associate’s degrees), graduate courses, research and university extensionin several fields, as well as distance education and corporate services.Types of programs (and target groups):Length of programs, part/full-time - to be defined in 2012No of Teampreneurs: no teampreneurs officially because there’s no officialprogram yet, but pilot of 3 months in Senac in 2011 has involved 19 juniorentrepreneurs from the junior companies that are team companies.Team of coaches:Team Mastery Brazil is starting in February 2012. There arenot yet team coaches in Brazil, but currently the team of coaches is formed bythe local agents Valtteri Melkko, Ana Aguirre who are teampreneurs and Henna
  11. 11. Kääriäinen, who is a team coach. Mikael Hirvi is the project leader of Brazil TAfrom Partus.No of team coaches taken / taking Team Mastery: 15 from Senac (starting inFeb 2012)Turnover (year): 0€ by now since we are not running the TA in Senac yet.Turnover (year) of team companies (teampreneurs): R$ 100.821,5 = 42 536,01€Tuition fees: not yet definedOther sources of funding: to be included in the business plan - coming soonCurrent issues, joyful challenges: language, choosing the partners, businessmodel of TA internationally effecting locally in Brazil, support the local workwhile there are no team coaches trained yet...
  12. 12. ANEXO 1Pilot project for the application of the Team Academy methods in the InteractiveProjects (PI) in the Graduation of Administration.Objective:Support the students in the Learning by doing, using the active methods basedin the Team Academy way.Operational Model:Considering the Team Entrepreneurship as one of the basic elements of theTeam Academy philosophy, at the beginning of the semester the students willbe divided in teams to develop practical (real) projects related to the areas ofstudy in the program: entrepreneurship and sustainability.The way of operating along in the semester will be this way: • PI: Forming the groups and selecting the activity - the responsible professors (coaches) will be facilitators in this division process. The students will then prospect the companies due to develop actions that will add sustainable value to their clients, considering the economical, social and environmental view. Professor - coach – the teachers will follow up the development of the project along with the students, supporting the context analysis, problem resolution and decision taking. The expected attitude from this professors is to provoke the students into proactivity and autonomy thought the training sessions, that will be hold 8 hour a week. • Subjects:The teacher will follow the content program set for the course, they will as welladd the training session method over the semester. Is important to highlight thatthere will be a strong relation between the subjects and the activities developedin the PI. • Books – a list of books, articles, movies and other materials will be developed. This will be of required reading and will as well be evaluated during the semester. • Evaluation – the evaluation process of the students will have three dimensions: auto-evaluation of the group, evaluation from the teachers
  13. 13. and coaches, and evaluation from the companies in which the projects were developed.ResultsThe expected results are: team learning; personal development anddevelopment of the entrepreneurial spirit; learning by putting the projects inpractice in the real world; autonomy and responsibility of the students; focussingon results.Start • 1st. semester 2012 with the students of LFE of Sustainability Management.Needs • Teachers – Setting two professor-coaches (Helio e Renato) in the PI subject, with an 8 hours per week dedication. This will be the list of suggested teacher to teach the other subjects: Elci, Leonardo, Elisabete Saraiva, André Moreira, José Luis, Donizetti Paiva, and a not yet clear math teacher. • Teacher training – the suggestion is for three teacher to be part of the Team Mastery, as well as a awareness training in the Team Academy methods and tools for the rest of the teachers • Sequence of development of the proposal – for continuing the building of a more detailed proposal is necessary the involvement of the professors suggested in the list above. The dedication needed will be at least 4 hours a week till the end of the second semester of 2011. • Partnerships – continue with the already started talk with the Ethos Institute. • Final Goal – there is a need to define what would be the final goal/prize that will motivate the students on the development of the activities.