high performance teams: quality tools for quality teams
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DESCRIPTIONwww.create-learning.comSlides from a Team Development Workshop. How to develop high performance Quality teams; With a prescriptive model that can be applied and utilized. Facilitative leadership of teams. Effective Prevention and intervention methods of maladaptive team member behaviors. Steps to create “buy in” for the Quality projects from people who are outside the team. A community of professionals that will share resources, best practices, and serve as solution finders to Quality Teams within their organizations.
- 1. TeamBuilding Resource Articles9 Team Dynamics That Get ResultsSystems Drive BehaviorsWhat Makes Teams Succeed?How to Identify Project Stakeholders InterestsHow to Select the Right Project Team MembersDeadlines Being Missed; Return to the GoalsComplexity and Achieving Goals5 Checks for Persuasive Data6 Steps for Delegation of Tasks2 Facilitative Preventions for Team Projects8 Ways YOU team member can do your best work5 ms and 1 P Feedback for ServiceS-Curve of Team DevelopmentHow to Expedite Innovation: Communication Loops & Red-Tape-WormsAccountability to the Team When Does That Happen?How to Avoid Pitfalls of Emails on Quality Projects www.create-learning.com
2. Should you be here?We are going to have discussions.We are going to end with action steps, hand outs, checklists, and real-time + theoretical application that you can use.We are going to cover team based practices and pragmatic steps thatare needed for project success and completions.We are going to ask each other questions.We are going to challenge dogmatic views and ideas you already haveabout leadership and time span.We are going to ask you to reflect on your personal values andcommitments; to your organization; team; and self.We are going to learn from experiential activities.We are going to have fun & laugh.We are going to make the greatest effort possible to remain collegialand continue to learn from each other. Even after our set time is done. Do you want to stay? www.create-learning.com 3. http://www.businessballs.com/kolblearningstyles.htm Kolbs Concrete learningExperience stylesFeelingAccommodating Diverging(feel and do) (feel and watch)CE/AE CE/ROhow we think about thingsPerception ContinuumActive Processing ContinuumReflectiveExperimentation how wedo things Observation Doing Watching Converging Assimilating (think and do)(think and watch) AC/AE AC/ROAbstractConceptualisation Thinking www.create-learning.com 4. http://www.infed.org/biblio/b-explrn.htmPeter Jarvis on (experiential) learningwww.create-learning.com 5. Goals & Objectives (Mikes); Meet other Quality Professionals & people on teams. Develop team processes and systems for effectiveness. Learn skills in Team Development and accountability +authority of Quality Teams. Develop some planning & decision making methods for theteam.Goals & Objectives (Yours + Teams) www.create-learning.com 6. The great organizational paradox is that effective group collaborationstems from clear recognition of individuals and individual accountabilitycombined with clear specifications of required working role relationships.- Elliot Jaques: Social Power and the CEO. 2002CP + V + SK +Wi + (-T) = CAChttp://create-learning.com/blog/manager-training/is-your-leadership-work-matched-to-capability-how-do-you-knowJaques formula for Role Competence. www.create-learning.com 7. the complexity in a task lies not in the goal but in what you have to do in order to get there.http://create-learning.com/blog/manager-training/complexity-and-achieving-goals-at-workwww.create-learning.com 8. Which Managerial Behaviors Predict Effectiveness? Orange -Strongly (+)predictor ofeffectiveness Yellow (+)predictor ofeffectiveness Grey Insignificantpredictor ofeffectiveness Brown - (-)predictor ofeffectivenesswww.create-learning.comhttp://kornferrybriefings.com/latest_thinking/what_makes_leaders_succeed.php 9. www.create-learning.com 10. In the past when involved in interactivefacilitative programs what was successful foryou to learn and find value in the program? On a scale of 0 10 where would you rankyour confidence in your team to make yousuccessful?What would things be like if you were 1 stephigher on that scale? For you to leave here saying that our timeadded value to your work, what must beaccomplished? www.create-learning.com 11. "Beware of the belief that thingscannot be all that bad with currentmanagerial systems.Their serious defects are concealed bythe sound common sense andconstructive impulse of their people."