High Performance Teams: Quality Tools For Quality Teams


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Slides from a Team Development Workshop. How to develop high performance Quality teams; With a prescriptive model that can be applied and utilized.
Facilitative leadership of teams.
Effective Prevention and intervention methods of maladaptive team member behaviors.
Steps to create “buy in” for the Quality projects from people who are outside the team.
A community of professionals that will share resources, best practices, and serve as solution finders to Quality Teams within their organizations.

Published in: Business, Education
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  • Cognitive Power + Values + Skilled use of Knowledge + Wisdom about people & things + “minus T” the absence of serious personality (temperamental) defects = Current Actual Capacity.Current Actual Capability is the capability to do a particular kind of work at a given level i.e. operate a CNC machine, to manage a sales organization, to design new products. The level of a person’s capability to do some particular kind of work will depend not only upon that persons current cognitive power but also upon how much they value that kind of work and whether they have the training and experience necessary to do the work. Thus someone who DOES NOT value giving leadership to a subordinate is unlikely to have high capability for work in a managerial role as compared to working as an individual contributor.
  • Last vacation when and where? Best time to have a meeting? If you were not here doing this, what would you be doing? First job you made money at? One goal or objective you have for the next 2 days (friday and saturday)?
  • High Performance Teams: Quality Tools For Quality Teams

    1. 1. TeamBuilding Resource Articles9 Team Dynamics That Get ResultsSystems Drive BehaviorsWhat Makes Teams Succeed?How to Identify Project Stakeholders InterestsHow to Select the Right Project Team MembersDeadlines Being Missed; Return to the GoalsComplexity and Achieving Goals5 Checks for Persuasive Data6 Steps for Delegation of Tasks2 Facilitative Preventions for Team Projects8 Ways YOU team member can do your best work5 m‟s and 1 P – Feedback for ServiceS-Curve of Team DevelopmentHow to Expedite Innovation: Communication Loops & Red-Tape-WormsAccountability to the Team When Does That Happen?How to Avoid Pitfalls of Emails on Quality Projects www.create-learning.com
    2. 2. Should you be here?•We are going to have discussions.•We are going to end with action steps, hand outs, checklists, and real-time + theoretical application that you can use.•We are going to cover team based practices and pragmatic steps thatare needed for project success and completions.•We are going to ask each other questions.•We are going to challenge dogmatic views and ideas you already haveabout leadership and time span.•We are going to ask you to reflect on your personal values andcommitments; to your organization; team; and self.•We are going to learn from experiential activities.•We are going to have fun & laugh.•We are going to make the greatest effort possible to remain collegialand continue to learn from each other. Even after our “set time” is done. Do you want to stay? www.create-learning.com
    3. 3. http://www.businessballs.com/kolblearningstyles.htm Kolbs Concrete learning Experience styles Feeling Accommodating Diverging (feel and do) (feel and watch) CE/AE CE/RO how we think about things Perception Continuum Active Processing Continuum ReflectiveExperimentation how we do things Observation Doing Watching Converging Assimilating (think and do) (think and watch) AC/AE AC/RO Abstract Conceptualisation Thinking www.create-learning.com
    4. 4. http://www.infed.org/biblio/b-explrn.htmPeter Jarvis on (experiential) learning www.create-learning.com
    5. 5. Goals & Objectives (Mike‟s);• Meet other Quality Professionals & people on teams.• Develop team processes and systems for effectiveness.• Learn skills in Team Development and accountability +authority of Quality Teams.• Develop some planning & decision making methods for theteam.Goals & Objectives (Yours + Teams) www.create-learning.com
    6. 6. The great organizational paradox is that effective group collaborationstems from clear recognition of individuals and individual accountabilitycombined with clear specifications of required working role relationships.- Elliot Jaques: Social Power and the CEO. 2002CP + V + SK +Wi + (-T) = CAChttp://create-learning.com/blog/manager-training/is-your-leadership-work-matched-to-capability-how-do-you-knowJaques formula for Role Competence. www.create-learning.com
    7. 7. “…the complexity in a task lies not in the goal but in what you have to do in order to get there.”http://create-learning.com/blog/manager-training/complexity-and-achieving-goals-at-work www.create-learning.com
    8. 8. Which Managerial Behaviors Predict Effectiveness?• Orange -Strongly (+)predictor ofeffectiveness• Yellow – (+)predictor ofeffectiveness• Grey –Insignificantpredictor ofeffectiveness• Brown - (-)predictor ofeffectiveness www.create-learning.comhttp://kornferrybriefings.com/latest_thinking/what_makes_leaders_succeed.php
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    10. 10. •In the past when involved in interactivefacilitative programs what was successful foryou to learn and find value in the program?• On a scale of 0 – 10 where would you rankyour confidence in your team to make yousuccessful?•What would things be like if you were 1 stephigher on that scale?• For you to leave here saying that our timeadded value to your work, what must beaccomplished? www.create-learning.com
    11. 11. "Beware of the belief that thingscannot be all that bad with currentmanagerial systems.Their serious defects are concealed bythe sound common sense andconstructive impulse of their people."- Elliott Jaques www.create-learning.com
