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Team training

The document provides an overview of team training. It discusses the importance of coming together, keeping together, and working together for success. It then outlines an agenda for a team training session, which includes introductions, setting expectations, exercises on team building and ranking priorities in emergency situations, and discussing characteristics of effective teams. The document emphasizes the value of collaboration and having a shared goal.

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Coming together is a beginning Keeping together is Progress Working together is SUCCESS 1 The Advanced Production Improvement Process Vandeveer, 2011
•Team Training Background •Ice Breaker – Introductions •Training Session Contract •Why Teams? •Team Building Exercise •Team Characteristics •Summary / Questions
Advanced Production Improvement Process Waste Elimination Tool Box Quick Changeover Standardized Work Batch Reduction Teams Quality at Source 5S SystemVisual Plant Layout POUS Cellular/FlowPull/Kanban TPM Continuous Improvement Value Stream Mapping Green = All Plants Have Knowledge Yellow = Next Tool White = Future Tools 3Vandeveer, 2011
Introductions / Ice Breaker 4Vandeveer, 2011
 What Do You Want To Make Sure We Cover In This Session?  What Are Your Expectations Of This Team Training Session?  Jot Down Your Expectations or Questions On A Blank Card  Please Print  Turn Card Face Down When Completed Winning Teams Training Contract 5Vandeveer, 2011
Kinds of Wastes That We Can Reduce or Eliminate
Types of Teams •The Entire Corporation •A Division •Management Staff At A Division •A Department At Corporate or At A Division •Supplier – Division – Dealer – Consumer • Can You Name Some Others? 7Vandeveer, 2011
Lost At Sea
The Situation: • The People In This Room Has Chartered A Yacht Manned With By A “Skipper” And A Two Person Crew. • You Are In the South Pacific When A Fire Breaks Out. •The Yacht And Most Of The Contents Are Destroyed. •The Yacht Is Slowing Sinking. •The “Skipper” And Crew Perish In Their Attempts To Put Out The Fire • Your Best Guess Is That You Are 1000 miles Southwest Of The Nearest Land.
The Situation: Continued: •Your Team Has Managed To Escape Unhurt Into A Rubber Life Raft •Your Team Has Managed To Save The Following 15 Items. 1. A Sextant 2. A Fishing Kit 3. Shark Repellent 4. Some Mosquito Netting 5. A Large Bottle Of Rum 6. Maps Of The Pacific Ocean 7. A 5 Gallon Can Of Water 8. A Small Transistor Radio 9. A 5 Gallon Can Of 2 Cycle Oil/Gas Mixture 10. A Floating Seat Cushion 11. 15 Feet Of Nylon Rope 12. 2 Boxes Of Hershey’s Chocolate Bars. 13. A Case Of Army Rations 14. A Shaving Mirror 15. 20 Square Feet Of Opaque Plastic Sheeting One Team Member Has Pack of Cigarettes, 2 Books of Matches, & 5 One Dollar Bills.
The Task: Part 1: Your Chances Of Survival Will Depend Upon Your Ability To Rank The 15 Items In The Order Of Importance. On The Worksheet, Working Alone. Rank The Importance Of The Items. Example: If You Think The Transistor Radio Is #1 Mark 1 Next To It. Mark 2 For The Next Important Item And So On.... You Have 5 Minutes..... Go!
Rank In Importance 1 Through 15 A Sextant ___ A Fishing Kit ___ Shark Repellent ___ Some Mosquito Netting ___ A Large Bottle Of Rum ___ Maps Of The Pacific Ocean ___ A 5 Gallon Can Of Water ___ A Small Transistor Radio ___ A 5 Gallon Can Of 2 Cycle Oil/Gas Mixture ___ A Floating Seat Cushion ____ 15 Feet Of Nylon Rope ____ 2 Boxes Of Hershey’s Chocolate Bars ___ A Case Of Army Rations ___ A Shaving Mirror ___ 20 Square Feet Of Opaque Plastic Sheeting ____
The Task: Part 2 Now Working As A Team Work Together - Rank The Importance Of The Items. Example: If Your Team Thinks The Transistor Radio Is #1 Mark 1 Next To It. Mark 2 For The Next Important Item And So On... You Have 10 Minutes..... Go (
Coastguard Expert Analysis: •The Basic Supplies Needed When People Are Stranded In Mid- Ocean Are Articles To Attract Attention & Aid For Survival Until Recue Help Arrives. • Articles For Navigation Are Of Little Importance. Even If The Life Raft Made It To Land It Would Be Impossible To Store Enough Food and Water To Survive For That Amount Of Time. •Most Rescues Occur Within The First 36 Hours.
ITEM COASTGUARD RANK ING REASONING Sextant 15 Useless Without Relevant Tables & A Chronometer Fishing Kit 7 No Guarantee You Will Catch Any Fish Shark Repellent 10 Only Works If There Are Sharks Around (Duh!) Mosquito Netting 14 There Are No Mosquitoes In The Middle Of The Ocean! Bottle Of Rum 11 Could Be Used As An Antiseptic For An Injury. Will Dehydrate If You Drink. Ocean Maps 13 Worthless Without Navigation Equipment 5 Gallons Of Water 3 Vital To Restore Fluids Small Transistor Radio 12 Your Out Of Range Of Any Radio Station
ITEM COASTGUARD RANK ING REASONING 5 Gallons Of 2 Cycle Fuel Mix 2 Critical For Signaling. Mixture Floats On Water Can Be Lighted With The Matches. Floating Seat Cushion 9 Useful As A Life Preserver If Someone Falls Out The Raft 15 Feet Of Rope 8 Could Be Used To Lash People Or Gear Together During A Storm Hershey Bars 6 Your Reserve Food Supply Army Rations 4 Your Basic Food Supply Shaving Mirror 1 Critical For Signaling. 20 Sq. Ft. Plastic 5 Can Be Used To Collect Rain Water. Shelter From Sun, Wind, Waves, etc.
