od training & development

7/31/2019 OD Training & Development

1/22

DRAFT

TEAMPRODUCTIVITYDEVELOPMENT

PROPOSAL

Aninitialdraftproposaltodeterminethescale,scopeandrequirementsofateamproductivitydevelopment

improvementprogramforapotentialclient


2/22

TeamProductivityDevelopmentProposal

Page2

Overview

Thisdocumentisintendedtogiveyouanoutlineoftheteamproductivitydevelopmentprocess.Itisadraftandwould

formthe

basis

of

any

initial

discussion.

Atalltimesyoushouldrememberthekeywordisproductivity;weunderstandtheword,weunderstandits

importance.Mostpeopledonotunderstandthewordproductivity; wedoandcanshowyouhow,(withoutyouhaving

tocrackthewhip,)howtoachieveproductivityimprovements.

Sometimesitcostsalittle,sometimesalot,butquiteoftenitcostnothingtomakeimprovementstoworkplace

productivity.

TheSuggestedEvaluationPlanfollowsandoutlinesasimplebusinessprocess.

FollowingonfromtheEvaluationPlanissomedetailonasuggesteddevelopmentprocess,thatcouldbeusedinyour

organisation.

Alsolookattheteamdevelopmentsectiononthewww.accelteam.comWebsite.Thehttp://accel

team.com/team_building/01_teamwork.html pageisworthaquickscaneffectivevineffectiveteams.

Youcancontactmeeither:

+441946823191or [email protected]

CliffGrimes
http://www.accel-team.com/http://www.accel-team.com/http://www.accel-team.com/http://accel-team.com/team_building/01_teamwork.htmlhttp://accel-team.com/team_building/01_teamwork.htmlhttp://accel-team.com/team_building/01_teamwork.htmlmailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]://accel-team.com/team_building/01_teamwork.htmlhttp://accel-team.com/team_building/01_teamwork.htmlhttp://www.accel-team.com/


3/22

Accel Team

Page3

Table1:SuggestedEvaluationPlan

DraftEvaluationPlan

Task Date(s) Responsibility Go/NoGo Billable

Initialdiscussiontoidentifyanddevelop

CLIENTbusinessneeds

Accel

/ (CLIENT)

Review (revise)scoping(draft)proposalwith

management/stakeholdersatCLIENT

(CLIENT)/

Submit

any

changes

including

initial

motivation(fromCLIENTmanagement)for

theproject

(CLIENT) /

Agreeonfinalproposalandpricing (CLIENT) /Accel

Developlogisticsforthedeploymentof

organisationalbuildingblocksdiagnosticat

CLIENT

(includes

who

at

CLIENT

will

undertake

diagnosticinstrumentandtheirspecial

characteristics)

(CLIENT)/Accel

Deploydiagnosticinstrumenttoemployees

andsubmitreturnsforprocessing

(CLIENT)/Accel

Processresults Accel

Reportresults/findings

Makerecommendationsforagreementon

training(situationalspecific)content

Accel

Developandagreesuccesscriteria(baseline

metricsformeasuringeffectivenessof

program)

(CLIENT) /Accel


4/22


Page4

DraftEvaluationPlan

Developworkshopstoaddressneeds

highlightedfromorganisationalblocks

diagnosticforidentifiedgroupingsin(CLIENT)

(CLIENT)(CLIENT)

Accel/

(CLIENT)

Developdeliveryplanfortraining (CLIENT) /Accel

Deliverteamtrainingdevelopmentprogram

Evaluateoncoursebycoursebasis

Accel /(CLIENT)

Evaluateoverall

effectiveness

of

program

Makerecommendationsbasedonfindings

andconclusions(fromtrainingsessions)

When

program

completes

(CLIENT) /Accel


5/22

Accel Team

Page5

PHASE1 DIAGNOSINGORGANISATIONALPROBLEMS

PHASE1OBJECTIVES To determineasetofdevelopmentprioritiesandsolutionsin CLIENTbasedon theresultsofan

auditofindividualresponsesto aquestionnaire,thathavebeenanalysed;o Fortheidentifiedgroups(teams,departments,hierarchicallevel,etc?)o Fortheorganisationas awhole?

