High Performance Teams Certification Brochure


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High Performance Teams Certification Brochure

  1. 1. High Performance Teams Experience the advantage of working collaboratively COOPLEXITY INSTITUTE The referent in collaboration
  2. 2. “The formation of a new team of persons coming from different business areas, and even from other organisations, to take on a far-reaching project resulted in the need to develop a training program that would create a propitious environment for interpersonal knowledge and promote teamwork. But above all, it was necessary to clearly show the challenges and problems that we faced, which is the most novel aspect with respect to a training action. The experience with the Equilibrium Cone was simultaneously gratifying and successful, given that it combined fun aspects (games and simulators) and operational aspects (specific work projects) that satisfied the objectives of both cohesion and efficiency, respectively.” Ricardo Alonso Fernández Director of Corporate Banking Global Banking & Markets Santander Banking Group
  3. 3. Objectives The current environment in which organizations must compete is increasingly complex. Firms must survive and grow in an interconnected world in which it is increasingly difficult to foresee future environments. The objective of Synergy program is to develop the following organizational capacities and competences: Distributed leadership: To appreciate and act upon recognition of the significant differences between traditional leadership paradigms, based on the individual and the new model of distributed leadership which is based on the executive team function. High Performance Teams: To build autonomous and self-driven teams that develop initiatives, to make risk-based decisions and that can demonstrate flexibility and diversity in action. Change management: To identifying the benefits of decision-making based on teams in situations of complexity, interrelationships and constant change. Decision Making: To identify the guidelines needed to take actions through uncertainty and to reconcile anxieties arising from such decisions. Synergy: To promoting the optimal distribution of resources through shared use. Synergy is an attended seminar that, for two days, submerges the participants in a situation of growing complexity, uncertainty and change. With the use of a behavioural simulator, it achieves a high impact and generates emotional ownership, whereby learning through experience is assured. Our diagnostic approach based on the notion of duality – personal and business – allows clients to recognise how inter-relating personal capacities is the key to promoting cultures of Shared Leadership and Teamwork in organisations. Experimentation through Gaming and Simulation is a highly effective, attractive, motivating and proven learning methodology, with constant changes of rhythm, which encourages constructive interactions and sustainable, participant owner- ship. Our program designs reflect our belief in the idea of serious play and its causal link to executive performance.
  4. 4. “Participating in HIGH PERFORMANCE TEAMS was an intellectual challenge for me due to the different way of facing a known subject. The idea of breaking with schemes and not being anchored in traditional ones is perfectly clear. Learning to dominate my natural leadership in order to adapt it to good teamwork was another good practice. Overall, an intense and very recommendable experience for people who want to learn different methodologies.” Jordi Ballesté Vice-President Angelini Group
  5. 5. Program Outline Introduction to High-Performance Cultures  How technology and globalization influence the ex- ecutive decision  The risk of treating complex decisions as simple. Long term and systemic implications  More than the sum of the parts- a complementary approach to executive teams The importance of a High Performance Environ- ment  The impossibility of direct intervention in the High Performance Environments  An Entrepreneurial Team Learning Perspective- how to build a flexible and adaptive organization  Communication as the product outcome of an inter- active exchange process rather than a simple infor- mation dissemination process High-Performance Leadership  The new field of Distributed Leadership for today’s high performing executives  A fundamental dichotomy in leadership styles: the Entrepreneur versus the Manager  The risks of dysfunctional leadership profiles: indi- vidualism, simplification, groupthink and perfection- ism  How does leadership behavior encourage or discour- age team performance  Measuring risky leadership behaviors through the TEAM 12 test High-Performance Teams  Teamwork is an emerging pattern of decentralized and spontaneous self-coordination  Promoting team consciousness  Excessive cohesion is a disadvantage. Teamwork is not an end in itself  The group dynamics approach maximizes results through collaboration High Performance Organization  My weakness is the result of my politics. How am I blind to it?  An organization that learns from experience. The im- portance of failure, errors and mistakes  Silver bullets in designing for the “it depends” conun- drum. Learning to discriminate The personal perspective  How to benefit from the anxiety produced by uncer- tainty  We are prisoners of our own mental models  Locus of control or how to take the responsibility for our decisions The Cooplexity model  The knowledge level: Pro-activity oriented to results and relations  The teambuilding level: group integration and trust generation  The team working level: equal relationship and crite- rion of action
  6. 6. A Holistic Model of Organizational Complexity. High Performance Teams is an experiential learning program based on a behavioural simulation that enables participants to transition from a situation of uncertainty to one of complexity. The first stage of uncertainty relates to conditions of change, crisis, chaos, mergers and takeovers, and can include the dynamics of growth, new businesses, and corporate restructuring. The second stage of complexity is related to mature, competitive, globalized, interrelated and interdependent markets. As the program progresses, both organizational- level and personal-level needs are diagnosed. Initial competences tend to focus on either exploration, flexibility, the ability to influence, or learning. This is complemented by a subsequent focus on more relational competences including team dynamics, such as, motivation, communication, cooperation, shared leadership, delegation and coordination. As the participating team develops, and as an indirect result of its search for a proposed objective, the group modifies its priorities naturally i.e. without external interventions. The participants become aware of the ‘whole’ and balance the achievement of their personal goals with those of the organization. A playful, powerful and experiential dynamic, generates high emotional impacts on group motivation and cohesion, and so builds a heightened sense of ‘ownership’. In complex and interdependent environments where the individual capacity to decide appropriately is either exceeded or dependent on others, the team decision-making mechanism kicks- in. A new approach to decision-making is demanded, allowing the organization to build a consensual strategy driven by actions based on tacit and local knowledge, creating synergies through distributed leadership. Our rigorously developed conceptual model enables subsequent personal action plans and the immediate transference of new executive competences to the client’s organization. Overview
  7. 7. Key takeaways The dynamics of the program allow critical executive themes to be internalised, and include: Areas of personal analysis  How to tolerate frustration to permanent and ongoing change.  How to work in uncertain environments.  How to transition from the ambiguous (emotional) through to the paradoxical (emotional/ rational) and from the paradoxical through to a resolution (rational).  How to manage anxieties generated by a sense of a lack of control in emergent situations  How to generate attitudes favouring Teamwork as an organizational response.  How to communicate in symmetry (from peer to peer, as equals).  How to embed and recognize the effects of Non-hierarchical leadership.  How to develop and produce performance-enhancing competences in the relationship be- tween level of ambition, commitment and results. The perspective of the participants is such that the transfer of program learning outcomes to organiza- tional realities is high. This also allows for:  Filming the sessions in order to obtain personal video-feedback with an analysis of personal behaviour and individual impact on the group and organization.  Planning subsequent coaching sessions.  Complementing the session with subsequent consulting for the organisation based on the model used.  Defining an action plan for personal development. Therefore, the program is directed at companies and organisations of a certain size and complexity. Spe- cifically, it is directed at companies that are either operating in highly competitive environments, face rap- idly changing situations or seeking high strategic growth rates as a result of new executive initiatives.