Let’s Do Some Math And See If You Would Have Survived Individually And If Your Team Made It. USCG: Skyline
My Ranking Items Team Ranking Sextant (15) Fishing Kit (7) Shark Repellent (10) Mosquito Netting (14) Bottle of Rum (11) Maps of Pacific Ocean (13) 5 Gallon Can Of Water (3) Transistor Radio (12) 5 Gallons Of Gas Mix (2) Floating Seat Cushion (9) 15 Feet Of Nylon Rope (8) Hershey Chocolate Bars (6) Case of Army Rations (4) Shaving Mirror (1) 20 Sq. Ft. Opaque Plastic (5) Score _____ Score _____ Mark The Number Of Points That Your Score Differs From The Coastguard Ranking. Disregard The Plus Or Minus. Just Mark The # Difference. Then Total The Differences As The Score. The Lower The Total The Better The Score
My Ranking Items Team Ranking 5 Sextant (15) 5 4 Fishing Kit (7) 4 Shark Repellent (10) Mosquito Netting (14) Bottle of Rum (11) Maps of Pacific Ocean (13) 5 Gallon Can Of Water (3) Transistor Radio (12) 5 Gallons Of Gas Mix (2) Floating Seat Cushion (9) 15 Feet Of Nylon Rope (8) Hershey Chocolate Bars (6) Case of Army Rations (4) Shaving Mirror (1) 20 Sq. Ft. Opaque Plastic (5) Score _____ Score _____ Here’s An Example: If You Ranked The Sextant As A 10; The Difference Would Be Marked As 5. If You Ranked The Fishing Kit As A 11; The Difference Would Be Marked As 4.
0 – 25: Excellent. You Demonstrated Great Skills. Rescued ! 26-32: Above Average Results. Ok Skills. Rescued ! 33-45: Average: Seasick, Hungry, Tired...But Rescued ! Your New Nickname Is “Gillian”! 46-55: Fair: Dehydrated & Barely Alive. It Was Tough, But Rescued. 56-70: Poor: A Few Of You Barely Made It & Will Need Hospital Care...Some Didn’t Make It. Partial Rescue. 71-112: Not: Your Are History... Welcome To Davey Jones Locker !
Lost At Sea............ What Are The Take Aways?
Lost At Sea? Not Our Team!
• Generate list. . . What are Americans like? 23Vandeveer, 2011
• Competitive • Individualistic • Get it done attitude • Direct • Informal • Questioners • Dislike Silence • Value punctuality and cleanliness What are Americans like? Are these good teambuilding qualities? 24Vandeveer, 2011
• “An effective team is made up of capable and interested people, in small freely communicating groups, influenced by a strong, results-oriented leader committed to clear and attainable goals and highly active in working with team members to solve any problem standing in the way of goal achievement.” Team: The Essential Ingredients 25Vandeveer, 2011
• Exist to achieve a shared goal Characteristics of Teams 26Vandeveer, 2011
• Exist to achieve a shared goal • Members are interdependent regarding accomplishing that goal Characteristics of Teams 27Vandeveer, 2011
• Exist to achieve a shared goal • Members are interdependent regarding accomplishing that goal • Are bounded and remain relatively stable over time Characteristics of Teams 28Vandeveer, 2011
• Exist to achieve a shared goal • Members are interdependent regarding accomplishing that goal • Are bounded and remain relatively stable over time • Members have the authority to manage their own work and internal processes Characteristics of Teams 29Vandeveer, 2011
• Exist to achieve a shared goal • Members are interdependent regarding accomplishing that goal • Are bounded and remain relatively stable over time • Members have the authority to manage their own work and internal processes • Operate in a larger social system context Characteristics of Teams 30Vandeveer, 2011
• A team is a group of people who are interdependent with respect to information, resources, and skills and who seek to combine their efforts to achieve a common goal. What is a TEAM? 31Vandeveer, 2011
Synergy of Teams “ An exciting potential is born whenever two or more people come together. Synergy, where the whole is greater than the sum of the parts is most effective when the differences between people are valued. The strengths of the individuals must be built upon and their weaknesses compensated for. In the fertile soil of synergy, new alternatives are born. -The 7 Habits of Highly Effective People 32Vandeveer, 2011
•Synergy Means..... “Working Together”
•Synergy Means..... “Working Together” •Synergy Means...... “A Combined Action Or Operation”
•Synergy Means..... “Working Together” •Synergy Means...... “ A Combined Action Or Operation” •Synergy Means....“The Whole is Greater than the Sum of The Individual Part”
•Synergy Means..... “Working Together” •Synergy Means...... “A Combined Action Or Operation” •Synergy Means.... “The Whole is Greater than the Sum of The Individual Part” •Synergy Is Most Effective When The Differences Between People Are Valued
•Synergy Means..... “Working Together” •Synergy Means...... “A Combined Action Or Operation” •Synergy Means.... “The Whole is Greater than the Sum of The Individual Part” •Synergy Is Most Effective When The Differences Between People Are Valued •Synergy Is Built Using The Strengths Of The Individuals.