TEAMEVALUATIONCHARACTERISTICSDebatesaboutwhatconstitutesaneffectiveorganisationcanbeendlessbutmostsuchorganisationsseemtoexhibitasetofcommoncharacteristics, characteristicswhichareassociatedwithamatureapproachtoworkbyemployees.Thesecharacteristicscanbereferredtoastheorganisationalbuildingblocks.Theybringabouteffective/efficientbusinessprocessesundertakenbyenthusiasticemployeesmotivatedtodotheirbest.Theyareasfollows:

Balancedroles

Clearobjectivesandagreedgoals

Opennessandconfrontation

Supportandtrust

Cooperationandconflict

Soundprocedures

Appropriateleadership

Regularreview

Individualdevelopment

Soundintergrouprelations

Goodcommunications Figure1:Organisationalcharacteristics(buildingblocks)ofeffectiveorganisations

Toevaluatethestrengthsandweaknessesofeachofthesebuildingblockswedeployaquestionnairethatenablesustolookatanorganisationsstrengthsandweaknessesundereachoftheseheadings.Usingitisthestartofthediagnosticprocess(needsanalysis)inadevelopmentprogram.

Wethenpresenttheresultsobtainedfromthediagnosticexercise Weexplaintoyouhowaddressingtheweaknesseswillyieldresults Wewillmakerecommendationsintermsofadevelopmentactionplanthatwilladdresstheweaknesses

identifiedWewilldevelopforyouaprogrammetofullyexpandontheseconceptsinthedelegatesyouputthroughourdevelopmentprocess.Thisinturnwillleadtoanimprovementattheoperationallevel,inCLIENT,instaffmorale,motivationandmostimportantlyproductivity.ItwillbekeytosuccessthatasmanyrepresentativesofCLIENTbeputthroughtheprocess.


6/22


Page6

TH EBUILDING BLOCKS QUESTIONNAIRE

Thesamplequestionnairethatfollowsisanaidtodiscoveringwhichoftheelevenbuildingblocksofeffectiveteamwork

couldbemostusefultoteamCLIENTanditssubteams.(Byinspectionyoushouldconcludethatitiscomprehensive

andwillprovideconclusiveevidenceofdevelopmentneeds,onceyouunderstandtheimportancetobusiness

performanceoftheorganisational buildingblocks.Itwillalsoprovideuswithcluesofwheretherearepotentialareas

forbusinessperformancegainstobeachieved.)

Thequestionnaireisacollectionofstatementswhichteammembersmightbeheardtomakeaboutaffairsintheir

departments/sections,ormorebroadlyaboutCLIENT.Themorepeopleup,downandacrosstheorganisationwho

completeitthemoreaccuratewillbetheresultsofthediagnostic/needsanalysis.

Itisimportanttoensurethatthosecompletingitshareacommonperceptionofthecompositionofthedepartment/section/geographiclocation/teamunderreview,asofcourse,somemayseethemselvesas

belongingtomorethanoneteam.

Withthehelpofthisquestionnairewecan,therefore,notonlygetasoundindicationofwhichtheseorganisational

buildingblockstouseinCLIENTsdevelopmentinitiative,butalsobedirectedtothoseactivitieswhichwillmosteasily

starttomakeCLIENTmoreeffective.

Theoutcomefromthisquestionnairewillbeusedwhenselectingdevelopmentresources/activitieswhichcanbeused

forexploringandusingthebuildingblocks.Thesedevelopmentresourceswillthenbedeliveredtoenabletangible

resultsbackintheworkplace.Fromexperience,theseresultswillbesignificantandsubstantial,bothinfinancialand

humanrelationsterms.

DEPLOYMENT

OF

QUESTIONNAIRE

Thereareanumberofoptionswhendeployingthequestionnaire,namely:

1. Haveeachstaffmembercompleteapapercopyofthequestionnaireandreturnthecompletedpaperworkformtomeforprocessingandanalysis.

