An all-encompassing workshop designed to give you a complete package of
skills, strategies,
and instruments to help you successfully implement teams in your
organization.
In today’s
high-involvement, high-participation work environment, the roles of many
employees, supervisors, and managers are changing.
Many of the people who used to make the decisions or “direct”
the work are now being asked to change their role to one of team
facilitator.
These
new team champions must develop a variety of special skills and
knowledge to ensure successful implementation of employee involvement
efforts. This comprehensive
workshop covers the seven major roles that today’s facilitators must
master if they are to be successful.
These skills include: team development expert, team process
expert, problem solving expert, diagnostician/auditor, consensus
builder, conflict resolver, and skills coach/presenter.
Learning Objectives
-
Learn
how to plan, develop, manage, and monitor the success of a variety
of teams in an organization.
-
Develop
skills for observing a team in action and then suggesting ways to
improve their processes in order to reach their set goals.
-
Practice
giving feedback and using interpersonal skills and techniques to
deal with problem team members.
-
Learn
how to help a team identify, prioritize, and solve job related
problems.
-
Gain
the skills necessary to diagnose team functioning and prescribe a
course of action to get teams "back on track."
-
Learn
how to demonstrate and teach methods of building commitment to a
course of action.
-
Recognize
the different types of team conflict, develop mediation skills,
and help teams develop a "win-win" approach to conflict.
- Develop
and practice the communication skills, interpersonal skills, and
interactive techniques that allow them to be an effective coach
and facilitator.
Audience
This
workshop is designed for anyone who is charged with helping to make
teams happen in their organization.
Some of the employees who typically attend this course include: employee
involvement coordinators, team process facilitators, team coordinators,
human resource managers, training directors and coordinators, quality
improvement managers, and leadership
team members.
Course Outline
Overview of
Teams and the Role of Facilitators
 |
Teamwork
vs. Involvement |
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A
Traditional Organization vs. a Team-Based Organization |
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The
Principle Role of a Facilitator and the Seven Crucial Skill Sets
of a Facilitator |
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Personal
Characteristics of a Good Facilitator |
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Definition
of a Team |
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Three
Types of Teams Facilitators Will Deal With and When to Use Them |
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Five
Specific Roles on Teams |
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Terms
Related to Team Focus |
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Team
Charters |
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Levels
of Management Control |
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Team
Maturity vs. Structure |
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Problem
Priority Grid to Help Teams Determine Project Focus |
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Advantage
of Teams and How to Teach the Advantages of Teams to Others |
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Team
Building Exercises to Use with Your Teams |
How to Manage
the Development of Ad Hoc Teams
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Roles
and Responsibilities on Ad Hoc Teams |
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Ingredients
of the Team Charter |
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The Ad
Hoc Team Charter and Planning Worksheet |
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The
First Step: Stating and Developing Specific Goals |
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Selecting
Projects For Ad Hoc Teams:
An Exercise |
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Using
the Ad Hoc Team Charter And Planning Worksheet:
An Exercise |
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How Ad Hoc Teams Operate |
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Some
Administrative Forms |
How to Manage
the Development of Natural Teams
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What is
a Natural Team? |
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Mission
Statements for Natural Teams |
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How
Natural Teams are Structured |
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How
Natural Teams Communicate and Coordinate |
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Roles
and Responsibilities on a Natural Team |
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Managing
the Development of a Natural Team |
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Levels
in the Development of Natural Teams |
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Overview
of Self-Directed Teams |
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The
“Star” Team |
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The Role
of the Facilitator in Each Phase:
An Exercise |
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Factors
to Consider in Selecting a Pilot Team and Exercise |
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Ingredients
of a Plan to Release Power to Natural Teams |
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Release-Of-Power
Planning Demonstration: An
Exercise |
Team Dynamics,
Team Processes and Team Meeting Skills
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Observing
a Team Meeting (Practical Exercise) |
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Assigned
Roles for Team Meetings |
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Tools
for Team Meetings |
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Ground
Rules for Team Meetings |