Team Expectations 39Vandeveer, 2011
Team Expectations •Cross-trained, Multi Skilled Associates That Can Do Many Tasks. 40Vandeveer, 2011
Team Expectations •Cross-trained, Multi Skilled Associates That Can Do Many Tasks. •Team Members Work Together To Build Products or Provide A Service. 41Vandeveer, 2011
Team Expectations •Cross-trained, Multi Skilled Associates That Can Do Many Tasks. •Team Members Work Together To Build Products or Provide A Service. •Collectively Help Make Decisions. 42Vandeveer, 2011
Team Expectations •Cross-trained, Multi Skilled Associates That Can Do Many Tasks. •Team Members Work Together To Build Products or Provide A Service. •Collectively Help Make Decisions. •Can Be A Group Of Associates That Come Together For A Specific Purpose (IE: Solve A Tough Problem) 43Vandeveer, 2011
Team Expectations •Cross-trained, Multi Skilled Associates That Can Do Many Tasks. •Team Members Work Together To Build Products or Provide A Service. •Collectively Help Make Decisions. •Can Be A Group Of Associates That Come Together For A Specific Purpose (IE: Solve A Tough Problem) •Have A Goal That Is Achievable & Measurable 44Vandeveer, 2011
Team Expectations •Cross-trained, Multi Skilled Associates That Can Do Many Tasks. •Team Members Work Together To Build Products or Provide A Service. •Collectively Help Make Decisions. •Can Be A Group Of Associates That Come Together For A Specific Purpose (IE: Solve A Tough Problem) •Have A Goal That Is Achievable & Measurable •The End Result Should Meet Or Exceed Stake Holder Expectations, Add Value, And Enhance Continual Improvement. 45Vandeveer, 2011
What Are Some Of The Frustrations You Can Expect With Teams? 46Vandeveer, 2011
• It requires trust and great “people skills.” Frustrating Aspects of Teamwork 47Vandeveer, 2011
• It requires trust and great “people skills.” • Developing and sustaining high motivation Frustrating Aspects of Teamwork 48Vandeveer, 2011
• It requires trust and great “people skills.” • Developing and sustaining high motivation • Managing conflict productively Frustrating Aspects of Teamwork 49Vandeveer, 2011
• It requires trust and great “people skills.” • Developing and sustaining high motivation • Managing conflict productively • Providing leadership and direction Frustrating Aspects of Teamwork 50Vandeveer, 2011
• It requires trust and great “people skills.” • Developing and sustaining high motivation • Managing conflict productively • Providing leadership and direction • Fostering creativity and innovation Frustrating Aspects of Teamwork 51Vandeveer, 2011
• It requires trust and great “people skills.” • Developing and sustaining high motivation • Managing conflict productively • Providing leadership and direction • Fostering creativity and innovation • Minimizing confusion and coordination problems. Frustrating Aspects of Teamwork 52Vandeveer, 2011
Standard Team Ground Rules 53Vandeveer, 2011
• Use teams of about 10 members Standard Team Ground Rules 54Vandeveer, 2011
• Use teams of about 10 members • Use an agenda to give clear sense of where they are going Standard Team Ground Rules 55Vandeveer, 2011
• Use teams of about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time Standard Team Ground Rules 56Vandeveer, 2011
• Use teams of about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, Standard Team Ground Rules 57Vandeveer, 2011
• Use teams of about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, • Train the team members together. Standard Team Ground Rules 58Vandeveer, 2011
• Use teams of about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, • Train the team members together. • Get everyone involved Standard Team Ground Rules 59Vandeveer, 2011
• Use teams of about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, • Train the team members together. • Get everyone involved • Practice Standard Team Ground Rules 60Vandeveer, 2011
• Use teams of about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, • Train the team members together. • Get everyone involved • Practice • Minimize links in the communication chain Standard Team Ground Rules 61Vandeveer, 2011
• Use teams of about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, • Train the team members together. • Get everyone involved • Practice • Minimize links in the communication chain • Set clear performance standards Standard Team Ground Rules 62Vandeveer, 2011
The value of team is now known. The following are some benefits that can result from the introduction of work teams. The Value of Teams 63Vandeveer, 2011
• The value of team is now known. The following are some benefits that can result from the introduction of work teams. –Increased employee motivation The Value of Teams 64Vandeveer, 2011
• The value of team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation –Higher level of productivity The Value of Teams 65Vandeveer, 2011
• The value of team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation – Higher level of productivity –Increased employee satisfaction The Value of Teams 66Vandeveer, 2011
• The value of team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation – Higher level of productivity – Increased employee satisfaction –Common commitment to goals The Value of Teams 67Vandeveer, 2011
• The value of team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation – Higher level of productivity – Increased employee satisfaction – Common commitment to goals –Improved decision making The Value of Teams 68Vandeveer, 2011
• The value of team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation – Higher level of productivity – Increased employee satisfaction – Common commitment to goals – Improved decision making – Improved communication –Expanded job skills The Value of Teams 69Vandeveer, 2011
• The value of team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation – Higher level of productivity – Increased employee satisfaction – Common commitment to goals – Improved decision making – Improved communication – Expended job skills –Organizational flexibility The Value of Teams 70Vandeveer, 2011
The 4 Stages Teams Go Through High Low Team Cooperation Negative Neutral Positive Synergy Storming Forming Norming Performing 71Vandeveer, 2011
• Every team goes through good times and bad times • Duration of high and low varies • Cycles are normal. Vandeveer, 2011 72
Team Member Roles Coach/Facilitator 73Vandeveer, 2011
Team Member Roles Coach/Facilitator • Provide Guidance, Direction, and Training For The Team 74Vandeveer, 2011
Team Member Roles Coach/Facilitator • Provide Guidance, Direction, and Training For The Team • Attends meetings – is neither a leader nor a member 75Vandeveer, 2011