- Elliott Jaques www.create-learning.com 12. www.create-learning.com 13. www.create-learning.com 14. www.create-learning.com 15. www.create-learning.com 16. Greatteam dynamics include ?www.create-learning.com 17. Great team dynamics include which if any applyto your team effort;o Identify a leadero Establish roles & responsibilities + discuss what each person brings to the tableo Establish a set of goals & objectiveso Establish an agenda for managing time to complete the task/meetingo Establish a method to determine how they will reach agreemento Establish ground rules for their meetingso Proper & timely use of quality toolso Maladaptive behaviors are properly dealt with immediately and haveconsequenceso Ability to get started on task/project quicklyo Ability to state what is working and how to improve.http://create-learning.com/blog/manager-training/10-team-dynamics-that-produce-results www.create-learning.com 18. http://create-learning.com/blog/experiential-theory/using-activities-to-build-teams- works-when-framed-correctlyWhat? So What?Now What? www.create-learning.com 19. Champions Role Prior to formation ofProject team;Select team members/ possibly with team leaderCreate the business case for the projectFormulate the preliminary problem statementIdentify the preliminary scope of the projectIdentify the preliminary goals of the projectAllocate the resources for the team to complete its workIdentify team leadersCommunicate the business case to each team memberEstablish a timeline for the project team to complete itsworkEstablish the milestones along the way for input from theChampion/SponsorDistinguish decisions requiring Champion input fromindependent team decisions www.create-learning.com 20. Team Leaders Role Prior to initial teammeeting;Clear & Distinct understanding and support from ChampionWorks in correspondence with Champion to select teammembersContact and welcome members to the teamDraft initial agenda for first team meetingSend preliminary charter and initial agenda for comment;incorporates suggestions prior to meetingEstablish team meeting logisticsEstablish a relationship and expectations with the processownerDo a stakeholder analysis on those youve selected as teammembersBegin to create a list of people from outside the team whosesupport youll needwww.create-learning.com 21. Team Leader Guidelines:How to select the Right Project Team MembersKey PrincipleTeam leaders ensure that the work gets done, it is not their responsibility to actually do all the project work.The main reason for having a project team is that each member brings something important to the project, sothe work can be divided among contributing members.Guidelines< > Consider including a combination of people who:have detailed knowledge of the target processhave the technical skills required to complete the project.can build commitment and buy-in to the project and its outcomes by virtue of being involved from the start.< > Identify the main activities of the project and ensure that you have the right people to handle them< > Look in the workgroup of the target process and ensure those closest to the work are represented.< > Consider support groups (HR, IT, Marketing, etc) whose buy-in you will eventually need.< > Ensure finance is involved, even if not on the core team.< > Include member who can represent internal and external customers and suppliers.From Rath & Strongs Six Sigma Team Pocket Guide.www.create-learning.com 22. Project Team Members Role Prior to initial team meeting;If you hear about a project in your area, and want to get involved;Volunteer.If youve been selected for the project team and you dont know why, askprior to the first meeting.If you havent met the team leader, try and establish contact prior to thefirst meeting.If you havent seen a draft agenda or team charter, ask the team leader ifthey have oneIf you have ideas for the agenda and comments on the draft, send themto the team leader prior to the first meetingDiscuss with your boss the project time commitments and potentialconflicts with your regular job.Prior to the meeting, make notes on what you might be able to contributeto the team, the role you might play, your goals and expectations relativeto this project, and any concerns you may have. Be ready to share thiswith the teamCome with an open mind and positive attitude. This will help the team getoff to a good start and make it a better experience for you and everyoneelse.www.create-learning.com 23. Method=howContent=thethe workwhat of gets done. the work. Facilitative DMAIC is Leadership the what of6S teamswork.www.create-learning.com 24. When we talk about the how of work (method) we are talking about the language of facilitativeleadership which has two components;1. Facilitative Prevention2. Facilitative Intervention www.create-learning.com 25. Facilitative Preventions;Creating and utilizing clear & distinct agendasDetermining the desired outcomes for eachTeam meetingAgreement on team ground rules for eachmeetingAgreement on Decision-Making methods forteamObtaining agreement on specific team rolesand responsibilitiesAgreement on an evaluation method for eachmeeting www.create-learning.com 26. *Determining desired outcomes for each Team MeetingExample of Desired Outcomes to Team Meeting Business CaseExplain why this project is worth doingExplain why the project is worth doing nowIdentify what strategic objective(s) are affected by the projectExplain why this project has priority over other projectsCreate an agreed-upon statement around the above outcome(s) for theteam meeting.*Example Team AgendaElementDesiredMethod Responsible Time Allotted Outcome PartyProject CharterClarify project AffinityTeam Leader 45 minutes scope Diagram www.create-learning.com 27. www.create-learning.com 28. www.create-learning.com 29. www.create-learning.com 30. Most common types of behav