three levels on which to measure team effectiveness task how well do we achieve our targets? process...
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Three levels on which to measure
team effectiveness
Task how well do we achieve our targets?
Process could we improve how we work?
Feelings how do we feel about this team and each other?
Source: Bruce Nixon
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Three ways to judge team effectiveness
By:
Performance
Goals
Criteria
Source: Ingram et al
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Three ‘E’s of team working
Energy
- how team members contribute to the team as a
whole
Engagement
- how team members communicate with one
another
Exploration
- how teams communicate with one another
Source: Sandy Pentland
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Three signs of team greatness
A lack of errors and mistakes
Achievement levels and margin of victory
The ‘charge’ they get from what they do
Source: David Kirk
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Four parts to the Tuckman team development model
Forming
Storming
Norming
Performing
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Four essentials for a highest performing team
Winning is the most important thing
Turning failure into success
Sustaining a culture of success
Being as successful as you can be
Source: Sean Fitzpatrick
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Four determinants of innovation in teams
Vision
Participative safety
A climate for excellence
Support and reward for innovation
Source: Neil Anderson et al
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Four parts to the TEAM development model
T ogether
E veryone
A chieves
M ore
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Four parts to the GRIP Team working model
G oals
R oles and resources
I nterpersonal relations
P progress
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Five enabling factors for high performing teams
Vision and goals
Team selection and formation
Training and skills development
Resource, commitment and empowerment
Supporting culture and management systems
Source: Drew and Coulson-Thomas
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Five influences on team performance
Degree of competence and desire within the team
The nature of the team – geographical, functional, project, or hierarchical
Leader type – elected, appointed, leaderless
Mix of roles and contributions
Other diverse issues such as gender and race mix
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Five dysfunctions of a team
Inattention to results - status and ego
Avoidance of accountability - low standards
Lack of commitment - ambiguity
Fear of conflict - artificial harmony
Absence of trust - invulnerability
Source: Patrick Lencioni
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Five ways to overcome the five dysfunctions of a team
Build trust
Master conflict
Achieve commitment
Embrace accountability
Focus on results
Source: Patrick Lencioni
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Five parts to GOALS team development model
G oals
O pportunity
A uthority
L earning
S tandards
Source: Simon Hayward
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Six chances people want in really effective teams
The chance to:
do things that make them feel good
accomplish something really worthwhile
learn new things, develop new skills
have the freedom to do their tasks well
to do the things they do best
From: James Kouzes et al
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Six things real leaders of teams do well
Are sensitive to needs, interests and concerns
Listen to ideas, dreams and plans
Share their dreams, visions and plans
Delegate and trust giving significant responsibility for assignments or tasks
Involve the team in goal-setting & problem solving
Are honest and open about their own mistakes and vulnerabilities
From: Ralph Waldo Emerson
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Seven team competencies Trust building
Negotiation
Information brokerage
Information transmission and amplification
Network design and co-ordination
Knowledge management
Adaptivity and learning
Source: Drew and Coulson-Thomas
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Seven barriers to team development
Time not right – too many other priorities
Those taking part don’t see themselves as a team
Unwillingness to share information about themselves
Not known what to work on or how best to do this
Not felt to be ‘safe’ to talk of needs or feelings
Preoccupation with past rather than future potential
Too little time allocated to the activity to have effect
From: Oliver and Langford
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Seven deadly sins of team building
Malselection - personality and position over competence and contribution
Impatience - failing to wait long enough for results
Deception - using team building inappropriately
Aimlessness - failing to set goals
Absence of open communication channels
Powerlessness - failing to empower
Competitive mania - anti co-operative, thwarting teamwork
From: McDonald and Key
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Seven essentials of top team working
Balance: mutualism and individualism resolved
Leadership that builds commitment and morale
Excellent external relations with others
Autonomy: appropriate self management within team
A shared understanding or roles goals and targets
Fair recognition and reward for individual contributions
Positive full circle feedback for and from all
From: Borrelli et al
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Eight enablers of effective teamwork
Clear and measurable objectives
Personal commitment
Management attitudes
Team working and project management skills
Accountability
Empowerment
Supporting management processes and systems
Role model behaviour
Source: Drew and Coulson-Thomas
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Eight qualities of team greatness
Vision being clear about what is critical
Belief in the capability of individual contribution
Ability mastery of skills driving performance
Learning an insatiable hunger to improve
Clarity of each member’s role and expectations
Discipline respectfully supporting each other
Leadership subtle and facilitative not too direct
Focus maintaining energy without distractions
Source: David Kirk
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Eight aspects to a team charter
Contract
Clarity
Focus
Alignment
Permission
Protection
Boundaries
Metrics
Source: Wilkinson and Moran
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Eight signs of a high performing team
Participative leadership
Shared responsibility
Definition of purpose
High communication levels
Focused future
Creative talents
Clarity of tasks
Rapid response
From: Gustafson and Kleiner
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Nine building blocks of teamworkClear objectives and agreed goals
Openness and confrontation
Support and trust
Co-operation and conflict
Sound procedures
Appropriate leadership
Regular review
Individual development
Sound inter-group relations
Source: Arroba and Wedgwood-Oppenheim
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Nine signs of a fully functioning team People care about each other
There is a high level of trust
Decisions are made by consensus
People are open, honest and truthful
Conflict is faced up to and worked through
Ideas and feelings are really listened to fully
There is strong team identity and commitment
Feelings are expressed freely
Process issues (task and feelings) are dealt with
Source: Casey and Critchley
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Nine steps to developing a powerful teamDefine and communicate challenging responsibilities
Give authority equal to the responsibility
Establish standards for excellence
Develop skills to achieve the high standards
Provide knowledge and information needed
Give appropriate, positive feedback
Recognise and reward effort and achievement
Trust your team - empower and show respect
Give permission to fail
From: Steve Mills