Team Member Roles Coach/Facilitator • Provide Guidance, Direction, and Training For The Team • Attends meetings – is neither a leader nor a member • Focuses on the team process 76Vandeveer, 2011
Team Member Roles Coach/Facilitator • Provide Guidance, Direction, and Training For The Team • Attends meetings – is neither a leader nor a member • Focuses on the team process • Helps team leader plan meetings 77Vandeveer, 2011
Team Member Roles Coach/Facilitator • Provide Guidance, Direction, and Training For The Team • Attends meetings – is neither a leader nor a member • Focuses on the team process • Helps team leader plan meetings • Teaches team techniques to members 78Vandeveer, 2011
Team Member Roles Coach/Facilitator • Provide Guidance, Direction, and Training For The Team • Attends meetings – is neither a leader nor a member • Focuses on the team process • Helps team leader plan meetings • Teaches team techniques to members • Such as.. data collection... to help seek the root causes of a problem before trying to solve it. 79Vandeveer, 2011
Team Member Roles Members Provide Ideas, Share Responsibility, & 80Vandeveer, 2011 (Do The Work)
Teams: Meetings That Work 81Vandeveer, 2011
Teams: Meetings That Work •Have An Agenda 82Vandeveer, 2011
Teams: Meetings That Work •Have An Agenda •Pick A Good Meeting Room / Area 83Vandeveer, 2011
Teams: Meetings That Work •Have An Agenda •Pick A Good Meeting Room / Area •Set A Start and Stop Time 84Vandeveer, 2011
Teams: Meetings That Work •Have An Agenda •Pick A Good Meeting Room / Area •Set A Start and Stop Time 85Vandeveer, 2011 •Speak For Yourself While Considering Other Team Members
Teams: Meetings That Work •Have An Agenda •Pick A Good Meeting Room / Area •Set A Start and Stop Time 86Vandeveer, 2011 •Speak For Yourself While Considering Other Team Members •Separate The Idea From The Person
Teams: Meetings That Work •Have An Agenda •Pick A Good Meeting Room / Area •Set A Start and Stop Time 87Vandeveer, 2011 •Speak For Yourself While Considering Other Team Members •Separate The Idea From The Person •Don’t Ignore Others’ Contributions
Teams: Meetings That Work -Continued •Balance participation - All Members Participate 88Vandeveer, 2011
Teams: Meetings That Work -Continued •Balance participation - All Members Participate •View Differences/Conflict As Helpful But Be Respectful 89Vandeveer, 2011
Teams: Meetings That Work -Continued •Balance participation - All Members Participate •View Differences/Conflict As Helpful But Be Respectful •Strive For A Consensus 90Vandeveer, 2011
Teams: Meetings That Work -Continued •Balance participation - All Members Participate •View Differences/Conflict As Helpful But Be Respectful •Strive For A Consensus •Set Priorities At End Of Meeting: “What’s Next” •Or “Who Does What By When” 91Vandeveer, 2011
Teams: Meetings That Work -Continued •Balance participation - All Members Participate •View Differences/Conflict As Helpful But Be Respectful •Strive For A Consensus •Set Priorities At End Of Meeting: “What’s Next” Or “Who Does What By When” •Close – Summarize- Debrief 92Vandeveer, 2011
Features Of High Performance Teams 93Vandeveer, 2011
Features Of High Performance Teams –Clarity in team goals/objectives 94Vandeveer, 2011
Features Of High Performance Teams – Clarity in team goals/objectives –Have a shared plan for improvement (Implementation of lean process improvement) 95Vandeveer, 2011
Features Of High Performance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) –Commitment to common purpose 96Vandeveer, 2011
Features Of High Performance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose –Clearly defined roles; Leadership and structure 97Vandeveer, 2011
Features Of High Performance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose – Clearly defined roles; Leadership and structure – Clear communication – publish minute –Training to meet the knowledge and skill needs 98Vandeveer, 2011
Features Of High Performance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose – Clearly defined roles; Leadership and structure – Clear communication – publish minute – Training to meet the knowledge and skill needs –Well defined decision procedures 99Vandeveer, 2011
Features Of High Performance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose – Clearly defined roles; Leadership and structure – Clear communication – publish minute – Training to meet the knowledge and skill needs – Well defined decision procedures –Appropriate evaluation and reward systems 100Vandeveer, 2011
Features Of High Performance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose – Clearly defined roles; Leadership and structure – Clear communication – publish minute – Training to meet the knowledge and skill needs – Well defined decision procedures – Appropriate evaluation and reward systems –Awareness of the group process 101Vandeveer, 2011
Features Of High Performance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose – Clearly defined roles; Leadership and structure – Clear communication – publish minute – Training to meet the knowledge and skill needs – Well defined decision procedures – Appropriate evaluation and reward systems – Awareness of the group process –High mutual trust 102Vandeveer, 2011
Summary  Expectation Cards / Training Contract Review  Questions?  Where do we go from here? Everyone reads the book “ The Five Dysfunctions Of A Team”. We reconvene and start some teams to address problems. 103Vandeveer, 2011
The Five Dysfunctions of a Team • Lack of trust • Fear of conflict • Lack of commitment • Avoidance of accountability • Inattention to results Vandeveer, 2011 104
“It’s Easy To Get Good Players. Getting Them To Play Together; That’s The Hard Part!” Casey Stengel: New York Yankee’s Manager: 1949 -1960 7 World Series Championships

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Team training

  • 1.
    Coming together isa beginning Keeping together is Progress Working together is SUCCESS 1 The Advanced Production Improvement Process Vandeveer, 2011
  • 2.
    •Team Training Background •IceBreaker – Introductions •Training Session Contract •Why Teams? •Team Building Exercise •Team Characteristics •Summary / Questions
  • 3.
    Advanced Production ImprovementProcess Waste Elimination Tool Box Quick Changeover Standardized Work Batch Reduction Teams Quality at Source 5S SystemVisual Plant Layout POUS Cellular/FlowPull/Kanban TPM Continuous Improvement Value Stream Mapping Green = All Plants Have Knowledge Yellow = Next Tool White = Future Tools 3Vandeveer, 2011
  • 4.
    Introductions / IceBreaker 4Vandeveer, 2011
  • 5.
