OD Training & Development
Transcript of OD Training & Development
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DRAFT
TEAMPRODUCTIVITYDEVELOPMENT
PROPOSAL
Aninitialdraftproposaltodeterminethescale,scopeandrequirementsofateamproductivitydevelopment
improvementprogramforapotentialclient
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Overview
Thisdocumentisintendedtogiveyouanoutlineoftheteamproductivitydevelopmentprocess.Itisadraftandwould
formthe
basis
of
any
initial
discussion.
Atalltimesyoushouldrememberthekeywordisproductivity;weunderstandtheword,weunderstandits
importance.Mostpeopledonotunderstandthewordproductivity; wedoandcanshowyouhow,(withoutyouhaving
tocrackthewhip,)howtoachieveproductivityimprovements.
Sometimesitcostsalittle,sometimesalot,butquiteoftenitcostnothingtomakeimprovementstoworkplace
productivity.
TheSuggestedEvaluationPlanfollowsandoutlinesasimplebusinessprocess.
FollowingonfromtheEvaluationPlanissomedetailonasuggesteddevelopmentprocess,thatcouldbeusedinyour
organisation.
Alsolookattheteamdevelopmentsectiononthewww.accelteam.comWebsite.Thehttp://accel
team.com/team_building/01_teamwork.html pageisworthaquickscaneffectivevineffectiveteams.
Youcancontactmeeither:
+441946823191or [email protected]
CliffGrimes
http://www.accel-team.com/http://www.accel-team.com/http://www.accel-team.com/http://accel-team.com/team_building/01_teamwork.htmlhttp://accel-team.com/team_building/01_teamwork.htmlhttp://accel-team.com/team_building/01_teamwork.htmlmailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]://accel-team.com/team_building/01_teamwork.htmlhttp://accel-team.com/team_building/01_teamwork.htmlhttp://www.accel-team.com/ -
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Table1:SuggestedEvaluationPlan
DraftEvaluationPlan
Task Date(s) Responsibility Go/NoGo Billable
Initialdiscussiontoidentifyanddevelop
CLIENTbusinessneeds
Accel
/ (CLIENT)
Review (revise)scoping(draft)proposalwith
management/stakeholdersatCLIENT
(CLIENT)/
Submit
any
changes
including
initial
motivation(fromCLIENTmanagement)for
theproject
(CLIENT) /
Agreeonfinalproposalandpricing (CLIENT) /Accel
Developlogisticsforthedeploymentof
organisationalbuildingblocksdiagnosticat
CLIENT
(includes
who
at
CLIENT
will
undertake
diagnosticinstrumentandtheirspecial
characteristics)
(CLIENT)/Accel
Deploydiagnosticinstrumenttoemployees
andsubmitreturnsforprocessing
(CLIENT)/Accel
Processresults Accel
Reportresults/findings
Makerecommendationsforagreementon
training(situationalspecific)content
Accel
Developandagreesuccesscriteria(baseline
metricsformeasuringeffectivenessof
program)
(CLIENT) /Accel
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DraftEvaluationPlan
Developworkshopstoaddressneeds
highlightedfromorganisationalblocks
diagnosticforidentifiedgroupingsin(CLIENT)
(CLIENT)(CLIENT)
Accel/
(CLIENT)
Developdeliveryplanfortraining (CLIENT) /Accel
Deliverteamtrainingdevelopmentprogram
Evaluateoncoursebycoursebasis
Accel /(CLIENT)
Evaluateoverall
effectiveness
of
program
Makerecommendationsbasedonfindings
andconclusions(fromtrainingsessions)
When
program
completes
(CLIENT) /Accel
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PHASE1 DIAGNOSINGORGANISATIONALPROBLEMS
PHASE1OBJECTIVES To determineasetofdevelopmentprioritiesandsolutionsin CLIENTbasedon theresultsofan
auditofindividualresponsesto aquestionnaire,thathavebeenanalysed;o Fortheidentifiedgroups(teams,departments,hierarchicallevel,etc?)o Fortheorganisationas awhole?