2. Haveeachstaffmemberreceiveanemailofthequestionnaireandreturnthecompletedemailformtomeforprocessingandanalysis.Thisiseasierasreturnswillbeprocessedautomaticallywitheachindividualemail

formbeingaddedtoadatabase,foranalysis.

3. Acombinationofthe1.And2.above.Thismaybeappropriatewheresaythereareanumberofemployees,(sayhourlypaid,)whodonothaveanemailaccount.

Note

Thefollowingproformacontainsasampleofquestionsinthequestionnaire.(Thereare132questionsintotalinthe

completequestionnairestaffmemberswilluse.)Eachquestionismappedtoabuildingblock.


7/22

Accel Team

Page7

ORGANISATIONALBUILDINGBLOCKS QUESTIONNAIRE

Representative

sample

of

questions,

for

demonstration

purposes.

Name

Department

Section

Parameter3 (Acategoryyouwishtheresultstobeanalysedon.)

Parameter4 (Anothercategoryyouwishtheresultstobeanalysedon.)

INSTRUCTIONSFO R

COMPLETION

1. Turntotheanswergridonp.7.2. Workthroughthestatementsinnumericalorderandputacrossintheappropriatesquareoftheanswergrid

ifyouthinkastatementaboutyourteamisbroadlytrue.Ifyouthinkastatementisnotbroadlytrue,leavethe

squareblank.

3. Donotspendagreatdealoftimeconsideringeachstatement;afewsecondsshouldbelongenough.Rememberthattheresultswillbeworthwhiletotheimprovementeffortonlyifyouaretruthful.

1. Decisionsseemtobeforceduponus.2.

People

are

not

encouraged

to

speak

out.

3. Insufficientdevelopmentopportunitiesarecreated.4. Wearefrequentlyatloggerheadswithotherdepartments.5. Teammembersdonotcommunicatewitheachothersufficiently.6. Theacceptedorderisrarelychallenged.7. Nooneisreallyclearwherewearegoing.8. Weoftenfindthatwelacktherequiredexpertise.9. Weareallverybusybutwedonotseemtogetanywhere.10. Issuesarebrushedunderthecarpet.11. Thereismistrustandhostility.12. Wedonotpaysufficientattentiontorelationships. 13. Wedonothaveaclearviewofwhatisexpectedofus.14. Idonotfeelstrengthenedbymycolleagues.15. Skillsandinformationarenotsharedsufficiently.16. Thewayanindividualisvaluedhaslittletodowithwhatisachieved.17. Therearetoomanysecrets.18. Managersdonotplanforthefuturetogether.19. Alotoftimeisspent'defining'territory.20. Etc(132questionsintotal)


8/22


Page8

BUILDINGBLOCKSANSWERMATRIX

Followtheinstructionsgivenatthebeginningofthequestionnaire.Inthegridthereare132squares,eachone

numberedtocorrespondtoaquestion.Fillinthetoplinefirst,workingfromlefttoright;thenfillinthesecondand

subsequentlines.Becarefulnottomissaquestion.Whenyouhaveconsideredall132statements,totalthenumberof

crossesineachverticalcolumnandturntothenextpage.

A B C D E F G H I J K

1 2 3 4 5 6 7 8 9 10 11

12 13 14 15 15 17 18 19 20 21 22

23 24 25 26 26 28 29 30 31 32 33

34

35

36

37

38

39

40 41

42 43

44

45 46 47 48 49 50 51 52 53 54 55

56 57 58 59 60 61 62 63 64 65 66

67 68 69 70 71 72 73 74 75 76 77

78 79 80 81 82 83 84 85 86 87 88

89 90 91 92 93 94 95 96 97 98 99

100 101 102 103 104 105 106 107 108 109 110

111 112 113 114 115 116 117 118 119 120 121

122 123 124 125 126 127 128 129 130 131 132


9/22

Accel Team

Page9

Nowwritethescoreforeachcolumnhere.