     What DoYou Want To Make Sure We Cover In This Session?  What Are Your Expectations Of This Team Training Session?  Jot Down Your Expectations or Questions On A Blank Card  Please Print  Turn Card Face Down When Completed Winning Teams Training Contract 5Vandeveer, 2011
  • 6.
    Kinds of WastesThat We Can Reduce or Eliminate
  • 7.
    Types of Teams •TheEntire Corporation •A Division •Management Staff At A Division •A Department At Corporate or At A Division •Supplier – Division – Dealer – Consumer • Can You Name Some Others? 7Vandeveer, 2011
  • 8.
  • 9.
    The Situation: • ThePeople In This Room Has Chartered A Yacht Manned With By A “Skipper” And A Two Person Crew. • You Are In the South Pacific When A Fire Breaks Out. •The Yacht And Most Of The Contents Are Destroyed. •The Yacht Is Slowing Sinking. •The “Skipper” And Crew Perish In Their Attempts To Put Out The Fire • Your Best Guess Is That You Are 1000 miles Southwest Of The Nearest Land.
  • 10.
    The Situation: Continued: •YourTeam Has Managed To Escape Unhurt Into A Rubber Life Raft •Your Team Has Managed To Save The Following 15 Items. 1. A Sextant 2. A Fishing Kit 3. Shark Repellent 4. Some Mosquito Netting 5. A Large Bottle Of Rum 6. Maps Of The Pacific Ocean 7. A 5 Gallon Can Of Water 8. A Small Transistor Radio 9. A 5 Gallon Can Of 2 Cycle Oil/Gas Mixture 10. A Floating Seat Cushion 11. 15 Feet Of Nylon Rope 12. 2 Boxes Of Hershey’s Chocolate Bars. 13. A Case Of Army Rations 14. A Shaving Mirror 15. 20 Square Feet Of Opaque Plastic Sheeting One Team Member Has Pack of Cigarettes, 2 Books of Matches, & 5 One Dollar Bills.
  • 11.
    The Task: Part1: Your Chances Of Survival Will Depend Upon Your Ability To Rank The 15 Items In The Order Of Importance. On The Worksheet, Working Alone. Rank The Importance Of The Items. Example: If You Think The Transistor Radio Is #1 Mark 1 Next To It. Mark 2 For The Next Important Item And So On.... You Have 5 Minutes..... Go!
  • 12.
    Rank In Importance1 Through 15 A Sextant ___ A Fishing Kit ___ Shark Repellent ___ Some Mosquito Netting ___ A Large Bottle Of Rum ___ Maps Of The Pacific Ocean ___ A 5 Gallon Can Of Water ___ A Small Transistor Radio ___ A 5 Gallon Can Of 2 Cycle Oil/Gas Mixture ___ A Floating Seat Cushion ____ 15 Feet Of Nylon Rope ____ 2 Boxes Of Hershey’s Chocolate Bars ___ A Case Of Army Rations ___ A Shaving Mirror ___ 20 Square Feet Of Opaque Plastic Sheeting ____
  • 13.
    The Task: Part2 Now Working As A Team Work Together - Rank The Importance Of The Items. Example: If Your Team Thinks The Transistor Radio Is #1 Mark 1 Next To It. Mark 2 For The Next Important Item And So On... You Have 10 Minutes..... Go (
  • 14.
    Coastguard Expert Analysis: •TheBasic Supplies Needed When People Are Stranded In Mid- Ocean Are Articles To Attract Attention & Aid For Survival Until Recue Help Arrives. • Articles For Navigation Are Of Little Importance. Even If The Life Raft Made It To Land It Would Be Impossible To Store Enough Food and Water To Survive For That Amount Of Time. •Most Rescues Occur Within The First 36 Hours.
  • 15.
    ITEM COASTGUARD RANK ING REASONING Sextant15 Useless Without Relevant Tables & A Chronometer Fishing Kit 7 No Guarantee You Will Catch Any Fish Shark Repellent 10 Only Works If There Are Sharks Around (Duh!) Mosquito Netting 14 There Are No Mosquitoes In The Middle Of The Ocean! Bottle Of Rum 11 Could Be Used As An Antiseptic For An Injury. Will Dehydrate If You Drink. Ocean Maps 13 Worthless Without Navigation Equipment 5 Gallons Of Water 3 Vital To Restore Fluids Small Transistor Radio 12 Your Out Of Range Of Any Radio Station
  • 16.
    ITEM COASTGUARD RANK ING REASONING 5Gallons Of 2 Cycle Fuel Mix 2 Critical For Signaling. Mixture Floats On Water Can Be Lighted With The Matches. Floating Seat Cushion 9 Useful As A Life Preserver If Someone Falls Out The Raft 15 Feet Of Rope 8 Could Be Used To Lash People Or Gear Together During A Storm Hershey Bars 6 Your Reserve Food Supply Army Rations 4 Your Basic Food Supply Shaving Mirror 1 Critical For Signaling. 20 Sq. Ft. Plastic 5 Can Be Used To Collect Rain Water. Shelter From Sun, Wind, Waves, etc.
  • 17.
    Let’s Do SomeMath And See If You Would Have Survived Individually And If Your Team Made It. USCG: Skyline
  • 18.
    My Ranking ItemsTeam Ranking Sextant (15) Fishing Kit (7) Shark Repellent (10) Mosquito Netting (14) Bottle of Rum (11) Maps of Pacific Ocean (13) 5 Gallon Can Of Water (3) Transistor Radio (12) 5 Gallons Of Gas Mix (2) Floating Seat Cushion (9) 15 Feet Of Nylon Rope (8) Hershey Chocolate Bars (6) Case of Army Rations (4) Shaving Mirror (1) 20 Sq. Ft. Opaque Plastic (5) Score _____ Score _____ Mark The Number Of Points That Your Score Differs From The Coastguard Ranking. Disregard The Plus Or Minus. Just Mark The # Difference. Then Total The Differences As The Score. The Lower The Total The Better The Score
  • 19.