TEAMEVALUATIONCHARACTERISTICSDebatesaboutwhatconstitutesaneffectiveorganisationcanbeendlessbutmostsuchorganisationsseemtoexhibitasetofcommoncharacteristics, characteristicswhichareassociatedwithamatureapproachtoworkbyemployees.Thesecharacteristicscanbereferredtoastheorganisationalbuildingblocks.Theybringabouteffective/efficientbusinessprocessesundertakenbyenthusiasticemployeesmotivatedtodotheirbest.Theyareasfollows:
Balancedroles
Clearobjectivesandagreedgoals
Opennessandconfrontation
Supportandtrust
Cooperationandconflict
Soundprocedures
Appropriateleadership
Regularreview
Individualdevelopment
Soundintergrouprelations
Goodcommunications Figure1:Organisationalcharacteristics(buildingblocks)ofeffectiveorganisations
Toevaluatethestrengthsandweaknessesofeachofthesebuildingblockswedeployaquestionnairethatenablesustolookatanorganisationsstrengthsandweaknessesundereachoftheseheadings.Usingitisthestartofthediagnosticprocess(needsanalysis)inadevelopmentprogram.
Wethenpresenttheresultsobtainedfromthediagnosticexercise Weexplaintoyouhowaddressingtheweaknesseswillyieldresults Wewillmakerecommendationsintermsofadevelopmentactionplanthatwilladdresstheweaknesses
identifiedWewilldevelopforyouaprogrammetofullyexpandontheseconceptsinthedelegatesyouputthroughourdevelopmentprocess.Thisinturnwillleadtoanimprovementattheoperationallevel,inCLIENT,instaffmorale,motivationandmostimportantlyproductivity.ItwillbekeytosuccessthatasmanyrepresentativesofCLIENTbeputthroughtheprocess.
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TH EBUILDING BLOCKS QUESTIONNAIRE
Thesamplequestionnairethatfollowsisanaidtodiscoveringwhichoftheelevenbuildingblocksofeffectiveteamwork
couldbemostusefultoteamCLIENTanditssubteams.(Byinspectionyoushouldconcludethatitiscomprehensive
andwillprovideconclusiveevidenceofdevelopmentneeds,onceyouunderstandtheimportancetobusiness
performanceoftheorganisational buildingblocks.Itwillalsoprovideuswithcluesofwheretherearepotentialareas
forbusinessperformancegainstobeachieved.)
Thequestionnaireisacollectionofstatementswhichteammembersmightbeheardtomakeaboutaffairsintheir
departments/sections,ormorebroadlyaboutCLIENT.Themorepeopleup,downandacrosstheorganisationwho
completeitthemoreaccuratewillbetheresultsofthediagnostic/needsanalysis.
Itisimportanttoensurethatthosecompletingitshareacommonperceptionofthecompositionofthedepartment/section/geographiclocation/teamunderreview,asofcourse,somemayseethemselvesas
belongingtomorethanoneteam.
Withthehelpofthisquestionnairewecan,therefore,notonlygetasoundindicationofwhichtheseorganisational
buildingblockstouseinCLIENTsdevelopmentinitiative,butalsobedirectedtothoseactivitieswhichwillmosteasily
starttomakeCLIENTmoreeffective.
Theoutcomefromthisquestionnairewillbeusedwhenselectingdevelopmentresources/activitieswhichcanbeused
forexploringandusingthebuildingblocks.Thesedevelopmentresourceswillthenbedeliveredtoenabletangible
resultsbackintheworkplace.Fromexperience,theseresultswillbesignificantandsubstantial,bothinfinancialand
humanrelationsterms.
DEPLOYMENT
OF
QUESTIONNAIRE
Thereareanumberofoptionswhendeployingthequestionnaire,namely:
1. Haveeachstaffmembercompleteapapercopyofthequestionnaireandreturnthecompletedpaperworkformtomeforprocessingandanalysis.
2. Haveeachstaffmemberreceiveanemailofthequestionnaireandreturnthecompletedemailformtomeforprocessingandanalysis.Thisiseasierasreturnswillbeprocessedautomaticallywitheachindividualemail
formbeingaddedtoadatabase,foranalysis.
