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Uniting Teams

Uniting Teams. Team Unity and Service Q uality O utcomes Shelly Rubinstein & Preena Makwana 31 st October 2013. Confidentiality Open and honest Participative Interactive Mutual respect Only one ball in play. How we will work together. What is a Team?.

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Uniting Teams

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  1. Uniting Teams Team Unity and Service Quality Outcomes Shelly Rubinstein & Preena Makwana 31st October 2013

  2. Confidentiality Open and honest Participative Interactive Mutual respect Only one ball in play How we will work together

  3. What is a Team? • Has a Reason for Working Together (shared objectives) • Members are Interdependent (re mix of experience and abilities) • Demonstrates Commitment (shared belief in team effectiveness) • Accountable Within Larger Organisational Context (functioning unit) • Exceptions may be ‘committees’ where purpose is ‘representation’ rather than ‘interdependence’

  4. A Model of Teambuilding 1. Awareness (Commitment/Acceptance) 2. Conflict (Clarification/Belonging) 3. Co-operation (Involvement/Support) 4. Productivity (Achievement/Pride) 5. Separation (Recognition/Satisfaction)

  5. Negative spiral • Disempowered • Behaviour • Over control • High Stress • Negative Climate • Failure FEAR

  6. Positive Political Skills at Work • How we make choices in the organisation steers us in either an entrepreneurial or a bureaucratic direction • Entrepreneurial mind set is equivalent to being political in a positive way; • Bureaucratic mind set is equivalent to acting out negative politics. • We need to rekindle the entrepreneurial spirit • Create a vision for the future that expresses our values and what we hope to contribute • Ensure the vision focuses on treating people well

  7. Positive spiral ASPIRATION • Continuous • Process • Improvement • Innovation • Positive Climate • Inclusion • Empowered Behaviour

  8. Service Quality Framework Management Effectiveness People Focus Service Delivery Reliability of Processes Customer Service Individual Attention Service Culture Tangible Outcome Product Quality Safety Value for Money Operational Effectiveness

  9. Team Skills and Focus Networker Innovator Vs Critic Team Player Chair Team Values Perfectionist / Implementer Driver

  10. Interpersonal Style Assertive COMPETING COLLABORATING (I’M RIGHT / YOU’RE WRONG) Domination Blame Culture (WIN / WIN) Integration Culture of Inclusion Adaptive AVOIDING ACCOMMODATING (IT’S ALL WRONG) Neglecting Culture of Obstruction (YOU’RE RIGHT / I’M WRONG) Appeasement Culture of Conformity

  11. Case Study: Police Force Diversity Practitioners Network Negatives: • Pace of change and lack of job stability • Not valued as an individual – just a ‘tick in a box’ • Ideas not listened to – poor internal communication • Excessive focus on personal agendas and empire building by leaders • Poor practices allowed to continue in the force • Dishonesty within the Division • Railroaded into agreements which unsure of • Insufficient opportunity for Personal Development

  12. Case Study: Police Force Diversity Practitioners Network Positives: • Individual differences valued – respect shown to all • Feeling supported and valued in their roles • Shown understanding and treated fairly • Integrity and Honesty • Freedom to express opinions and challenge status quo • Feeling part of a team • Being able to meet community needs and ‘championing the small voice’

  13. Workshop Outcomes Set Strategy: • Clarify real purpose and wider relevance • Influence SLT understanding of value added • Develop corporate strategy congruence with other bodies • Assess skill sets and development needs Engage Team & Stakeholders: • Share Vision and Values • More face-to-face contact / meetings • Diary a fun team build event annually • Establish hot desk potential across sites Agree Vision & Values Operational Tasks: • Be more pro-active in addressing problems • Identify available budget and resources • Share capacity, resources and attending external events • Share good practice across host organisations

  14. Team Effectiveness • Complete team effectiveness questionnaire individually • Discuss in pairs • Consider what you can do to make the team more effective in the lowest scoring 3 areas

  15. Team Development Approaches • Team 360 and Workshop • Management Skills Workshops & Master Classes • Personal Development Workbooks • Coaching • Action Learning Sets • Team Development • Customer Service Skills Training • Culture Change Interventions

  16. Learning Review What have I learned today from the workshop? What action will I commit to ensure my team/s work more effectively?

  17. Thank you for listening • and for participating Please feel free to chat to us afterwards

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