    My Ranking ItemsTeam Ranking 5 Sextant (15) 5 4 Fishing Kit (7) 4 Shark Repellent (10) Mosquito Netting (14) Bottle of Rum (11) Maps of Pacific Ocean (13) 5 Gallon Can Of Water (3) Transistor Radio (12) 5 Gallons Of Gas Mix (2) Floating Seat Cushion (9) 15 Feet Of Nylon Rope (8) Hershey Chocolate Bars (6) Case of Army Rations (4) Shaving Mirror (1) 20 Sq. Ft. Opaque Plastic (5) Score _____ Score _____ Here’s An Example: If You Ranked The Sextant As A 10; The Difference Would Be Marked As 5. If You Ranked The Fishing Kit As A 11; The Difference Would Be Marked As 4.
  • 20.
    0 – 25:Excellent. You Demonstrated Great Skills. Rescued ! 26-32: Above Average Results. Ok Skills. Rescued ! 33-45: Average: Seasick, Hungry, Tired...But Rescued ! Your New Nickname Is “Gillian”! 46-55: Fair: Dehydrated & Barely Alive. It Was Tough, But Rescued. 56-70: Poor: A Few Of You Barely Made It & Will Need Hospital Care...Some Didn’t Make It. Partial Rescue. 71-112: Not: Your Are History... Welcome To Davey Jones Locker !
  • 21.
    Lost At Sea............ WhatAre The Take Aways?
  • 22.
  • 23.
    • Generate list.. . What are Americans like? 23Vandeveer, 2011
  • 24.
    • Competitive • Individualistic •Get it done attitude • Direct • Informal • Questioners • Dislike Silence • Value punctuality and cleanliness What are Americans like? Are these good teambuilding qualities? 24Vandeveer, 2011
  • 25.
    • “An effectiveteam is made up of capable and interested people, in small freely communicating groups, influenced by a strong, results-oriented leader committed to clear and attainable goals and highly active in working with team members to solve any problem standing in the way of goal achievement.” Team: The Essential Ingredients 25Vandeveer, 2011
  • 26.
    • Exist toachieve a shared goal Characteristics of Teams 26Vandeveer, 2011
  • 27.
    • Exist toachieve a shared goal • Members are interdependent regarding accomplishing that goal Characteristics of Teams 27Vandeveer, 2011
  • 28.
    • Exist toachieve a shared goal • Members are interdependent regarding accomplishing that goal • Are bounded and remain relatively stable over time Characteristics of Teams 28Vandeveer, 2011
  • 29.
    • Exist toachieve a shared goal • Members are interdependent regarding accomplishing that goal • Are bounded and remain relatively stable over time • Members have the authority to manage their own work and internal processes Characteristics of Teams 29Vandeveer, 2011
  • 30.
    • Exist toachieve a shared goal • Members are interdependent regarding accomplishing that goal • Are bounded and remain relatively stable over time • Members have the authority to manage their own work and internal processes • Operate in a larger social system context Characteristics of Teams 30Vandeveer, 2011
  • 31.
    • A teamis a group of people who are interdependent with respect to information, resources, and skills and who seek to combine their efforts to achieve a common goal. What is a TEAM? 31Vandeveer, 2011
  • 32.
    Synergy of Teams “An exciting potential is born whenever two or more people come together. Synergy, where the whole is greater than the sum of the parts is most effective when the differences between people are valued. The strengths of the individuals must be built upon and their weaknesses compensated for. In the fertile soil of synergy, new alternatives are born. -The 7 Habits of Highly Effective People 32Vandeveer, 2011
  • 34.
  • 35.
    •Synergy Means..... “WorkingTogether” •Synergy Means...... “A Combined Action Or Operation”
  • 36.
    •Synergy Means..... “WorkingTogether” •Synergy Means...... “ A Combined Action Or Operation” •Synergy Means....“The Whole is Greater than the Sum of The Individual Part”
  • 37.
    •Synergy Means..... “WorkingTogether” •Synergy Means...... “A Combined Action Or Operation” •Synergy Means.... “The Whole is Greater than the Sum of The Individual Part” •Synergy Is Most Effective When The Differences Between People Are Valued
  • 38.
    •Synergy Means..... “WorkingTogether” •Synergy Means...... “A Combined Action Or Operation” •Synergy Means.... “The Whole is Greater than the Sum of The Individual Part” •Synergy Is Most Effective When The Differences Between People Are Valued •Synergy Is Built Using The Strengths Of The Individuals.
  • 39.
  • 40.
    Team Expectations •Cross-trained, MultiSkilled Associates That Can Do Many Tasks. 40Vandeveer, 2011
  • 41.
    Team Expectations •Cross-trained, MultiSkilled Associates That Can Do Many Tasks. •Team Members Work Together To Build Products or Provide A Service. 41Vandeveer, 2011
  • 42.
    Team Expectations •Cross-trained, MultiSkilled Associates That Can Do Many Tasks. •Team Members Work Together To Build Products or Provide A Service. •Collectively Help Make Decisions. 42Vandeveer, 2011
  • 43.
    Team Expectations •Cross-trained, MultiSkilled Associates That Can Do Many Tasks. •Team Members Work Together To Build Products or Provide A Service. •Collectively Help Make Decisions. •Can Be A Group Of Associates That Come Together For A Specific Purpose (IE: Solve A Tough Problem) 43Vandeveer, 2011
  • 44.
    Team Expectations •Cross-trained, MultiSkilled Associates That Can Do Many Tasks. •Team Members Work Together To Build Products or Provide A Service. •Collectively Help Make Decisions. •Can Be A Group Of Associates That Come Together For A Specific Purpose (IE: Solve A Tough Problem) •Have A Goal That Is Achievable & Measurable 44Vandeveer, 2011
  • 45.