3. Acombinationofthe1.And2.above.Thismaybeappropriatewheresaythereareanumberofemployees,(sayhourlypaid,)whodonothaveanemailaccount.
Note
Thefollowingproformacontainsasampleofquestionsinthequestionnaire.(Thereare132questionsintotalinthe
completequestionnairestaffmemberswilluse.)Eachquestionismappedtoabuildingblock.
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ORGANISATIONALBUILDINGBLOCKS QUESTIONNAIRE
Representative
sample
of
questions,
for
demonstration
purposes.
Name
Department
Section
Parameter3 (Acategoryyouwishtheresultstobeanalysedon.)
Parameter4 (Anothercategoryyouwishtheresultstobeanalysedon.)
INSTRUCTIONSFO R
COMPLETION
1. Turntotheanswergridonp.7.2. Workthroughthestatementsinnumericalorderandputacrossintheappropriatesquareoftheanswergrid
ifyouthinkastatementaboutyourteamisbroadlytrue.Ifyouthinkastatementisnotbroadlytrue,leavethe
squareblank.
3. Donotspendagreatdealoftimeconsideringeachstatement;afewsecondsshouldbelongenough.Rememberthattheresultswillbeworthwhiletotheimprovementeffortonlyifyouaretruthful.
1. Decisionsseemtobeforceduponus.2.
People
are
not
encouraged
to
speak
out.
3. Insufficientdevelopmentopportunitiesarecreated.4. Wearefrequentlyatloggerheadswithotherdepartments.5. Teammembersdonotcommunicatewitheachothersufficiently.6. Theacceptedorderisrarelychallenged.7. Nooneisreallyclearwherewearegoing.8. Weoftenfindthatwelacktherequiredexpertise.9. Weareallverybusybutwedonotseemtogetanywhere.10. Issuesarebrushedunderthecarpet.11. Thereismistrustandhostility.12. Wedonotpaysufficientattentiontorelationships. 13. Wedonothaveaclearviewofwhatisexpectedofus.14. Idonotfeelstrengthenedbymycolleagues.15. Skillsandinformationarenotsharedsufficiently.16. Thewayanindividualisvaluedhaslittletodowithwhatisachieved.17. Therearetoomanysecrets.18. Managersdonotplanforthefuturetogether.19. Alotoftimeisspent'defining'territory.20. Etc(132questionsintotal)
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BUILDINGBLOCKSANSWERMATRIX
Followtheinstructionsgivenatthebeginningofthequestionnaire.Inthegridthereare132squares,eachone
numberedtocorrespondtoaquestion.Fillinthetoplinefirst,workingfromlefttoright;thenfillinthesecondand
subsequentlines.Becarefulnottomissaquestion.Whenyouhaveconsideredall132statements,totalthenumberof
crossesineachverticalcolumnandturntothenextpage.
A B C D E F G H I J K
1 2 3 4 5 6 7 8 9 10 11
12 13 14 15 15 17 18 19 20 21 22
23 24 25 26 26 28 29 30 31 32 33
34
35
36
37
38
39
40 41
42 43
44
45 46 47 48 49 50 51 52 53 54 55
56 57 58 59 60 61 62 63 64 65 66
67 68 69 70 71 72 73 74 75 76 77
78 79 80 81 82 83 84 85 86 87 88
89 90 91 92 93 94 95 96 97 98 99
100 101 102 103 104 105 106 107 108 109 110
111 112 113 114 115 116 117 118 119 120 121
122 123 124 125 126 127 128 129 130 131 132
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Nowwritethescoreforeachcolumnhere.
Column
Your
Score
Team
Building
Block
A Balancedroles
B Clearobjectivesandagreedgoals
C Opennessandconfrontation
D Supportandtrust
E Cooperationandconflict
F
Soundprocedures
G Appropriateleadership
H Regularreview
I Individualdevelopment
J Soundintergrouprelations
K Goodcommunications
Thebuilding
blocks
with
the
highest
scores
are
the
ones
which
ifaddressed
will
bring
operational
improvements
at
CLIENT.