  8. 8. “This program is an intelligent way of demonstrating through play that at the company, we are all necessary and that there is strength in unity. It is a side to transversality, and at Dannon it has been very useful for realising how important people are in all functions, each in their own role, so that projects advance and become a reality.” Robert Cosialls Director of Purchasing of Dannon for Southern Europe
  9. 9. Faculty Pr. Ricardo Zamora Zamora has specialized in the development of sys- temic competences and applies this program in large corporations with complex interrelationships. He is the creator of Synergy, an attended seminar that, for two days, submerges the participants in a situation of growing complexity, uncertainty and change. He is managing Director of Training Games and as- sociate professor in the Advanced Management Program at ESADE Business School - Executive Edu- cation, Department of Business Policy. Associate professor at the Executive MBA and Bologna Mas- ters at ESADE Faculties. His publications include “Cooplexity: A model of collaboration in complexity for management in times of uncertainty and change” and “Teamwork: motivation, commitment and results”. Is member of the ESADE's Leadership Development Research Centre focused on effective leadership and emotional and social competencies (Glead). He is member of the System Dynamics Society and NASAGA (North American Simulation and Gaming Association). Pr. Edward Gonsalves Edward specializes in the development of execu- tive program design for teams in entrepreneurial and large firms. He holds a number of director- ships, advises, consults and publishes in the area of Strategic and Entrepreneurial Learning. Edward is a Visiting Professor on MBA and Entre- preneurship Programs at the European Business School, London, Barcelona Management Institute and Toulouse University Business School-ESEC, Bar- celona. Edward is a Founding member of the Bar- celona Entrepreneurship City Group. His publications include C.W.J.A., Gonsalves, E. (2008). Entrepreneurial Resource, Organizational Learning and Strategy-Making: Linking Theory and Empirical Design. In R. T. Harrison, & C. M. Leitch (Eds.), Entrepreneurial Learning: Conceptual Frameworks and Applications. London: Routledge. He was the learning facilitator on the Park Royal Partnership 'Entrepreneurial Mentoring Program' for Small & Medium Size enterprises (a London De- velopment Agency funded program) and is a lead adviser to the GBP15m London Carnival Village capital Project. We deliver value to our clients through the combination of experiences in both the academic and professional learning spheres. The faculty of the High Perforrmance Teams program presents a unique combination between academic and professional careers. Both, Edward Gonsalves and Ricardo Zamora are professors at prestigious Uni- versities and Business Schools; they have specialize on complementary aspects of the Cooplexity model upon which the seminars are based and both have applied their knowledge with proven success in large companies and multinationals. Many of their publications and lines of research are used in the course material, readings, tests and form the basis of group discussions.
  10. 10. Customers University Partners ESADE: Management School of Business of Barcelona (Spain) UTD: University of Texas Dallas UAB: Universtat Autónoma de Barcelona Mass Consumption Cobega (Coca Cola Group), Dannon , LU (Dannon Group), Font Vella (Dannon Group), Heineken, Puleva Food, Mahou-San Miguel, Grupo Siro, Bimbo (Sara Lee Bakery Group), Unilever, Frigo (Unilever Group), Nestlé, Arbora & Ausonia (Procter & Gamble Group) Technology Telefónica, Hewlett Packard, Thales Information Systems, Adbraintage, Astra, T- System Pharmaceutics AstraZeneca, BDF - Beiersdorf, Boehringer Ingelheim, Farma-Lepori (Angelini Group), CibaVision (A Novartis Company), Novartis, Roche Diagnostics, Pfizer, Chefaro , Lilly, Medichem Finance Santander Group, Banco de Sabadell, Deutsche Bank, BBVA, Caixa de Catalunya, La Caixa Construction, Real Estate Ferrovial-Agroman, Acieroid, Lafarge-Asland, Inmobiliaria Colonial Health Sanitas, Sanitas Residential, Mutua del Carme, Asepeyo Chemicals Kao Corporation, BASF, AKZO Chemicals Utilities REE (Red Eléctrica de España), ENDESA, UNIÓN FENOSA,AGBAR Group Textile, Fashion INDITEX, Dimodes, Nike, Venilia (grupo Solvay) Logistics DHL COOPLEXITY INSTITUTE 17 Cox’s Ground Oxford OX2 6PX T. +44 (0) 203 026 5376 www.cooplexity.com