    Team Expectations •Cross-trained, MultiSkilled Associates That Can Do Many Tasks. •Team Members Work Together To Build Products or Provide A Service. •Collectively Help Make Decisions. •Can Be A Group Of Associates That Come Together For A Specific Purpose (IE: Solve A Tough Problem) •Have A Goal That Is Achievable & Measurable •The End Result Should Meet Or Exceed Stake Holder Expectations, Add Value, And Enhance Continual Improvement. 45Vandeveer, 2011
  • 46.
    What Are SomeOf The Frustrations You Can Expect With Teams? 46Vandeveer, 2011
  • 47.
    • It requirestrust and great “people skills.” Frustrating Aspects of Teamwork 47Vandeveer, 2011
  • 48.
    • It requirestrust and great “people skills.” • Developing and sustaining high motivation Frustrating Aspects of Teamwork 48Vandeveer, 2011
  • 49.
    • It requirestrust and great “people skills.” • Developing and sustaining high motivation • Managing conflict productively Frustrating Aspects of Teamwork 49Vandeveer, 2011
  • 50.
    • It requirestrust and great “people skills.” • Developing and sustaining high motivation • Managing conflict productively • Providing leadership and direction Frustrating Aspects of Teamwork 50Vandeveer, 2011
  • 51.
    • It requirestrust and great “people skills.” • Developing and sustaining high motivation • Managing conflict productively • Providing leadership and direction • Fostering creativity and innovation Frustrating Aspects of Teamwork 51Vandeveer, 2011
  • 52.
    • It requirestrust and great “people skills.” • Developing and sustaining high motivation • Managing conflict productively • Providing leadership and direction • Fostering creativity and innovation • Minimizing confusion and coordination problems. Frustrating Aspects of Teamwork 52Vandeveer, 2011
  • 53.
    Standard Team GroundRules 53Vandeveer, 2011
  • 54.
    • Use teamsof about 10 members Standard Team Ground Rules 54Vandeveer, 2011
  • 55.
    • Use teamsof about 10 members • Use an agenda to give clear sense of where they are going Standard Team Ground Rules 55Vandeveer, 2011
  • 56.
    • Use teamsof about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time Standard Team Ground Rules 56Vandeveer, 2011
  • 57.
    • Use teamsof about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, Standard Team Ground Rules 57Vandeveer, 2011
  • 58.
    • Use teamsof about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, • Train the team members together. Standard Team Ground Rules 58Vandeveer, 2011
  • 59.
    • Use teamsof about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, • Train the team members together. • Get everyone involved Standard Team Ground Rules 59Vandeveer, 2011
  • 60.
    • Use teamsof about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, • Train the team members together. • Get everyone involved • Practice Standard Team Ground Rules 60Vandeveer, 2011
  • 61.
    • Use teamsof about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, • Train the team members together. • Get everyone involved • Practice • Minimize links in the communication chain Standard Team Ground Rules 61Vandeveer, 2011
  • 62.
    • Use teamsof about 10 members • Use an agenda to give clear sense of where they are going • Start on time and stop on time • Pick a good meeting area, few distractions, • Train the team members together. • Get everyone involved • Practice • Minimize links in the communication chain • Set clear performance standards Standard Team Ground Rules 62Vandeveer, 2011
  • 63.
    The value ofteam is now known. The following are some benefits that can result from the introduction of work teams. The Value of Teams 63Vandeveer, 2011
  • 64.
    • The valueof team is now known. The following are some benefits that can result from the introduction of work teams. –Increased employee motivation The Value of Teams 64Vandeveer, 2011
  • 65.
    • The valueof team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation –Higher level of productivity The Value of Teams 65Vandeveer, 2011
  • 66.
    • The valueof team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation – Higher level of productivity –Increased employee satisfaction The Value of Teams 66Vandeveer, 2011
  • 67.
    • The valueof team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation – Higher level of productivity – Increased employee satisfaction –Common commitment to goals The Value of Teams 67Vandeveer, 2011
  • 68.
    • The valueof team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation – Higher level of productivity – Increased employee satisfaction – Common commitment to goals –Improved decision making The Value of Teams 68Vandeveer, 2011
  • 69.
    • The valueof team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation – Higher level of productivity – Increased employee satisfaction – Common commitment to goals – Improved decision making – Improved communication –Expanded job skills The Value of Teams 69Vandeveer, 2011
  • 70.
    • The valueof team is now known. The following are some benefits that can result from the introduction of work teams. – Increased employee motivation – Higher level of productivity – Increased employee satisfaction – Common commitment to goals – Improved decision making – Improved communication – Expended job skills –Organizational flexibility The Value of Teams 70Vandeveer, 2011
  • 71.
    The 4 StagesTeams Go Through High Low Team Cooperation Negative Neutral Positive Synergy Storming Forming Norming Performing 71Vandeveer, 2011
  • 72.
    • Every teamgoes through good times and bad times • Duration of high and low varies • Cycles are normal. Vandeveer, 2011 72
  • 73.
  • 74.
    Team Member Roles Coach/Facilitator •Provide Guidance, Direction, and Training For The Team 74Vandeveer, 2011
  • 75.
    Team Member Roles Coach/Facilitator •Provide Guidance, Direction, and Training For The Team • Attends meetings – is neither a leader nor a member 75Vandeveer, 2011
  • 76.
    Team Member Roles Coach/Facilitator •Provide Guidance, Direction, and Training For The Team • Attends meetings – is neither a leader nor a member • Focuses on the team process 76Vandeveer, 2011
  • 77.
    Team Member Roles Coach/Facilitator •Provide Guidance, Direction, and Training For The Team • Attends meetings – is neither a leader nor a member • Focuses on the team process • Helps team leader plan meetings 77Vandeveer, 2011
  • 78.