Column

Your

Score

Team

Building

Block

A Balancedroles

B Clearobjectivesandagreedgoals

C Opennessandconfrontation

D Supportandtrust

E Cooperationandconflict

F

Soundprocedures

G Appropriateleadership

H Regularreview

I Individualdevelopment

J Soundintergrouprelations

K Goodcommunications

Thebuilding

blocks

with

the

highest

scores

are

the

ones

which

ifaddressed

will

bring

operational

improvements

at

CLIENT.

Duringourtimetogetherwithyourgroup(s)wewillexpandoneachoneofthesebuildingblocksandeachwillbe

explainedingreaterdepth.Wewillthendeliverappropriateactivitiesthatwillimprovethosebuildingblocksthatshow

thehighestpotentialforimprovement.

Inaddition,duringourtimetogetherwewillgivestaffatCLIENTthebestgroundinginteamworkingtheory.Thiswill

include:

Whatisateam? Whatisteamwork? Stagesofteamdevelopment Limitationsofteambuilding Roleoftheteamleader Actionplanning SomegroundrulestoassistteamdevelopmentinCLIENT

Thiswillprovideacommonframeworkandunderstandingforallemployeesatalllevels.Thisinturnwillhelpavoid

manyofthepitfallsandbarriersyouwillalltooeasilycomeacrosswhenmobilisingtheundoubtedtalentand

abundanceofcommonsenseyourpeopleatCLIENThaveandwantanopportunitytodisplay.


10/22


Page10

PHASE 2DEVELOPING AN DDELIVER TRAININGCONTENT

PHASE2OBJECTIVE

Developthetrainingcontentforthegroups(teams)withinCLIENTbasedon diagnosticneedsassessment

Deliverthetrainingcontentto identifiedindividualsin identifiedgroupsBasedontheoutcomesofPhase1(diagnosticneedsanalysis)wewilldevelopworkshopcontent.Thiswillbebasedon

thefollowingfactors:

OutcomesofPhase1(needsanalysis) Analysisoftraineesandtheirjobs whowillgothroughthedevelopmentprocessinwhatteamgroupingsis

deemedappropriate

ABOUTTH E

TRAINING

DESIGNS

Thedifferenttrainingdesignswhichwecandeliverarealmostendless.Afewexamplesaregiventoshowhowour

materialcanbearrangedfordifferentpurposes,thoughnotatthisstagetosuggestactualdesignsforCLIENT,before

theneedsanalysisphasehasbeenagreedandcompleted.Withthisinmindandforexamplepurposethefollowing

trainingdesignsbeenpurposelyincluded.Eachdesignvariesinobjectives,indurationandinparticipants.

1. Improvingourteamwork.Designedasa'starter'eventtoenableanexistingteamtoexplorethepotentialof,andneedfor,teambuilding.Thisdesigncanbeusedwithteamswhoareconsideringteamworkforthefirst

timeandneedageneralintroductionasapreludetofurtherwork.

2. Anintroductiontoteamleadershipissues.Thisdesignwillallowmanagerswithnopreviousexperienceofteambuilding

activities

to

begin

examining

their

own

role

and

behaviour

in

relation

to

the

teams

they

are

leading.CouldbeusedwithmanagersinCLIENTwhohavepreviouslyreceivednoformaltraining,itwillwhet

theappetiteofmanymanagers.

3. Anintroductiontoteamwork.Anintroductiontoteamdevelopmentforpeoplewhodonotregularlyworktogetherandwishtobeintroducedtoitspotential.CouldbeusedinCLIENTforagatheringofsenior

managementwhowanttoknowmoreandlearnaboutteamdevelopment.

4. Teamworkworkshop.Amediumlengtheventenablingpeopletofamiliarizethemselveswithessentialtheoryandactivitiesasapreludetounderstandingteambuildingactivitiesintheirownteams/organizations. The

designcanbeusedasthebasisforpublicworkshopswheretrainersandmanagersfromdifferent

organizationscancometogetherfortwotothreedays(thinkcustomers/supplychain.)

5.

Improving

my

management

of

others.