Duringourtimetogetherwithyourgroup(s)wewillexpandoneachoneofthesebuildingblocksandeachwillbe
explainedingreaterdepth.Wewillthendeliverappropriateactivitiesthatwillimprovethosebuildingblocksthatshow
thehighestpotentialforimprovement.
Inaddition,duringourtimetogetherwewillgivestaffatCLIENTthebestgroundinginteamworkingtheory.Thiswill
include:
Whatisateam? Whatisteamwork? Stagesofteamdevelopment Limitationsofteambuilding Roleoftheteamleader Actionplanning SomegroundrulestoassistteamdevelopmentinCLIENT
Thiswillprovideacommonframeworkandunderstandingforallemployeesatalllevels.Thisinturnwillhelpavoid
manyofthepitfallsandbarriersyouwillalltooeasilycomeacrosswhenmobilisingtheundoubtedtalentand
abundanceofcommonsenseyourpeopleatCLIENThaveandwantanopportunitytodisplay.
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PHASE 2DEVELOPING AN DDELIVER TRAININGCONTENT
PHASE2OBJECTIVE
Developthetrainingcontentforthegroups(teams)withinCLIENTbasedon diagnosticneedsassessment
Deliverthetrainingcontentto identifiedindividualsin identifiedgroupsBasedontheoutcomesofPhase1(diagnosticneedsanalysis)wewilldevelopworkshopcontent.Thiswillbebasedon
thefollowingfactors:
OutcomesofPhase1(needsanalysis) Analysisoftraineesandtheirjobs whowillgothroughthedevelopmentprocessinwhatteamgroupingsis
deemedappropriate
ABOUTTH E
TRAINING
DESIGNS
Thedifferenttrainingdesignswhichwecandeliverarealmostendless.Afewexamplesaregiventoshowhowour
materialcanbearrangedfordifferentpurposes,thoughnotatthisstagetosuggestactualdesignsforCLIENT,before
theneedsanalysisphasehasbeenagreedandcompleted.Withthisinmindandforexamplepurposethefollowing
trainingdesignsbeenpurposelyincluded.Eachdesignvariesinobjectives,indurationandinparticipants.
1. Improvingourteamwork.Designedasa'starter'eventtoenableanexistingteamtoexplorethepotentialof,andneedfor,teambuilding.Thisdesigncanbeusedwithteamswhoareconsideringteamworkforthefirst
timeandneedageneralintroductionasapreludetofurtherwork.
2. Anintroductiontoteamleadershipissues.Thisdesignwillallowmanagerswithnopreviousexperienceofteambuilding
activities
to
begin
examining
their
own
role
and
behaviour
in
relation
to
the
teams
they
are
leading.CouldbeusedwithmanagersinCLIENTwhohavepreviouslyreceivednoformaltraining,itwillwhet
theappetiteofmanymanagers.
3. Anintroductiontoteamwork.Anintroductiontoteamdevelopmentforpeoplewhodonotregularlyworktogetherandwishtobeintroducedtoitspotential.CouldbeusedinCLIENTforagatheringofsenior
managementwhowanttoknowmoreandlearnaboutteamdevelopment.
4. Teamworkworkshop.Amediumlengtheventenablingpeopletofamiliarizethemselveswithessentialtheoryandactivitiesasapreludetounderstandingteambuildingactivitiesintheirownteams/organizations. The
designcanbeusedasthebasisforpublicworkshopswheretrainersandmanagersfromdifferent
organizationscancometogetherfortwotothreedays(thinkcustomers/supplychain.)
5.
Improving
my
management
of
others.
A
full
day
in
which
managers
can
assess
their
performance
as
team
leadersandmakeplanstoimprovetheirfutureperformance.Asteponfromdesign2thiscanbeusedwhere
managersarepreparedtoinvestafulldayinexaminingtheirownstrengthsandweaknesses.Thisdesignwas
originallyputtogetherforagroupofmanagers,eachofwhommanagedindividualplants,whomettogether
foranannualbusinessconferenceandwishedtospendpartofthetimeexamininghowtheymanagedtheir
ownunits.