    Team Member Roles Coach/Facilitator •Provide Guidance, Direction, and Training For The Team • Attends meetings – is neither a leader nor a member • Focuses on the team process • Helps team leader plan meetings • Teaches team techniques to members 78Vandeveer, 2011
  • 79.
    Team Member Roles Coach/Facilitator •Provide Guidance, Direction, and Training For The Team • Attends meetings – is neither a leader nor a member • Focuses on the team process • Helps team leader plan meetings • Teaches team techniques to members • Such as.. data collection... to help seek the root causes of a problem before trying to solve it. 79Vandeveer, 2011
  • 80.
    Team Member Roles Members ProvideIdeas, Share Responsibility, & 80Vandeveer, 2011 (Do The Work)
  • 81.
    Teams: Meetings ThatWork 81Vandeveer, 2011
  • 82.
    Teams: Meetings ThatWork •Have An Agenda 82Vandeveer, 2011
  • 83.
    Teams: Meetings ThatWork •Have An Agenda •Pick A Good Meeting Room / Area 83Vandeveer, 2011
  • 84.
    Teams: Meetings ThatWork •Have An Agenda •Pick A Good Meeting Room / Area •Set A Start and Stop Time 84Vandeveer, 2011
  • 85.
    Teams: Meetings ThatWork •Have An Agenda •Pick A Good Meeting Room / Area •Set A Start and Stop Time 85Vandeveer, 2011 •Speak For Yourself While Considering Other Team Members
  • 86.
    Teams: Meetings ThatWork •Have An Agenda •Pick A Good Meeting Room / Area •Set A Start and Stop Time 86Vandeveer, 2011 •Speak For Yourself While Considering Other Team Members •Separate The Idea From The Person
  • 87.
    Teams: Meetings ThatWork •Have An Agenda •Pick A Good Meeting Room / Area •Set A Start and Stop Time 87Vandeveer, 2011 •Speak For Yourself While Considering Other Team Members •Separate The Idea From The Person •Don’t Ignore Others’ Contributions
  • 88.
    Teams: Meetings ThatWork -Continued •Balance participation - All Members Participate 88Vandeveer, 2011
  • 89.
    Teams: Meetings ThatWork -Continued •Balance participation - All Members Participate •View Differences/Conflict As Helpful But Be Respectful 89Vandeveer, 2011
  • 90.
    Teams: Meetings ThatWork -Continued •Balance participation - All Members Participate •View Differences/Conflict As Helpful But Be Respectful •Strive For A Consensus 90Vandeveer, 2011
  • 91.
    Teams: Meetings ThatWork -Continued •Balance participation - All Members Participate •View Differences/Conflict As Helpful But Be Respectful •Strive For A Consensus •Set Priorities At End Of Meeting: “What’s Next” •Or “Who Does What By When” 91Vandeveer, 2011
  • 92.
    Teams: Meetings ThatWork -Continued •Balance participation - All Members Participate •View Differences/Conflict As Helpful But Be Respectful •Strive For A Consensus •Set Priorities At End Of Meeting: “What’s Next” Or “Who Does What By When” •Close – Summarize- Debrief 92Vandeveer, 2011
  • 93.
    Features Of HighPerformance Teams 93Vandeveer, 2011
  • 94.
    Features Of HighPerformance Teams –Clarity in team goals/objectives 94Vandeveer, 2011
  • 95.
    Features Of HighPerformance Teams – Clarity in team goals/objectives –Have a shared plan for improvement (Implementation of lean process improvement) 95Vandeveer, 2011
  • 96.
    Features Of HighPerformance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) –Commitment to common purpose 96Vandeveer, 2011
  • 97.
    Features Of HighPerformance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose –Clearly defined roles; Leadership and structure 97Vandeveer, 2011
  • 98.
    Features Of HighPerformance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose – Clearly defined roles; Leadership and structure – Clear communication – publish minute –Training to meet the knowledge and skill needs 98Vandeveer, 2011
  • 99.
    Features Of HighPerformance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose – Clearly defined roles; Leadership and structure – Clear communication – publish minute – Training to meet the knowledge and skill needs –Well defined decision procedures 99Vandeveer, 2011
  • 100.
    Features Of HighPerformance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose – Clearly defined roles; Leadership and structure – Clear communication – publish minute – Training to meet the knowledge and skill needs – Well defined decision procedures –Appropriate evaluation and reward systems 100Vandeveer, 2011
  • 101.
    Features Of HighPerformance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose – Clearly defined roles; Leadership and structure – Clear communication – publish minute – Training to meet the knowledge and skill needs – Well defined decision procedures – Appropriate evaluation and reward systems –Awareness of the group process 101Vandeveer, 2011
  • 102.
    Features Of HighPerformance Teams – Clarity in team goals/objectives – Have a shared plan for improvement (Implementation of lean process improvement) – Commitment to common purpose – Clearly defined roles; Leadership and structure – Clear communication – publish minute – Training to meet the knowledge and skill needs – Well defined decision procedures – Appropriate evaluation and reward systems – Awareness of the group process –High mutual trust 102Vandeveer, 2011
  • 103.
    Summary  Expectation Cards/ Training Contract Review  Questions?  Where do we go from here? Everyone reads the book “ The Five Dysfunctions Of A Team”. We reconvene and start some teams to address problems. 103Vandeveer, 2011
  • 104.
    The Five Dysfunctionsof a Team • Lack of trust • Fear of conflict • Lack of commitment • Avoidance of accountability • Inattention to results Vandeveer, 2011 104
  • 105.
    “It’s Easy ToGet Good Players. Getting Them To Play Together; That’s The Hard Part!” Casey Stengel: New York Yankee’s Manager: 1949 -1960 7 World Series Championships