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© Arthur Shelley 2015 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use.

KNOWledge SUCCESSion

High Performing Teams

Dr Arthur Shelley Intelligent Answers & OZAN*

* OZAN is the Organizational Zoo Ambassadors network An international professional development group collaborating on application of metaphor to enhance performance outcomes

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What is a High Performing Team?

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“A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable” Katzenbach and Smith (2004, p5)

“Teams are distinguishable sets of two or more individuals who interact interdependently and adaptively to achieve specified, shared, and valued objectives.” Guzzo and Salas (1995, p13)

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Previous example of team definition

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Trust and Knowledge Sharing

Metaphoric reflective conversations Shelley (2012)

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Invisible Maze ExerciseRules of the “Invisible Maze”

– There is only one correct path through– Step on wrong square, “NO” as feedback– Leave maze immediately, return to team– No talking

• Teams to get one person through the invisible maze

• Review of the outcomes of the activity after success

One correct

path

Start

Finish

?

?

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Reflection… to verbalise & share

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What did we learn? Learning from errors Learning from each other Assumed rules Team dynamics and boundaries Innovation & creative solutions Divergent BEFORE Convergent Collaboration vs competition Systems thinking and Paradoxical complexity Active Listening Patterned Thinking Emotional impacts on decisions Understanding what the objective was AND more if you keep reflecting…

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What can you tell me about this map?

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Lion

Aggressive command & control

Territorial

Charismatic or ego-driven

Decisions and risks

Can disengage others

Team Role Behaviours

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Eagle

Inspirational, above the mire

Great long range vision

Rapid action on opportunities

Great instinct, strategic

Leads strategically with vision

Can be too independent

Team Role Behaviours

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Bee

Collaborative

Assumes specific role

Everything for the hive

Leads teamwork

Can focus internally

Team Role Behaviours

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Leveraging behaviours for team performance

• Not right and wrong behaviours– but there are misplaced behaviours

• Target right animal in the right context– to get the optimal outcome

• Change animals consciously & proactively– rather than subconsciously in reaction

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Characterising Behavioural Environment High Performing Teams

Core (Expected) Behaviours

Zoo Character?

Zoo Character?

Zoo Character?

Zoo Character?

Zoo Character?

Accepted (Desired) Behaviours

Zoo Character?

Zoo Character?

Zoo Character?

Zoo Character?

Zoo Character?

Tolerated Behaviours

Zoo Character?

Zoo Character?

Zoo Character?

Zoo Character?

Zoo Character?

Rejected (Not tolerated) Behaviours

Zoo Character?

Zoo Character?

Zoo Character?

Zoo Character?

Zoo Character?

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provided source is acknowledged. Permission of the author required for commercial use.

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Reflective Conversations That Matter

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Shelley, 2009

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Behavioural DNA of Collaboration

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Understand your Behavioural Ecosystem

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Creating Collaborative Environments

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Creating the right team environment

First:

Understand your Organizational Zoo and how your project benefits the creatures within - from their perspective

Shelley 2007

© Arthur Shelley 2015 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use.

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Creating the right team environment

Second:

Understand your Project Zoo and how the project benefits the creatures within - from their perspective

© Arthur Shelley 2015 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use.

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Creating the right team environment

Third:

Understand how to match business stakeholders to team members based on behavioural compatibility

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Behavioural DNA of Creativity

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Demographic preferences for Collaboration

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Positive contribution Negative contribution

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Behaviour impacts Collaboration

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The Hidden Power of Networks

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Shelley, 2009

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Behavioural nature of Culture Clash

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Aligning Behaviour with Context

Shelley 2012

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Your view IS filtered by YOU

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Increase Knowledge Cycle Flows

Ideas

Innovation

Shelley, 2014© Arthur Shelley 2015 under Creative Commons License. Available for public use provided source is acknowledged.

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KNOWledge SUCCESSion?What does that mean?

© Arthur Shelley 2015 under Creative Commons License. Available for public use provided source is acknowledged.

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KNOW

Performance

Sustainable Adaptation

SUCCESS

SUCCESSionKNOWledge

Projects, Capability, Learning

WHY, Who, What, HWW

People, Relationships, Value

Iterative reflective cyclesCreative friction, Conversations

Efficient, effective tools

Practice informed theory

Behaviour as an asset

Knowledge Leadership

Influence Stakeholders

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Visualisation Activity

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Visualisation Activity

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Sense Reflect Share Create

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INTERPRET what the image means TO YOU from a knowledge perspective

REFLECT on how this makes sense to you

RECORD some initial thoughts

SHARE your insights with others at tables

CONVERSE about DIVERSITY in perceptions

CREATE new knowledge through these exchanges

CONSIDER potential actions, impacts and outcomes from these exchanges

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© Arthur Shelley 2015 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use.

Contact

Arthur Shelleyarthur@organizationalzoo.com

FREE behavioural profilewww.organizationalzoo.com/profilerInsights into behaviourswww.organizationalzoo.com/blog www.organizationalzoo.com/ZooTube

Consulting and mentoringwww.intelligentanswers.com.au

Ph +61 413 047 408 @Metaphorage#OrgZoo