6. Depthteambuildingworkshop.Aoneweekeventinwhichateamcanworkseriouslyonthefundamentalissueswhichwillimproveitsfunctioningandprepareplansforthefuture.
7. Understandingteamwork.Aonedayeventforthosewhoneedtounderstandthetheoryofteamdevelopmentbutwhodonotregularlyworktogether.Thedesigncanbeusedwithagroupwhohavehadlittle
experienceofteambuilding.
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EXAMPLETRAININGDESIGN1:IMPROVINGOUR TEAMWORK
Objectives
Toprovideanopportunityforteamstounderstand:
Theimportanceofteamwork. Itsrelationshiptootherorganizational problems. Theneedforimprovement.
Timerequired
Approximately1day.Participants
Teamswhoregularlyworktogetherandhavenotpreviouslybeenexposedtoteamtheory/activities.EXAMPLETRAININGDESIGN2:ANINTRODUCTIONTO TEAMLEADERSHIPISSUES
Objectives
Toprovideanopportunityforteamleadersto:
Questiontheirassumptionsandbeliefsaboutthemanagementofothers.
Examine
their
performance
in
working
with
others.
Considerthetheoryofeffectiveteamleadership.Timerequired
Approximately4hours.Participants
Anyonewithresponsibility fortheleadership/managementofteams.EXAMPLETRAININGDESIGN3:ANINTRODUCTIONTO TEAMWORK
Objectives
Toprovideabasicintroductiontoteamworkissuesby:
Explainingbasicteamworktheory. Experiencingsimpleteamworkactivities.
Timerequired
Approximately3hours.
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Participants
Anyonewhohasnotexperiencedteambuildingactivitiespreviously.EXAMPLETRAININGDESIGN4:TEAMWORKWORKSHOP
Objectives
Toprovideamediumlengthtrainingexperienceinwhichparticipantscan:
Exploretheimportanceofeffectiveteamwork. Understandbasicteamworktheory. Considerparticularlyissuesofbalancedroles,managementstyle,supportandtrust,cooperationandconflict. Receivepracticalguidanceandideasonassessingteamworkproblemsandbeginningtoimproveteamwork. Developactionplansbasedontheabove.
Timerequired
2days.
Participants
Keymanagersinorganization.EXAMPLETRAININGDESIGN5:IMPROVINGMY MANAGEMENT OFOTHERS
Objectives
Toprovideanopportunityforteamleadersto:
Questiontheirassumptionsandbeliefsaboutthemanagementofothers. Assesstheirpersonalperformanceinworkingwithothers. Obtainbasicguidanceonapplyingthislearningintheirparticularworksituation.
Timerequired
1dayParticipants
Managersandsupervisorswhonormallyleadteams.
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EXAMPLETRAININGDESIGN6:DEPTHTEAMBUILDINGWORKSHOP
Objectives
Toprovideanopportunityforteammembersto:
Understandtheimportanceofteamwork. Relatethistooperationalplans. Analyseteamdevelopmentneeds. Prepareactionplansforteamworkimprovement.
Timerequired
5days.Participants
Intactworkgrouporleadersofanumberofteams.EXAMPLETRAININGDESIGN7:TEAMWORKISSUES
Objectives
Topromoteunderstandingofteamdevelopmenttheory.Time
required
1day.Participants
Groupsofindividualswhoneedtounderstandthebasics. Theyneednotnormallyworktogether.
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PHASE 3POST TRAININGIMPROVEMENT PROCESS
PHASE3 OBJECTIVE
To achievebroadbaseimprovementsbyapplyingthenewknowledgeandunderstandinggainedbyCLIENTstaffto theimprovementofthedaytodaybusinessoftheorganisation.
TH EBUILDING BLOCKS CHECKLISTAND REVIEWPROCESS
Thissimplechecklistapproachenablesateamtoundertakeanonthespotreviewofperformanceafterthecompletion
ofaneverydayactivityortask.Itwillalsoprovideachecklistofimprovementtargetsforfutureactivitiesortasks.
