Team development - more than team building


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Teams and groups:
- focusing on the nature of the work
- the need for cooperation
- the complexity involved.

Teams as human systems:
- differences and similarities
- tight and loose groups
- temporary groups
- visible and invisible groups

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  • Melissa starts here with welcome and simple rules for getting the best out of the webinar, timings, asking questions, polls during the event, follow up, muting, etc.IntorducesRoffey, Anna and David
  • Anna and david introduce themselves:Anna:David: Consultant at Roffey for 7 years – now lead consultant for client development. Work psychologist with a strong focus on leadership, team development and personal development. All under the banner of OD. I have spent the last 10 years or so working with senior managers as a coach, facilitator and developer, and that stimulates my interest in effective teams and groups. My Recent work with groups and teams has included working with 2 exec teams and with an HR Strategy Group. Looking forward to working with you today.
  • ANNAOur aim today is “ to make what happens today a productive, engaging and valued experience. That is also the outcome for group work in general. Today we want to leave you with a sense of Roffey approaches this kind of group work.How easy is it to deliver all 3 (productive, engaged and values) if you can deliver just one it’s the start point for effective team coaching.
  • ANNASo let’s get started. People form into groups or teams for a variety of reasons in a number of ways. . Ponder the question here for a moment. Do the people have anything in common?Are there any things that are different?Jot down a couple of things that might be on your mind today, joining this webinar group, with regards to this question. What’s going on for you now as you’re sat here- what are your thoughts & what are you aware of.
  • Text:ANNAAre the things you jotted down here? What isn’t here? (key this into us Now?)Just notice how much is probably going on before anything “useful” is attended to, i.e. before the task has been attended to. Many of you will have described this early stage as “forming” from the Tuckman model or something similar.POLL QUESTION– in your organisation is this stuff a) ignored b) given full attention c) the cause of unaddressed problems (and poor progress on the task)
  • DAVIDWe haven’t yet talked about THAT Difficult question:What is a team?“Team” is a much used word: in sport, in work, on TV, and so on. Large and small groups can be teams, and we can recognise that teams can be very different.There is no easy answer, to the question in today’s complex world, the word TEAM is used very freely. To us, It seems more useful to think about what the team or group is for –why it exists - and talk about Good Group Working in relation to that purpose,and what that good work might look like in practice.People like David Casey have drawn attention to things like to the amount of collaboration needed to work together, for example, in sharing knowledge or skills, and the need to deal with uncertainty to build common understanding or purpose, For example, when people are handling complex issues and complicated problems.These ideas suggest that groups need to be “fit for purpose”. Helping the group to understand what kind of group they need to be, seems to us to be the first task in development.
  • DAVIDGroups can be similar in task (call centre operators)Or Different (Apollo 13 or a project team) Tight: Project team*, operating theatre team (closely cooperative mostly at task level)Temporary: catering staff at a public eventLoose: Needing to associate but not too often or closely International Sales team or reporters on a newspaperVisible: Executive group or Top Team, Invisible: Coaching team, backstage people, monthly reporting staff * a project group working to tight deadlines: the team of Scientists trying to recover Apollo 13: lots of uncertainty, lots of problems, no clear way.Poll question: what groups get development attention in your business c) visible d) invisible e) tight f) looseVisible primarily, and then tight because they are more readily seen and identified.And yet group working is important in less well defined looser or temporary groups, and increasingly so in organisations where flatter structures are favoured e.g. Media, web, or design organisations
  • So let’s imagine for a moment that we are focusing on the group who are signed in for this webinar today?The need for collaboration is fairly modest, and related to our basic rules (e.g. turn phone offNeed for cooperation – this is similarDegree of uncertainty – probably high at first, but probably decreasing fairly quicklySo what has helped to build this group’s identity?Roffey’s view is clear: three key aspects of group workToday we have clear content – the webinar, the slides (our shared endeavour)clear procedure (how we are delivering it) – time to sign in, way to access webinar, but we have little control of how you might choose to behave other than social conventions, e.g. doing your emails!But here we have little sense of the process – reactions and feelings at the other end of the line, so there are limits to the relationship we are able to build
