Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Caroline Crowe: High Performance Teams in a Global Context


Published on

Caroline Crowe

Caroline is presently a Delivery Executive with HP Canada where she is responsible for large IT projects for Start-ups and Transitions. She has completed an Executive M.Sc. (Organization Development), at Pepperdine University involving studies with international organizations including work in China and Mexico. Her thesis involved the study of culture in high performance teams

  • Be the first to comment

  • Be the first to like this

Caroline Crowe: High Performance Teams in a Global Context

  1. 1. High Performance TeamsCharacteristics of a High Performance Team Components of Culture affecting Performance Ø The right mix of skills across the team Ø Common focus, goal, commitment Artifacts Ø Aligned personal and work objectives Mission statements . Ø Learning and growth, both personal and team Explicit objectives Ø Bonding, strong personal relationship Objectives are clear, especially for new members Ø Respect, trust Team badges, shirts, logos - bonding Layout of space Ø Willingness to take risk and challenge Ø Having fun Behavioural IndicatorsCulture – What really happens around here! Communication All voices are heardA good culture – is a fit for the work One speaks, others listen, even if they disagree Members speak freely about the agenda The Organizational Equilibrium: A productive and Act to surface and resolve problems efficient organization has three factors, culture, Members tell others what they need to know decision-making, and the type of work balanced. Decision making Valid and the best information is in the room The Control of Decisions can be centralized, directive, and --With a leader willing to listen to it legalistic or decentralized, participative, and knowledge-based. Decide and Act Culture can have low need involvement or high need involvement; Mutual trust be ritual centred or problem centred; have restrictive or Commitments, overt or implied, are kept expansive norms; be mechanistic or organic. Dependence on each other The Type of work can involve physical capital or human capital; Unique personal strengths are identified and leveraged, by be thing or think oriented; have process objectives or have the individuals themselves as well as by the team as a whole. project or creative objectives; can involve standardized or specialized skills and have plentiful or easily trained resources or Commitment to each other require long periods of training or development. Resources are shared Team work is rewarded Recognition and reward is linked to purpose and goalsSummaryAs leaders, what can we do to establish high performance teams? Kiss, Bow or Shake Hands: Morrison, Conaway, Border 1994, Adams MediaA major part of the answer lies in the culture that we as leaderscreate around us -- either established consciously or Unconscious Assumptionsinadvertently. Human nature - good, bad, mixedUse all aspects of culture to manage performance Individual versus common good ü  Establish artefacts Uncertainty avoidance ü  Model, monitor and modify behaviours Privacy versus common space --where business is conducted Caroline Crowe ü  Investigate assumptions –when in doubt, ask High and low context messages --business contracts or relationships Geert  Hofstede™  Cultural  Dimensions  :  h6p://www.geert-­‐