3. Meetings
In two minutes
Split the group into pairs
and have them write
down 3 areas of common
interest and 3 areas of
“Differences”.
4. Diversity – The Business Case?
Ask the teams to develop a
Business Case “Model” of
how/why Diversity has a
direct impact on
Team/Company
performance.
6. Assumptions & Perceptions- Ladder
of Inference
Assumptions
Added Made Conclusions
Meaning Drawn
Beliefs
Adopted
Observed
Behaviour
7. Assumptions
‘What happened here’
Use the ‘What happened here’
exercise to demonstrate how not
only do we make assumptions
but that typically, given the same
information, we may make very
different assumptions from our
colleagues.
9. So, what do we know about each
other
Use the output from
exercise 1 to facilitate a
short discussion to
understand how much
the team actually know
about each other and
how much is/was
assumed.
10. Team Development
Stage 1 Appointment
Appoin Stage 2 Chaotic Stage
t Team
Stage 3 Formal Stage
Stage 4 Skilful Stage
l
11. Team Formation – What do we do
that supports team efficiency
In groups of 3/4 and ask
the participants to
prepare a list of
“Supporters” based on
the questions below.
12. Team Formation – What are the
obstacles to our becoming an
effective team
In the same groups of 3/4
and ask them to prepare
a list of obstacles based
on the questions below.
13. So, are we an effective team?
Where are we?
Are we diverse?
Are we effective?
14. The Team Effectiveness Suite –
Where do we go from Here?
The Map is not the World
This workshop covers techniques individuals can use to
both understand other team members and to ensure that
“The message received is the message sent”.
The Differences that Makes the Difference
Understand how individual work preferences have a
positive effect on team efficiency
Dealing with Different People and
Situations.
How to manage those important personal working
relationships..
Editor's Notes
Split the group into teams of 4Ask the teams to develop a Business Case “Model” of how/why Diversity has a direct impact on Team/Company performance.Debrief;Discuss models and share this model as a possibility.Working in a diversity aware company has a direct impact on how that company performs and how the individual departments and teams interact with each other.Being aware of each others diversity leads to:Energy & spirit - a feeling of belonging and ownership.Problem solving perspectives (because different people look at problems in different ways) Productivity - new ideas improve the efficiency, be that in the development areas or on the production lines.Profit – Improved efficiency leads inexorably to improved profit, which leads to greater job securityAnd so the cycle begins again!
1. Personality: this includes an individual's likes and dislikes, values, and beliefs. Personality is shaped early in life and is both influenced by, and influences, the other three layers throughout one's lifetime and career choices.2. Internal dimensions: these include aspects of diversity over which we have no control (though "physical ability" can change over time due to choices we make to be active or not, or in cases of illness or accidents). This dimension is the layer in which many divisions between and among people exist and which forms the core of many diversity efforts. These dimensions include the first things we see in other people, such as race or gender and on which we make many assumptions and base judgments.3. External dimensions: these include aspects of our lives which we have some control over, which might change over time, and which usually form the basis for decisions on careers and work styles. This layer often determines, in part, with whom we develop friendships and what we do for work. This layer also tells us much about whom we like to be with, and decisions we make in hiring, promotions, etc., at work.4. Organizational dimensions: this layer concerns the aspects of culture found in a work setting. While much attention of diversity efforts is focused on the internal dimensions, issues of preferential treatment and opportunities for development or promotion are impacted by the aspects of this layer. The usefulness of this model is that it includes the dimensions that shape and impact both the individual and the organization itself. While the "Internal Dimensions" receive primary attention in successful diversity initiatives, the elements of the "External" and "Organizational" dimensions often determine the way people are treated, who "fits" or not in a department, who gets the opportunity for development or promotions, and who gets recognized.A manager who wants to understand diversity and be an effective manager of a diverse team needs to pay attention to all these layers of diversity with the goals of using both differences and similarities to enrich the work environment and bring us closer to our mission. Four Layers Exercises"The Four Layers of Diversity" is not only a useful model, but can be used as a teaching tool as well. To develop your own understanding of the impact of diversity on your life, try using the Four Layers as a reflective tool:1. Read over the factors on the four dimensions. Think about how the various factors influenced the choices and decisions you made up to this point in your career. Which have had a positive impact? Which have had a negative impact? Which are you proud of? Which do you try to hide from others?2. Looking at the factors again, think about those you have difficulty in accepting in other people. Which of the factors do you make snap judgments on? Which influence your decisions at work in a negative manner? What factors cause you to try to avoid contact with others?3. Finally, the "Four Layers" can be used as a team building exercise by having staff members work through exercises 1 and 2 individually, and then discussing their responses together.