  • Patrick Lencioni has drawn attention to to the things that are often absent. He calls them team dysfunctions, and we draw on his work hereThree essential factors he mentions for groups are :Trust = Being able to rely on one anotherResponsibility= Taking ownership of what you say you will deliverAccountability= Owning success and failureWorking to build Trust:Agree some simple rules, e.g. respecting one another, listening to each otherEncourage opennessValue contributionPoll question: Which of these aspects of team behaviour attracts attention in your business?TrustAccountabilityResponsibility?Results here are less predictable, but ........ Trust is often assumed not discussed, and so may not be as deep as needed especially in relation to the key aspects. Resp and Acc receive focus and yet there is often a poor foundation of trust for this so there is low commitment to b) and c) in reality because the trust isn’t there.Trusting others to talk responsibility for what is agreedBeing accountable for the results of their work
  • ANNAThis simple model describes how groups can best go about their work, and then use the results to develop their sense of effective working to build performance.Talk throughDoing stuff:Making sense of itLearning from itMoving on - Applying in new situations and contextsNotice that the circles get larger indicating how time needs to be devoted to each stage: is this true where you work?
  • Text: Introduction to model. At Roffey we have created a model that highlights the process for group development. This model suggests that the 1st step is talking about stuff.Step 1: “talk about stuff.” For example:What’s going on in the room – who’s here. This is often not talked about in any organised way.what’s going on outside the groupour strategyour ideas for the futureHow to...(do the task in hand)Getting organisedSimilarities /differences in the groupConflictsPower & influenceA group may talk about any of these.A question that may be in your mind is how you go about doing this step. One way is through group sculpts (here is a picture of a group sculpt that demonstrates how leadership/power is represented in a team) This is highly participative and encourages openness & risk, but can be a very potent way to talk about the stuff that really matters in groups and is often pushed under the carpet.Reflection question for the audience: in existing groups that you belong to are you talking about the ‘right stuff?’Show picture of sculpts?
  • This step is about making sense of the stuff we’re talking about, with reference to:What does this mean for me?What does this mean for us as a group?Text: It’s about making meaning out of what is happening at an individual and group level.Give some real life examples of this, e.g. 5BP sculpts. The sculpt represents a view do we see that back in the workplace. Everyone gets the opportunity to talk about where they are placed and how this plays out in our interactions and the impact it has on us and the wider organisation
  • Text: what we mean by “new learning” is Facilitator insights and new informationGroup insight & thoughtWhat needs to be different?The end point is that the group need to collate & own itReflective question for the audience: What is your own learning for doing this type of work?
  • Text: this stage is about the practical application of the learning. It’s about ‘doing it’ next time. This refers to:Maintaining awarenessThe dynamics of how we work round here (new culture in other words)Providing a steering & joining for new peopleThe Cycle repeats – this is about groups own their own learning
  • DAVIDIn practice, then, groups will usually start by doing stuff which will usually be about defining the task itself (content in our model) or about how to do it (Procedure).It’s not until they start looking at making sense or new learning that they are likely to talk about how they behaved with one another (or others) and so start looking at group process. Often in group development attempts to address group process early on are resisted- the group just wants to get on with things. Only when there is something “on the stocks” is there enough confidence and comfort to look inside instead of out!Notice also that what happens in reality in many cases is a tendency to gloss over the moving on (or ending) stage, so that development of the group as effective collaborative workers is lnot maximised. The Facilitator and Group leader can work together to enable the group to maximise learning and development by adopting good practice in process review alongside task reviews.
