Working in Teams Tools to help you Walk the Walk.

Download Working in Teams Tools to help you Walk the Walk.

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<ul><li> Slide 1 </li> <li> Working in Teams Tools to help you Walk the Walk </li> <li> Slide 2 </li> <li> Collaborative decision-making through team action 4 Tools: Flow charts Nominal group techniques Cause-effect Diagram (fishbone, Ishikawa) Walk - thru </li> <li> Slide 3 </li> <li> Core Belief: Groups are more capable than individuals 3 </li> <li> Slide 4 </li> <li> If you want to go fast, go alone If you want to go far, go together African proverb </li> <li> Slide 5 </li> <li> Slide 6 </li> <li> In a Learning Organization People feel they are doing something that matters Everyone is growing More intelligent together than apart Continuous improvement in self awareness No taboo topics Trust Freedom to explore Team learning </li> <li> Slide 7 </li> <li> Atul Gawande: Cowboys and Pit Crews </li> <li> Slide 8 </li> <li> Team work The Wisdom of Teams Creating the High performance organization Jon R Katzenbach &amp; Douglas K. Smith Collins Business Essentials, 2005 </li> <li> Slide 9 </li> <li> New team paradigm: OLD Individual accountability Decision makers vs.. do-ers Managerial control Fair pay for fair work NEW Joint accountability, mutual support (plus indiv accountability) All are decision makers and do-ers Buy in (engagement) to shape direction and learn Personal growth </li> <li> Slide 10 </li> <li> Team basics Common and measurable performance goal(s): primary objective Small numbers: practical Require complementary skills Common purpose Common work approach Mutual accountability The leader does not determine performance Most orgs have huge untapped team potential High performing team have discipline/ a clear plan </li> <li> Slide 11 </li> <li> Building a Team: Establish urgency and direction Select members based on skills/ skill potential (not personality) Pay attention to first meetings and first actions Set clear rules for behavior Set clear performance tasks/goals Spend time together Use positive feedback and recognition/ reward </li> <li> Slide 12 </li> <li> Team leadership Avoid solo decision making (including work assignments Avoid individual accountability Urge team to maintain/ sharpen common purpose Inspire trust Create opportunities for members Remove barriers to team performance </li> <li> Slide 13 </li> <li> So How do we Do This Team Stuff? Use The Tools to Walk the walk! </li> <li> Slide 14 </li> <li> Flow Charts Step 1: Draw the first and last step of the process Step 2: Fill in all the steps of the process Step 3: Note any Flaws to the process: Step 4: Note any Fixes for the Flaws you have defined. Step 5: Use the flow chart along with other tools to consider next steps for improvement projects. </li> <li> Slide 15 </li> <li> Nominal Group Technique Step 1: Silent Generation of ideas based on a strong question Step 2:Round Robin Report and Record Step 3:Discussion for Clarification Step 4: Voting </li> <li> Slide 16 </li> <li> Cause-Effect Diagram Step 1:Define the problem in a center circle Step2: draw a cause circle at each of the 4 compass headings. Step 3: Ask the group to define at least these 4 causes and place them in the circles. Are there other primary causes? Step 4:Explore the sub causes of the primary causes, and continue until all causes have been explored. The result will be an inventory of granular root causes, some of which will be excellent targets for improvement. </li> <li> Slide 17 </li> <li> The Walk - Thru Complete the entire process Make the phone call. Do the 1.Inform your staff. 2.Include 2 participants 3.Plan your roles / stay in roles 4.Take notes 5. Focus on the emotional experience 6. Look for Value Added Is this step needed?, Is this step the best that it can be? 7.Complete the entire process (pre steps, post steps) 8.Process the results with the team </li> <li> Slide 18 </li> <li> Mat Roosa 315 435 3355, x4969 mroosa@ongov.net </li> </ul>

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