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Using
the Team Meeting Observation Form:
An Exercise |
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Providing
Feedback to a Team |
|
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Video
Tape Exercise: Giving
Feedback to a Team |
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Nominal
Group Technique: An
Exercise |
Team Problem
Solving Skills
|
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The
Three Basic Elements of a Problem |
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Some
Definitions |
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Element
1: The Problem |
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Prioritizing
Problems |
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Element
2: The Cause |
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Root
Causes |
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Element 3: The
Solution |
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The
Cardinal Rule in Problem Solving |
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Sample
Dialogues |
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A
Four-step Problem Solving Process |
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An
Illustration |
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Seven
Problem Solving Tools |
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Practicing
the Seven Tools: An
Exercise |
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When to
Use the Seven Tools |
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Practice
in Solving Problems: Three
Exercises |
Diagnosing
Team Problems
|
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The
Purposes for Auditing Teams |
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Methods
Of Auditing Teams |
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What to
Look for When Auditing Teams |
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Which
Methods are Most Appropriate:
An Exercise |
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Breaking
Down the Factors: Outcomes
V. Processes |
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Overview
of Three Team Diagnosis Tools |
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Team
Diagnosis Questionnaire™ |
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Team
Profile Scoresheet |
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Using
the Team Diagnosis Questionnaire™ |
Coaching Team
Leaders and Team Members
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The
Behavioral Styles Module -- Three Behavioral Styles |
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The
Problem Solving Approach |
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The
Persuasion Approach |
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One-on-one
Coaching Sessions: An
Exercise |
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Video
Taping Exercise: Coaching
a Team Leader |
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Handling
Difficult Team Members: An
Introduction |
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Video
Taping Exercise: Coaching
A Difficult Team Member |
Solving Team
Conflicts
|
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What is
Conflict? |
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Types of
Conflicts |
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Strategies
for Dealing with Conflict |
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Case
Studies |
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Using the Process Approach for Group Conflict |
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Using
the Model -- An Example |
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Using
the Coaching Model for Resolving One-on-one Conflict |
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Using
Factor Rating to Resolve Conflict |
How
Facilitators Will Help Teams
|
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How
Facilitators will Help Teams |
|
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How
Facilitators can Help Teams:
A Consensus List |
|
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A Model
for Working With Teams |
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The
Next Step |
Tools and
Techniques
This
course provides participants with proven and practical tools they can
use the very next day on the job. The
tools include the following and many more:
Team Diagnosis Questionnaire™ used to identify the strengths and
weaknesses of the teams in your organization.
Team Profile Score Sheet used
to score and report the profile and results of your Team Diagnosis
Questionnaire.
The “Release of Power” Planning Guide™ to help upper
management through a six-step process of turning over decision-making
authority to the natural teams in your organization.
Team Meeting Observation Form to rate the effectiveness of your team
meetings.
Measurement Planning Table to
help you determine how successful your team’s course of action has
been.
Program Format- 5
Days
The Team
Facilitation and Team Management Skills program is an intensive,
practical skill-building course that is conducted over five consecutive
days with limited enrollment. The
optimum class size is 16-20. The
maximum class size is 25. Instruction
is by example and demonstration with extensive supervised role-play. Participants practice the skills in small groups and receive
direct feedback both from peers and their coach. Many of the skills are videotaped, allowing participants to
observe and critique themselves.
The
program has a great deal of mechanical and logistical requirements.
For the optimum class size of 20, we need a main room with a TV,
VCR and overhead, as well as four breakout rooms (five participants per
break-out room) equipped with a TV, VCR and camcorder.
If the main room substitutes as a breakout room, it will also
need to be equipped with a camcorder.
The
breakout rooms are needed for only two of the five days.
An experienced facilitator/coach is needed for each of the
breakout rooms. The
instructor will also serve as a coach on these days. |
