Putting the pieces together

1. Putting the pieces together Waterside Theatre 27th June 2006

2. Timetable for the day • Session 1 – Understanding each departments priorities and concerns • Session 2 – Knowledge about, and interaction with, the customer • Session 3 - Team building & motivation • Session 4 – Taking it back home…..what next

3. What are the aims and objectives of the other department? • How do they achieve them…what do they ACTUALLY do? • What information do they need from other departments? (and when) • What are their top 5 priorities each week? • What are their top 5 issues/challenges/problems?

4. How was/is the introduction of computers MEANT to help your department? • Has it/will it achieve these aims? • If not, why not?

5. Knowledge about, and communication with, your audience Time Leave venue Choose Shows.... • What information do you need to do this? • Who creates this? • Who holds it? • How is it held?

6. Who knows what…? Explicit Knowledge formal & systematic - easily captured, codified & conveyed to others Tacit Knowledge highly personalised know-how, beliefs and perspectives

7. Which comes first? Tacit Knowledge Explicit Knowledge

8. Theories about teams/groups Issue one: What needs to be done Issue two: How it is done An effective group will be worth many times more than the sum of its parts

9. Why bother considering team working? Discuss your experiences of being a team member…. What were the benefits? What were the drawbacks?

10. Typical plus points • Synergy • Better decision making • Faster decision making • Commitment to implementing decisions • Utilising the many skills and abilities of team members • Overcoming weaknesses and building on strengths • Reducing unproductive competition • Sharing knowledge • Fostering communication • Achieving common goals • A learning experience for team members

11. Typical drawbacks • Time consuming • Potential for conflict • Group-think (the drive for consensus at any cost, which suppresses dissent and appraisal of alternative courses of action • Tendency of individuals in a group to take greater risks than if they were operating on their own (‘risky-shift’)

12. Stages of team development Forming Mourning Storming Performing Norming

13. FORMING • Icebreaking session • Make sure everyone introduces themselves • Establish a clear direction and goals • Identify the resources available to the team • Build a supportive environment • Clarify individual roles, expectations and objectives • Identify relevant individuals outside the team • Get the team doing things together

14. Stages of team development Forming Mourning Storming Performing Norming

15. STORMING • Redefine the team leader’s role • Clarify the roles, responsibilities and expectations of individual members • Promote real listening • Establish procedures and team processes • Deal openly with conflict • Agree a problem-solving rationale • Reassure that this stage is ‘normal’ • Provide positive feedback • Manage conflict constructively and identify the issues • Stay relaxed and calm • Act as a good role model • Try to move the team from ‘testing and proving’ to a ‘problem-solving mentality’ • Delegate and give team members responsibility for their own actions

16. Stages of team development Forming Mourning Storming Norming Performing

17. NORMING • Discuss team dynamics • Focus on team goals and objectives • Confront issues and resolve them • Reclarify roles and responsibilities • Ask for input rather than telling • Give constructive feedback on team’s progress to date • Arrange training and coach good team working • Demonstrate give and take in their behaviour

18. Stages of team development Forming Mourning Storming Performing Norming

19. PEFORMING • Coach team members • Be even more open • Admit to their own failings • Ask for support • Give support • Seek out feedback • Delegate and give recognition for individual and team success • Let go • Make team members aware of their progress • Celebrate success

20. Stages of team development Forming Mourning Storming Performing Norming

21. MOURNING • Celebrate success • Have a closing-down party • Recognise and reward great performance • Remember everyone in the team • Arrange a review meeting • Plan for known team changes – see this out and let the whole team know • Re-evaluate current roles and responsibilities – can people more around and/or do they want to? • Don’t try to replace old team members with exact replicas – new members will bring fresh skills to the mix • Consider adopting a ‘buddy’ or mentoring scheme to ease the new member into place • Remind current members of the phases of team development • Take action to help the team come to terms with change

22. Motivation: ‘The force or process which causes individuals to act in a specific way’ Does money make the world go round?

23. Cycle of motivation Needs Satisfaction Effort Rewards Performance