A

full

day

in

which

managers

can

assess

their

performance

as

team

leadersandmakeplanstoimprovetheirfutureperformance.Asteponfromdesign2thiscanbeusedwhere

managersarepreparedtoinvestafulldayinexaminingtheirownstrengthsandweaknesses.Thisdesignwas

originallyputtogetherforagroupofmanagers,eachofwhommanagedindividualplants,whomettogether

foranannualbusinessconferenceandwishedtospendpartofthetimeexamininghowtheymanagedtheir

ownunits.

6. Depthteambuildingworkshop.Aoneweekeventinwhichateamcanworkseriouslyonthefundamentalissueswhichwillimproveitsfunctioningandprepareplansforthefuture.

7. Understandingteamwork.Aonedayeventforthosewhoneedtounderstandthetheoryofteamdevelopmentbutwhodonotregularlyworktogether.Thedesigncanbeusedwithagroupwhohavehadlittle

experienceofteambuilding.


11/22

Accel Team

Page11

EXAMPLETRAININGDESIGN1:IMPROVINGOUR TEAMWORK

Objectives

Toprovideanopportunityforteamstounderstand:

Theimportanceofteamwork. Itsrelationshiptootherorganizational problems. Theneedforimprovement.

Timerequired

Approximately1day.Participants

Teamswhoregularlyworktogetherandhavenotpreviouslybeenexposedtoteamtheory/activities.EXAMPLETRAININGDESIGN2:ANINTRODUCTIONTO TEAMLEADERSHIPISSUES

Objectives

Toprovideanopportunityforteamleadersto:

Questiontheirassumptionsandbeliefsaboutthemanagementofothers.

Examine

their

performance

in

working

with

others.

Considerthetheoryofeffectiveteamleadership.Timerequired

Approximately4hours.Participants

Anyonewithresponsibility fortheleadership/managementofteams.EXAMPLETRAININGDESIGN3:ANINTRODUCTIONTO TEAMWORK

Objectives

Toprovideabasicintroductiontoteamworkissuesby:

Explainingbasicteamworktheory. Experiencingsimpleteamworkactivities.

Timerequired

Approximately3hours.


12/22


Page12

Participants

Anyonewhohasnotexperiencedteambuildingactivitiespreviously.EXAMPLETRAININGDESIGN4:TEAMWORKWORKSHOP

Objectives

Toprovideamediumlengthtrainingexperienceinwhichparticipantscan:

Exploretheimportanceofeffectiveteamwork. Understandbasicteamworktheory. Considerparticularlyissuesofbalancedroles,managementstyle,supportandtrust,cooperationandconflict. Receivepracticalguidanceandideasonassessingteamworkproblemsandbeginningtoimproveteamwork. Developactionplansbasedontheabove.

Timerequired

2days.

Participants

Keymanagersinorganization.EXAMPLETRAININGDESIGN5:IMPROVINGMY MANAGEMENT OFOTHERS

Objectives

Toprovideanopportunityforteamleadersto:

Questiontheirassumptionsandbeliefsaboutthemanagementofothers. Assesstheirpersonalperformanceinworkingwithothers. Obtainbasicguidanceonapplyingthislearningintheirparticularworksituation.

Timerequired

1dayParticipants

Managersandsupervisorswhonormallyleadteams.


13/22

Accel Team

Page13

EXAMPLETRAININGDESIGN6:DEPTHTEAMBUILDINGWORKSHOP

Objectives

Toprovideanopportunityforteammembersto:

Understandtheimportanceofteamwork. Relatethistooperationalplans. Analyseteamdevelopmentneeds. Prepareactionplansforteamworkimprovement.

Timerequired

5days.Participants

Intactworkgrouporleadersofanumberofteams.EXAMPLETRAININGDESIGN7:TEAMWORKISSUES

Objectives

Topromoteunderstandingofteamdevelopmenttheory.Time

required

1day.Participants

Groupsofindividualswhoneedtounderstandthebasics. Theyneednotnormallyworktogether.


14/22


Page14

PHASE 3POST TRAININGIMPROVEMENT PROCESS

PHASE3 OBJECTIVE

To achievebroadbaseimprovementsbyapplyingthenewknowledgeandunderstandinggainedbyCLIENTstaffto theimprovementofthedaytodaybusinessoftheorganisation.