IndividuallyUse the ‘What happened here’ exercise to demonstrate how not only do we make assumptions but that typically, given the same information, we may make very different assumptions from our colleagues.In groups of 4 discuss the answers and come to an agreed set of answers (these may differ from the individual answers)Debrief with “Answer” sheet
Optional slideAsk for a definition of perception, eliciting that it is our interpretation of what our senses tell us. Ask if we always believe our senses or do they sometimes ‘make mistakes’?Work through the series of images:Point out that some will see either the young lady or the old lady but most will eventually see both of them. But if you can only see one of them despite being guided as to how the two ladies are presented in the picture, what are you missing? Could this happen in real life? Might others see the same thing differently?Many people will not see the ocean liner until the ‘lines’ of the vessel are pointed out and then it becomes clearer. Most people will see the ‘cube’ easily. Ask if the cube is really there to which the answer must be that it isn’t. Make the observation that the senses can see the baby, the liner and the cube, none of which are really there. Clearly we interpret what our senses tell us and how we do that is very much an individual thing. Elicit those things that influence how we interpret what our senses tell us.Childhood learningLife experienceEmotions and feelingsMoodHealthEtc
So what do we really know about each other?Use the output from exercise 1 to facilitate a short discussion to understand how much the team actually know about each other and how much is/was assumed. Without referring specific individuals discuss the things that might be assumed when 2 people meet for the first time.Link the findings back to the workplace and ask if making assumptions has ever had a negative impact on any aspect of their working experience.
Stage 1 AppointmentThe management will bring together a group of employees with a specific task or series of task to accomplish within a given time frame. This may formally be described as a project team but it works just as well for on-going routine tasks as well as projects. The team leader will be appointed ideally because of their suitability, experience, expertise and qualifications. Realistically however, availability may be an important consideration! The leader and the team members may or may not already know each other well or may be complete strangers.Stage 2 Chaotic StageNo time given to setting clear objectives that everyone subscribes to. The team assumes that everyone knows what the objectives areInadequate time given to planning how to tackle the taskNo thought is given to clarifying the leader’s role and the leader will try to impose their authority on a team that may not accept itIdeas will be voiced but not listened to or developed. Alternatively, ideas will be rejected because of the level of interruption and over-speaking will be highThe success of the team will be patchy. Sometimes, despite the chaos, they will get by; sometimes they will fail. Whatever the outcome, the tendency to rationalise, to claim they did achieve what they set out to, is high.Stage 3 FORMAL STAGEThere will be rigid step-by-step procedures for agreeing objectives and plans. A team may have a system whereby everyone has a sayThe need for strong leadership is emphasised. That means that people stick to procedures, don’t argue, don’t interrupt, speak ‘through the chair’Strong leadership is seen as the solution to the chaotic stage – if it doesn’t work, the leader is criticised for not being strong enoughDifferent people will be given different roles within the team.Stage 4 SKILLFUL STAGEAll procedures are agreed in the light of the task to be done and the situationProcedures are therefore flexible rather than rigidThe leader is less directive and more participativeTeam members, in whatever role, share equal responsibility for the success of the teamThe atmosphere in the team is trusting and cooperative The team is more successful in achieving challenging objectives.Suggested ideas for inclusion:Sharing information and increased learning in the team and in the whole organisationProvides more security and develops personal relationship in the context of business operations. Better understanding of the decision-making processA team can handle more difficult and complex problems in the workplace.People can share common goals and interests among othersA team involves every person, their expertise and their responsibilitiesIn a team, it is easier to examine the problems and identify various solutionsFor single problem you get many solutions and they can be solved rapidlyBeing part of a team increases ownership with wider communicationA team gives better end results with high quality performance from each team member
Group exerciseThink of an effective team you have worked in.What made it effective?Using a flip chart for each group; ask each group to rank their answers and share top 3 or 4. Possible responses may include;Effective team process Adaptable and openCollaborative and innovative Meaningful recognition and rewardIntegrated Shared purpose and visionShared leadershipMeasurable targetsClearly defined rolesActive support
Group exerciseGroup exerciseIn the same groups of 3/4 and ask them to prepare a list of obstacles based on the questions below.Think of an ineffective team you have worked in.What made it ineffective?Using a flip chart for each group; ask each group to rank their answers and share top 3 or 4. Trainer.After the groups have shared their results.Create a list on a flipchart and compare the Effecient teams and Inefficient teams list. Are there any corrolations? Are these area that the team are strong/weak in?Discuss where the “Team” feels they are and why.
Use the results from the “Diagnostic Tool” to develop an individualized team development programme. Refer to next slide to facilitate discussion
Where do we go from here?Which workshops do we need?What do we need to do in the workplace?Facilitate the group developing an action plan as appropriate.Refer back to the Effective and Ineffective teams slides to identify area needing development and linking to the
