Presentation on theme: "Rx for Teams or… Help! We Need Teambuilding!"— Presentation transcript:
1Rx for Teams or… Help! We Need Teambuilding! A Model for Restoring Team HealthPresented by:Dawn Baker, MedicaVince Therrien, Blue Cross Blue Shield of Minnesota
2Session Objectives By the end of this session, you will be able to… Describe a best practice team effectiveness model.Identify methods to “diagnose” team development needs.Use a variety of tools and approaches to:Strengthen a team’s operating foundation (prevention)Intervene when a team is ailing (treatment)Evaluate the effectiveness of your teambuilding service.
3Introduction: What is a Team? A team is…A community is…Differences in issues typically presented by teams vs. communitiesDawn will define a team vs. a community and briefly discuss approaches to working with both types of entities.
4Evaluating Team Effectiveness Think about the most dysfunctional team that you either were on, or with whom you provided team building consulting.Answer the following questions as they would pertain to that team.Use audience response technology to do pollingThis is Vince’s section
5The purpose of this team is clear to all members of the team. Strongly disagreeDisagreeNeither agree nor disagreeAgreeStrongly agreeMean =
6The goals of the team are clear to everyone. Strongly disagreeDisagreeNeither agree nor disagreeAgreeStrongly agreeMean =
7Each team member knows the role he/she plays in achieving the team’s results. Strongly disagreeDisagreeNeither agree nor disagreeAgreeStrongly agreeMean =
8Work processes within the team are consistently followed. Strongly disagreeDisagreeNeither agree nor disagreeAgreeStrongly agreeMean =
9People on the team treat one another with respect. Strongly disagreeDisagreeNeither agree nor disagreeAgreeStrongly agreeMean =
10A Model of Team Effectiveness Mission, Vision, Purpose ValuesStrategies, GoalsRolesRelationshipsWork ProcessesJames ShonkThis model corresponds to diagnostic questions you can use in your team needs assessment process. VinceAdapted from Working in Teams: A Practical Manual for Improving Work Groups, James H. Shonk
11Exercise: Diagnosing Teams With your small groups, generate several diagnostic questions related to the section of the model the instructor assigns you.Example: Roles“Can each team member describe how his or her role relates to the team’s overall mission?”Participants divide into five small groups.Each group tackles one portion of the Team Effectiveness Model.Each group brainstorms diagnostic questions to ask pertaining to their portion of the model.Groups share their questions.We distribute Team Effectiveness Critique as a different kind of assessment tool.
12Mission, Vision, Purpose, Values Sample Diagnostic Questions Do you have a clearly articulated mission or purpose in place?Do you frequently talk about the mission with employees?Would employees say they’re clear on why they do what they do and how it benefits the company?Do you use the mission as a guide when you set strategy, make decisions or solve problems?
13Strategies, Goals Sample Diagnostic Questions Do you have a strategic plan in place? How does it relate to your mission?Did you involve the team in making the plan? How?Do team members share accountability for achieving your work unit’s goals? Do they have individual goals? Collective goals?Is it easy for employees to see how their individual goals tie to collective goals? How collective goals tie to the strategy?How does the team stay updated on strategic plan progress?
14Roles Sample Diagnostic Questions Are employees clear on their roles?Are there role boundary issues – areas of confusion on who is to do what?Are employees in agreement and on board with why the department is structured the way it is and why the roles are in place?Do any of your team members feel that they are mismatched for their role?Are there power and control issues present?Is there confusion around lines of authority?
15Work Processes Sample Diagnostic Questions Is the team structured for maximum efficiency and effectiveness?Are policies, procedures and hand-offs documented?Are quality expectations clear?What are the consequences for lack of accountability and follow-through?Are there issues with task completion? Are tasks dropping through the cracks?Is there task handoff confusion?Are processes redundant?Is the environment structured for maximum efficiency?Do employees have the tools and supplies they need to do the job?
16Relationships Sample Diagnostic Questions At what stage of development is the team? (Forming / storming / norming / performing)Is there triangulation going on within the team (i.e. two members ganging up on a third)?Are there issues between levels of authority (problems between the team leader and the team)Are there interpersonal issues between two team members that may or may not be affecting the rest of the team?How do team members normally approach and work through conflict? Are there clear team norms for how this is to be done?What are the team’s strengths when it comes to collaborating, supporting one another, solving problems, achieving collective goals?
17The Rx Considerations for Formulating your Approach Motivation AbilityTapintrinsicdesireBuildnewbehaviorsIndividualGroupStructuralFostermutualaccount-abilityHarnesscollectivegrouppowerMost change initiatives require multiple strategies from all of the above!Build inextrinsicreinforce-mentAlter theenviron-mentAdapted from Influencer: The Power to Change Anything, Patterson et al
18The Rx: Tools, Constructs and Approaches What have you tried?For Mission, Vision, Purpose Values?For Strategy, Goals?For Roles?For Work Processes?For Relationships?(share exercise via paper handout)
19Prevention Rx for Team Strengthening Facilitate a mission and visioning sessionStructure strategic planning so that employees play a partInstigate job shadowing, cross training and temporary functional reassignmentsEngage the team in high-level process mapping to tie their jobs to the broader company benefitFacilitate an operating norms sessionHold a Strengthsfinder sessionEngage employees in style identification and versatility skillbuilding sessions (using a styles or preferences profile instrument)
20Treatment Intervene When a Team is Ailing Coach the team leader on strengthening mission communication practicesProvide a training session on effective goal settingFacilitate a brainstorming session to generate role or department structure improvement ideasUse problem solving tools to diagnose and solve persistent process issuesHearken back to the team’s mission, vision and values, and challenge employees to generate ways they can change their day-to-day behavior to be more congruent with their stated aspirations
21The Teambuilding Session Remember that your program is one event in what should be a series of change and behavior sustaining efforts!Considerations for structuring a custom teambuilding program:Purpose and objectivesWho should participateLogical ordering of activitiesBalance of modalitiesPre- and post assignmentsFollow up activities to sustain behavior changeDawnShare a sample teambuilding session proposal
22Did the Rx Work? Evaluating Your Program’s Effectiveness What to do…Determine the expected results prior to designing the team building session.Discuss ways to determine how you’ll know when they have been met.Assure that you follow-up when you have agreed to, then conduct that assessment.Vince to flesh out
23Did the Rx Work? Evaluating Your Program’s Effectiveness How to do it…Informal:Meet with team manager and/or team at agreed upon time, reviewing expected results.Others?Formal:Pre and post-session surveys.Custom surveys based upon team building outcomesOther corporate-wide measures such as employee opinion surveysVince to flesh out