TH EBUILDING BLOCKS CHECKLISTAND REVIEWPROCESS

Thissimplechecklistapproachenablesateamtoundertakeanonthespotreviewofperformanceafterthecompletion

ofaneverydayactivityortask.Itwillalsoprovideachecklistofimprovementtargetsforfutureactivitiesortasks.

FirstaskeachteammembertocompletetheReviewSheetansweringeachquestionYesorNo. ThenpooltheanswerstoeachquestionbyaddinguptheYesanswerstoarriveatarankingforeach

oftheelevenitems.Recordtheresultsontherankingsheet.

Nextdiscusstherankingwhichisthrownupbythepooledresults.Spendfiveortenminutesdiscussingeachitemandinvitingthosewhoseanswerwasinaminoritytoexplaintheirreasons.

Inthelightoftheinsightsgained,usetheReRankingSheettorerankitemsasateam. Nowpicktwoorthreeoftheweakestitemsandbrainstormideasonhowtheteamcanimproveperformance.

Developachecklisttouseonfurthertasks/activities,usethePerformanceImprovementChecklistsheettorecordtheconclusions.

Table2:Task/ActivitySheet

ReviewSheet Yes No

1. Didwehavetherightmixofteammembers?

2. Wereweclearaboutwhatwewantedtoachieve?

3. Werewesufficientlyopenanddidweconfronttherealissues?

4. Didwesupportandtrusteachother?

5. Didwecooperatewitheachotherandusetheconflictofideasandapproachesproductively?

6. Wereourworkingproceduresanddecisionmakingstrategiessound?

7. Werewewellled? 8. Didwereviewwhetherwecouldoperateinabetterway?

9. Didweutilizeopportunitiesfordevelopment?

10. Wereourrelationswithothergroupsproductive?

11. Didwecommunicatewell?

Theprocesscanberepeated,asoftenastheteamfeelthattheexerciseisvaluable.


15/22

Accel Team

Page15

Table3:RankingSheet

Item BuildingBlock Ranking

1. Balancedroles

2. ClearobjectivesandagreedgoalsItem

3. OpennessandconfrontationItem

4. SupportandtrustItem

5. Cooperationandconflict

6. Soundprocedures

7. Appropriateleadership

8. Regularreview

9. Individualdevelopment

10. SoundintergrouprelationsItem

11. Goodcommunications


16/22


Page16

Table4:ReRankingSheet

Item BuildingBlock Re Ranking

1.

Balancedroles

2. ClearobjectivesandagreedgoalsItem

3. OpennessandconfrontationItem

4. SupportandtrustItem

5. Cooperationandconflict

6. Soundprocedures

7. Appropriateleadership

8. Regularreview

9. Individualdevelopment

10. SoundintergrouprelationsItem

11. Goodcommunications


17/22

Accel Team

Page17

Table5:PerformanceImprovementChecklist

PerformanceChecklistSheet

ItemforImprovement:

Checklist:

ItemforImprovement:

Checklist:

ItemforImprovement:

Checklist:


18/22


ADDENDUM

OverviewoftheDevelopmentProcess

Initialdiagnostic

Initialclassroomactivities

Step1:Explorethepresent

Classroomactivities

Step2:Visioningthefuture Classroomactivites

Phase3(PostTrainingImprovementProcess)activitiyaftereachtaskcompletion

Step3:

Step1:Exploringthepresent

Yourpresentsituationmustbeexploredasthoroughlyaspossible(anditwillbeifyouselectustoundertakeyourteamdevelopmentproject.)Thisincludeslookingatallfactorsinvolved,rationalandirrational,positiveandnegative.Althoughwetendtoseetheworldandourselvesonlyfromonepointofview,otherindividualsandteamscangiveusinformationfromdifferentviewpoints,therebychallengingourassumptions.Thishelpstoexplorethepresentmorefully.Step2:Visioningthefuture

Unlessyourteamsaretodriftfromsituationtosituationatthemercyofcircumstance,itisnecessarytohaveclearaimsandobjectivesthataretangibleexpressionsofdesiresandneeds.Avisionofthefutureisaveryimportanttoolforassistingchange.Itprovidesmotivationandincreasesthewilltosucceed.Withoutaims,teamscannotbringtheirtenacity,

drive

and

creativity

into

play.

