The best way out of a problem is through it.
As many organizations
are finding out, teams and teamwork are not always an immediate, easy
success. This workshop was
designed to help organizations improve their existing teams and teamwork.
Attendees learn to apply measures that have a dramatic, positive
impact on the teams’ effectiveness.
The
course is built around a three-step process – identifying strengths and
weaknesses, prioritizing growth opportunities, and developing
action-oriented intervention strategies.
Learning Objectives
-
Learn how, when and for what
purpose to conduct team audits.
-
Practice the use of powerful team
diagnostic tools, including interview guides, observation
checklists, questionnaires, and a seven-factor model.
-
Examine and use intervention
strategies that re-build team communication, foster team
relationships, and re-evaluate team goals.
-
Identify situations that require
the re-structuring or disbanding of the team.
-
Learn how to “champion” team
support and gain the backing teams desperately need.
-
Identify team support elements
that are inadequate or altogether missing and develop mechanisms for
providing that support.
-
Develop methods to focus teams on
business goals and important initiatives.
- Learn
to initiate simple, effective intervention strategies that help the
team overcome obstacles and evolve into self-motivating, high
performance teams.
Audience
This
course is vital for anyone responsible for building and managing
productive work teams. Department
heads, team facilitators, team leaders, team coordinators, employee
involvement coordinators, and quality managers are just some of the people
who have found that the tools taught in this course can skyrocket team
productivity.
Course Outline
Overview of
Teams
 |
Three types of teams |
|
|
When to use the three types of
teams |
|
|
Five specific roles on teams |
|
|
Terms related to team focus |
|
|
Team charters |
|
|
Additional
characteristics of the three types of teams |
The Team
Diagnosis Model
|
|
The purposes for auditing teams |
|
|
Methods of auditing teams |
|
|
What to look for when auditing
teams |
|
|
Breaking down the factors:
outcomes vs. processes |
|
|
Team diagnosis questionnaire |
|
|
Group Exercise -- Using the team
diagnosis questionnaire |
|
|
A six step approach to conducting
an interview |
|
|
Asking questions |
|
|
Examples of open and closed
questions |
|
|
Interview guide |
|
|
Group
Exercise -- Conducting a team member interview |
Helping Teams
Focus
|
|
The four major causes of poor team
focus |
|
|
The first step:
Stating specific goals |
|
|
Prioritizing problems |
|
|
Group Exercise -- Selecting
projects for Ad Hoc teams |
|
|
A
sample team charter |
Improving Team
Processes
|
|
The three major team process
problems |
|
|
Three causes of poor team
processes |
|
|
Group Exercise -- Observing a team
meeting |
|
|
Assigned roles for team meetings |
|
|
Tools for team meetings |
|
|
Group Exercise -- Practicing using
the tools for team meetings |
|
|
Nominal Group Technique (NGT) |
|
|
A
problem solving process |
Creating
Teamwork
|
|
Typical symptoms of poor teamwork |
|
|
Four types of team building
experiences |
|
|
Handling difficult team members: An introduction |
|
|
Group Exercise -- Handling
difficult team members |
|
|
Group
Exercise -- Personal reactions to change |
Installing
Support Elements
|
|
A support system checklist |
|
|
Team sponsor -- job description |
|
|
Team facilitator -- job
description |
|
|
Team coordinator -- job
description |
|
|
Training needs for teams |
|
|
Team member training |
|
|
Team leader training |
|
|
Team facilitator training |
|
|
Team sponsor training |
|
|
Teams coordinator training |
|
|
What to look for in training for
management and support personnel |
|
|
Group Exercise -- Changing
management styles |
|
|
What
support structures you must put in place |
Fixing
Structural Problems
|
|
Major team structure problems |
|
|
How natural teams are structured |
|
|
How natural teams communicate and
coordinate |
|
|
Converting
to a process orientation |
Prerequisites
Completion
of Team Facilitation and Team
Management Skills is helpful but not required.
Program Format- 1 Day
This
highly interactive one-day program focuses on case studies and examples
that are specific to the organization.
It also provides diagnostic tools, forms, and guides that serve as
powerful helpmates that can be put to immediate use.
The small group practice sessions that are conducted allow
participants to try out the tools and perfect their use with the help of
instructor coaching. The
maximum class size is 20, but for optimum results 12-16 participants is
ideal. |