    12. 12. www.create-learning.com
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    16. 16. Greatteam dynamics include ? www.create-learning.com
    17. 17. Great team dynamics include – which if any applyto your team effort;o Identify a leadero Establish roles & responsibilities + discuss what each person „brings to the table‟o Establish a set of goals & objectiveso Establish an agenda for managing time to complete the task/meetingo Establish a method to determine how they will reach agreemento Establish ground rules for their meetingso Proper & timely use of quality toolso Maladaptive behaviors are properly dealt with immediately and haveconsequenceso Ability to get started on task/project quicklyo Ability to state what is working and how to improve. http://create-learning.com/blog/manager-training/10-team-dynamics-that-produce-results www.create-learning.com
    18. 18. http://create-learning.com/blog/experiential-theory/using-activities-to-build-teams- works-when-framed-correctly What? So What? Now What? www.create-learning.com
    19. 19. Champions Role Prior to formation ofProject team;•Select team members/ possibly with team leader•Create the business case for the project•Formulate the preliminary problem statement•Identify the preliminary scope of the project•Identify the preliminary goals of the project•Allocate the resources for the team to complete its work•Identify team leaders•Communicate the business case to each team member•Establish a timeline for the project team to complete it‟swork•Establish the milestones along the way for input from theChampion/Sponsor•Distinguish decisions requiring Champion input fromindependent team decisions www.create-learning.com
    20. 20. Team Leaders Role Prior to initial teammeeting;•Clear & Distinct understanding and support from Champion•Works in correspondence with Champion to select teammembers•Contact and welcome members to the team•Draft initial agenda for first team meeting•Send preliminary charter and initial agenda for comment;incorporates suggestions prior to meeting•Establish team meeting logistics•Establish a relationship and expectations with the processowner•Do a stakeholder analysis on those you‟ve selected as teammembers•Begin to create a list of people from outside the team whosesupport you‟ll need www.create-learning.com
    21. 21. Team Leader Guidelines: How to select the Right Project Team MembersKey PrincipleTeam leaders ensure that the work gets done, it is not their responsibility to actually do all the project work.The main reason for having a project team is that each member brings something important to the project, sothe work can be divided among contributing members.Guidelines< > Consider including a combination of people who:•have detailed knowledge of the target process•have the technical skills required to complete the project.•can build commitment and buy-in to the project and its outcomes by virtue of being involved from the start.< > Identify the main activities of the project and ensure that you have the right people to handle them< > Look in the workgroup of the target process and ensure those closest to the work are represented.< > Consider support groups (HR, IT, Marketing, etc…) whose buy-in you will eventually need.< > Ensure finance is involved, even if not on the core team.< > Include member who can represent internal and external customers and suppliers.From Rath & Strong’s Six Sigma Team Pocket Guide. www.create-learning.com
    22. 22. Project Team Members Role Prior to initial team meeting;•If you hear about a project in your area, and want to get involved;Volunteer.•If you‟ve been selected for the project team and you don‟t know why, askprior to the first meeting.•If you havent met the team leader, try and establish contact prior to thefirst meeting.•If you haven‟t seen a draft agenda or team charter, ask the team leader ifthey have one•If you have ideas for the agenda and comments on the draft, send themto the team leader prior to the first meeting•Discuss with your boss the project time commitments and potentialconflicts with your “regular job.”•Prior to the meeting, make notes on what you might be able to contributeto the team, the role you might play, your goals and expectations relativeto this project, and any concerns you may have. Be ready to share thiswith the team•Come with an open mind and positive attitude. This will help the team getoff to a good start and make it a better experience for you and everyoneelse. www.create-learning.com
    23. 23. Method=“how” Content=the the work “what” of gets done. the work. Facilitative DMAIC is Leadership the “what” of 6S teams’ work. www.create-learning.com
    24. 24. When we talk about the “how” of work (method) we are talking about the language of facilitative leadership which has two components;1. Facilitative Prevention2. Facilitative Intervention www.create-learning.com
    25. 25. Facilitative Preventions;Creating and utilizing clear & distinct agendasDetermining the desired outcomes for eachTeam meetingAgreement on team ground rules for eachmeetingAgreement on Decision-Making methods forteamObtaining agreement on specific team rolesand responsibilitiesAgreement on an evaluation method for eachmeeting www.create-learning.com
    26. 26. *Determining desired outcomes for each Team MeetingExample of Desired Outcomes to Team Meeting – Business Case•Explain why this project is worth doing•Explain why the project is worth doing now•Identify what strategic objective(s) are affected by the project•Explain why this project has priority over other projects•Create an agreed-upon statement around the above outcome(s) for theteam meeting.*Example Team Agenda Element Desired Method Responsible Time Allotted Outcome Party Project CharterClarify project Affinity Team Leader 45 minutes scope Diagram www.create-learning.com