  • DAVIDMake reference to the need to focus on content & process when working at this stage, i.e. The Content is the task stuff such as our clarity of direction and the Process stuff is about the dynamics in the group, e.g. The dominance of the leader, who is contributing or not, who listens to who etcThis last figure shows what can happen if there is only task (content) intervention. Potential for growth and performance can be lost. POLL QUESTION?Looking at work group meetings in your organisation is attention to PROCESS:Invisible Low Moderate High?We’d welcome your views as part of our ongoing work in this area. Reflective questions to ask the audience: what’s happening for you now? If you were to do this what is the challenge for you? Do you tend to lead with content over process – why is that?
  • DAVID Now you know a little of who we are, here are some tasters of the work we do at Roffey. They are just a sample: we will say more about what we offer later.Today the emphasis is on group development, thinking about real teams working more effectively, and about other work groups – that might not strike you as teams at first sightBut they are doing the same things: learning to work more cooperatively and cohesively.ANNA!!!
  • MELISSAWhat next – Roffey Park team eventsClose (inc farewells from Anna and David
  • Team development - more than team building

    1. 1. Team Development more than team buildingDavid Cleeton-Watkins & Anna HeywoodRoffey Park Institute
    2. 2. Getting started David Cleeton-Watkins and Anna Heywood Your hosts today Both work as consultants at Roffey Park
    3. 3. Aim of the session...To make what happens today aproductive, engaging and valuedexperience...
    4. 4. What happens when agroup of people comestogether to “work”?
    5. 5. This happens…
    6. 6. Working groups todayDavid CaseyTeams and groups – focusing on the nature of the work - the need for cooperation - the complexity involved
    7. 7. Working groups todayTeams as human systems – Differences & similarities – Tight and loose groups
    8. 8. Stimulating group development A fundamental of Roffey Content Park’s approach is to: Attend to Group Procedure ProcessProcess
    9. 9. Keys to healthy performance Trusting others Taking responsibility Accepting
    10. 10. A Model for Good Group Working© Roffey Park 2012
    11. 11. Model for good group workingStep 1: “do stuff”Set priorities
    12. 12. Model for good group workingStep 2: “Making sense”
    13. 13. Model for good group workingStep 3: “New learning”
    14. 14. Model for good group working Step 4: “ Moving on”
    15. 15. Team Development and Group Performance
    16. 16. Attending to process - results High Content Balanced Content Balanced Process Little ProcessRisks difficulty or failure Towards success Low Content High Process Addressing blockages
    17. 17. Key learning from today Team or group, it’s about good group working that is fit for purpose There’s a lot of invisible group process stuff going on all the time Content and procedure work needs to be balanced against group process, especially if the group is not working well Trusting others, taking responsibility, and accepting accountability are core principles in good group working Groups need a clear learning process that helps them move beyond the current task
    18. 18. What Roffey offers for teams Development for team leaders – an open programme to explore the role of team leader as facilitator of team performance, leadership in teams, and team coaching Real team development – bringing the whole team to Roffey to engage in a range of team development activities and discussions aimed at helping the team to raise motivation and performance Benchmarking – meeting with other teams in an environment of competition and cooperation to explore how well your own team performs relative to others
    19. 19. Some examples of Roffey’s work Leadership and team development – direct client work with businesses and open programmes at our centre near Gatwick (top team workshops, senior leadership programmes, strategic leadership) Organisational Development – leading edge thinking in our MSc programme, our OD Practitioner’s Programme, and direct client work (developing internal OD capability, large group work, culture change) Interpersonal effectiveness – building stronger working relationships, developing greater influence, and improving personal power and effectiveness across organisations
    20. 20. Learning more about our work
    21. 21. Your questions and comments We’d welcome your views as part of our ongoing work in this area. When you facilitate what is the challenge for you? ?
    22. 22. Next steps David Cleeton-Watkins  Send us your questions Lead Consultant, and comments Client Development  Call us to talk about events for teams and leaders Anna Heywood  Allow us to follow up your Senior Consultant interest today and to seek feedback  Our thanks for joining us Melissa Green Marketing and Business Development Manager Park Institute, Forest Road, Horsham, West Sussex, RH12 4TB Tel: (01293)851644
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