The

absence

of

genuine

desire

frequently

undermines

achievement

and

development.Step3:Bridgingthegap

Thethirdstepintheprocessofchangebridgesthegapbetweenthepresentsituationandwhattheteamwishestoachieve.Aftergoalsandtargetsareidentified,resourcesneedtobeidentifiedandallocated.Theimportanceanddifficultyoftheplannedchangegovernthequantityandqualityoftheresourcesthatneedtobemobilized.Importanttasksrequiresignificanteffort,and,aseveryteamknow,thereisagreaterriskoffailurewhenateamembarksonaprogrammeofchangewithinsufficient resourcesa1daytrainingeventforallorpartofyourteamisunlikelytobesuccessful.

Page18


19/22

Accel Team

Page19

Learningneedsvaryaccordingtocircumstancesandsituation.Sometimesnewideasortechniquesareneeded;atother

timesthepriorityisapplication.

Noteonreviewingtheresultsofthediagnosticexerciseandexplanationoftheteambuildingblocks

Resultsdiscussedwithgroup Summaryoftheresultsgiventothegroup.Top3or4areasofconcernhighlightedbytheexercisei.e.those

topscoring/rankingdimensionsfromthe9teambuildingblocksbeingevaluatedbythisexercise.Alsohigh

scoringindividualquestionshighlightedanddiscussed.

Generaldiscussion,withthegroup,questioningthegroupsthoughtsandfeelingsontheoutcomesoftheexercise.

Askforagreementontheteambuildingblocksdiagnosticexercise.Hasitarticulatedthereasonsforinitialdissatisfaction reasontocometogetheranddevelopanimprovedapproachtoworkatTNS?

EXAMPLETEAMACTIVITY

Intergroupfeedback

Purpose

Todevelopopencommunicationwithotherteamsintheorganization.Method

Thisactivitycollectsinformationfromotherteamsabouthowtheyviewyourteam.Theinformationiscollectedbya

projectgroup

leader.

Theirtaskis'Tointerviewrepresentativesofotherteamsintheorganizationtodiscoverwhattheythinkofus.Youshouldprepareareportforseniormanagementsuggestinghowwecouldimproveourimageamongstthe

otherteams.

Notallteamsshouldbeincluded,onlythosewithwhomtheteamhasregularcontactasasupplierofgoodsorservicesorreceiverofgoodsorservices.

Theprojectgroupisgivenguidanceonhowitshouldcollectinformation.ProjectgroupmembersdevelopaninterviewscheduleusingthequestionsincludedintheInterGroupQuestionnaireoverleaf.

MembersoftheprojectgroupvisittheselectedteamsandconductinterviewsbasedontheInterGroupQuestionnaire. Itisimportanttocollectsufficientinformationtoprovideacrosssectionofallgroups.

Theinformationisthenpresentedinaformwhichensuresthatafactualpictureemerges.Thereportshouldincludeasummaryoftheinformationandrecommendationforaction.

Followingadiscussionbetweenthetopteamandtheprojectgroupplansareestablishedtoimplementimprovements.

Theprocessshouldberepeatedafterthreemonthsinordertodeterminewhetherimprovementshavebeeneffected.

InterGroupQuestionnaire

1. Whatdoyoubelievethatourteamdoes?2. Whatthingsdowedowell?3. Whatthingsdowedobadly?


20/22


4. Whatthingswouldyoulikeustododifferently?5. Howwouldyoudescribethequalityofwhatwedo?6. Howimportanttoyouisitthatweperformourfunctionwell?7. Whatdowedowhichhelpsyourperformance?8. Whatdowedowhichhindersyourperformance?9. Whatdoyoufindparticularlyhelpfulandwhy?10. Whodoyoufindunhelpfulandwhy?11. Whatdowecommunicatewellwhichyouneedtoknow?12. Whatdowefailtocommunicateorcommunicatebadlywhichyouneedtoknow?13. Howcouldweimproveourcommunicationswithyou?14. Whatsortsofthingsdootherteamsintheorganizationdobetterthanus?15. Couldyousuggestanyideasthatyouhavenotalreadymentionedthatwouldhelpusimproveourrelationship

withyourteam?