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    30. 30. Most common types of behaviorspeople on teams display;WhispererStory tellerDominant PersonalityDropoutNaysayerVerbal attackerPoliticianTeam Clown www.create-learning.com
    31. 31. www.create-learning.com
    32. 32. 5 Ways to Influence People to Cooperate with Your Team Project Telling Persuading Negotiating Involving Appealing www.create-learning.com
    33. 33. Is Your Data Persuasive? Relevant: You’re presenting data that the person cares aboutand can do something about.User-Friendly: You’re presenting data in multiple forms, withpictures where possible, in language that is familiar to the person.Easily Verifiable: You’re letting the person know where the datacame from, and how/by whom it was collected. (Still better: theperson was involved in the collection process.)Selective: So that the person will not be overwhelmed, you’veresisted the urge to include every bit of data you have, and you’veprepared backup in case it’s necessary.In Context: You’ve made it clear to the person how this data fitsin what he/she already knows, and have provided points ofcomparison where available and appropriate.From Rath & Strong’s Six Sigma Team Pocket Guide. www.create-learning.com
    34. 34. Matching your communication to the person whose help you need.If you know the You should…person …Tells stories Speak at their pace.Engages in Make small talk first;pleasantries. include pleasantries in e-mail and voice mail.Exhibits interest inpeople involved in Ensure you havesituation details on people involved, includingTolerates Digressions effects on the teamHas positions that Schedule enough timeinvolves people issues. to allow for off-agenda items www.create-learning.com
    35. 35. Pitfalls ofand howto avoid them www.create-learning.com
    36. 36. Pitfall How to avoidNot knowing when Consider alternate ways of responding, and beto use / not use certain that email is appropriate.email Don‟t email to avoid the recipient and their reaction to your message. Follow the other persons lead: if they usually call and are expecting a call, call them. Don‟t “cc” people (such as someones boss) to punish the recipient. Don‟t introduce an idea that might cause the recipient to resist (such as a request for resources that you know they will find disturbing.) Don‟t escalate an ongoing email war. If something has upset you, take time to calm down and (if appropriate) request clarification rather than assuming the offense was intentional; refrain from firing off an email in anger. If in doubt about the appropriateness of what you are sending, ask a colleague for an objective opinion on how the recipient might interpret your message. www.create-learning.com
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    38. 38. Action Centered Leadershipachieving the taskbuilding & maintaining the teamdeveloping the individualhttp://create-learning.com/blog/team-building/leaderships-responsibility-in-team-building www.create-learning.com TM John Adair
    39. 39. www.create-learning.com
    40. 40. What to dowhen youare notgettingcooperation www.create-learning.com
    41. 41. DO Don’tStart by giving the “resistor” the Force and manipulate peoplebenefit of the doubt. Consider whether into compliancehe/she is truly resisting your good idea, Use persuasion when it is notor just reacting sensibly to a bad idea. appropriatePerform a project stake holder Continue as if everything is fineanalysis Assume you can‟t do anythingCreate a plan for addressing this and just give upperson‟s specific reason for resistance Lieand gaining their cooperation.Be sensitive and tactful whenpresenting data that might threaten thisperson (such as root cause andperformance data).Exhibit patience, respect, empathy.Stay connected. Don‟t be put off bythe person‟s emotion.Maintain focus and perspective, andrelax. Work your way through thisproblem methodically one step at atime, just as you do when you apply theDMAIC approach. www.create-learning.com
    42. 42. www.create-learning.com
    43. 43. Pluses & DeltasBreakfast of Champions www.create-learning.com
    44. 44. moraleShows itselfAs a state of mindRadiating confidenceIn peoplewhere each memberFeels sure of his own niche,Stands on his own abilitiesAnd works out his own solutions- Knowing he isPart of a teamwhere there existsA sharing of ideasA freedom to planA sureness of worth,And a knowledgeThat help is availableFor the askingto the end thatPeople grow and matureWarmed by a friendly climate-anon www.create-learning.com
    45. 45. Michael Cardus of Create-LearningTeam Building & LeadershipMaking Teams & Leaders Better.By improving team processes andindividual effectiveness. Resulting inincreased productivity & people who lovethe work they do.Create-Learnings Consulting, Facilitation,Training and Coaching results in increasedretention of staff, increased satisfactionwith work, increased collaboration andinformation sharing within and betweendepartments, increased accountability ofsuccess and failures, increased knowledgetransfer, increased trust as well as speedof project completion and decision makingof Leaders, Teams and Organizations. www.create-learning.com
    46. 46. Photo Attributionsmikecolvin82BarkAnsikepSos.deJronaldleeCarbonNYCKevindooleySubcircleHouse Of SimsOliBacDewitahsBugGuideGjofiliFabian BromannMichaelcardusTama Leaverzanthrax-dot-nlKodomutterren in VirginiaContent Attributions:Six Sigma Team Dynamics; The Elusive Key to Project Success; Eckes, George;Wiley: 2003Six Sigma Team Pocket Guide; Rath & Stong’s;McGraw-Hill: 2003Engagement is Not Enough; Ayers, Keith; Advantage: 2006 www.create-learning.com