SOMENOTES

ON

ACTION

PLANNING

ActionplanningisvitalifCLIENTsorganisational developmenteffortsaretosucceed.Italsoneedstobepartofa

simpleframeworkwhichincludesidentificationofneedsandsubsequentreviewofaction.Inanydevelopmentactivity

thesimpleframeworkshownbelowwillhelpyouinevaluatingour

services.

IdentifyneedThisproposalviaourphasedapproachembedsthesimpleimprovement

frameworkinthecalloutopposite.

ItisnotadvisabletostartactionplanninguntilyouandAccelhave

identifiedtheneedandarealwaysabletoreviewprogressduringand

afterthe

action.

Reviewprogress

Planaction Inthisproposaltheneedsofyourteamwillbeidentifiedand

agreedaspartofPhase1.

Actionplanningcanbeassimpleasfollowingthechecklistofquestionsgivenbelow,anapproachwhichwillhelp

ensurethat:

Needsareidentified Needsareagreed Therightpeopleareinvolved Actionispracticalandappropriate Therightresourcesareused Otherimplicationsareconsidered Therighttimescaleisadopted Resultsareusedasabasisforfurtherimprovement.

Asyouwillhaveobservedthatthis(improvement)frameworkisbuiltintoourorganisational developmentblocks

processandwe,whenworkingwithyoutoachieveyourobjectives,stronglysuggestitbebuiltourbusinessrelationship

withyou.Developmentanyorganisationalsenseisnotaoneshotdeal,itisacontinuousprocessandwewishtowork

withyouoverthelongerterm.

Tothat

end

kindly

review

the

checklist

that

follows.

Page20


21/22

Accel Team

Page21

CHECKLISTAPPROACH TOACTION PLANNING

Some

typical

examples

for

consideration

are

listed

below

each

question.

Again

it

is

emphasised

that

having

all

staff

in

anindentifiedteam,completetheteambuildingblocksquestionnairewillidentifythedevelopmentneedsandgain

(democratically) agreement.Commitmentwillthenflow!

1. Whatistheneed? Dontknowatthisstage Toimproveopenness. Todevelopamoreeffectiveformofleadership. Toimproveourdecisionmakingability. Toclarifyourobjectives. Togenerallyreviewandimprovethewayweoperateasateam.

2. Isthisneedagreedbythoseaffected? Haseveryonebeenconsulted? Haveweensuredcommitment? Dowehavetospendmoretimeagreeingneeds?

3. Towhomdoesitapply? Thetopteam. Thewholeteam. Leadersofdifferentteams. Aparticularregion/geolocation. Taskgroups. Anindividual.4. Howwillweknowifwehavebeensuccessful? Arewesureofourdevelopmentobjectives? Aretheymeasurable? Canotherpeoplehelpustoevaluate? Whatbehaviouralchangesdoweexpect?

5. Isanyoneelselikelytobeaffected? Otherteamsordepartments. Theorganizationasawhole. Otherteamleaders. Doweneedapproval?

6. Whatmethods,techniquesoractionsshallweadopt? Teambuildingactivities Otheractivitiesandtechniquesknowntome. Othersourcesofideas.

7. Whatotherresourceswillweneed? Arewe(orI)competenttoundertaketheactivities? Doweneedexternalhelp? Canotherdepartmentsorteamshelpus? Doweneedtogetoutoftheworksituation?


22/22


Page 22

8. Whattimescaleshallweadopt? 1month 1year

Longer

than

a

year

9. Howshallwereviewprogress? Byselfreview. Byprocessobservation. Byregularspecificreviewmeetings. Byother(Accel)reviewmethods

10. Howwillweassesswhetherfurtheractionisnecessary? Shouldweevaluateoureffectonothers? Shouldweanalyseourneedsagain?

od training & development

Documents