FirstaskeachteammembertocompletetheReviewSheetansweringeachquestionYesorNo. ThenpooltheanswerstoeachquestionbyaddinguptheYesanswerstoarriveatarankingforeach
oftheelevenitems.Recordtheresultsontherankingsheet.
Nextdiscusstherankingwhichisthrownupbythepooledresults.Spendfiveortenminutesdiscussingeachitemandinvitingthosewhoseanswerwasinaminoritytoexplaintheirreasons.
Inthelightoftheinsightsgained,usetheReRankingSheettorerankitemsasateam. Nowpicktwoorthreeoftheweakestitemsandbrainstormideasonhowtheteamcanimproveperformance.
Developachecklisttouseonfurthertasks/activities,usethePerformanceImprovementChecklistsheettorecordtheconclusions.
Table2:Task/ActivitySheet
ReviewSheet Yes No
1. Didwehavetherightmixofteammembers?
2. Wereweclearaboutwhatwewantedtoachieve?
3. Werewesufficientlyopenanddidweconfronttherealissues?
4. Didwesupportandtrusteachother?
5. Didwecooperatewitheachotherandusetheconflictofideasandapproachesproductively?
6. Wereourworkingproceduresanddecisionmakingstrategiessound?
7. Werewewellled? 8. Didwereviewwhetherwecouldoperateinabetterway?
9. Didweutilizeopportunitiesfordevelopment?
10. Wereourrelationswithothergroupsproductive?
11. Didwecommunicatewell?
Theprocesscanberepeated,asoftenastheteamfeelthattheexerciseisvaluable.
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Table3:RankingSheet
Item BuildingBlock Ranking
1. Balancedroles
2. ClearobjectivesandagreedgoalsItem
3. OpennessandconfrontationItem
4. SupportandtrustItem
5. Cooperationandconflict
6. Soundprocedures
7. Appropriateleadership
8. Regularreview
9. Individualdevelopment
10. SoundintergrouprelationsItem
11. Goodcommunications
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Table4:ReRankingSheet
Item BuildingBlock Re Ranking
1.
Balancedroles
2. ClearobjectivesandagreedgoalsItem
3. OpennessandconfrontationItem
4. SupportandtrustItem
5. Cooperationandconflict
6. Soundprocedures
7. Appropriateleadership
8. Regularreview
9. Individualdevelopment
10. SoundintergrouprelationsItem
11. Goodcommunications
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Table5:PerformanceImprovementChecklist
PerformanceChecklistSheet
ItemforImprovement:
Checklist:
ItemforImprovement:
Checklist:
ItemforImprovement:
Checklist:
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ADDENDUM
OverviewoftheDevelopmentProcess
Initialdiagnostic
Initialclassroomactivities
Step1:Explorethepresent
Classroomactivities
Step2:Visioningthefuture Classroomactivites
Phase3(PostTrainingImprovementProcess)activitiyaftereachtaskcompletion
Step3:
Step1:Exploringthepresent
Yourpresentsituationmustbeexploredasthoroughlyaspossible(anditwillbeifyouselectustoundertakeyourteamdevelopmentproject.)Thisincludeslookingatallfactorsinvolved,rationalandirrational,positiveandnegative.Althoughwetendtoseetheworldandourselvesonlyfromonepointofview,otherindividualsandteamscangiveusinformationfromdifferentviewpoints,therebychallengingourassumptions.Thishelpstoexplorethepresentmorefully.Step2:Visioningthefuture
Unlessyourteamsaretodriftfromsituationtosituationatthemercyofcircumstance,itisnecessarytohaveclearaimsandobjectivesthataretangibleexpressionsofdesiresandneeds.Avisionofthefutureisaveryimportanttoolforassistingchange.Itprovidesmotivationandincreasesthewilltosucceed.Withoutaims,teamscannotbringtheirtenacity,
drive
and
creativity
into
play.
The
absence
of
genuine
desire
frequently
undermines
achievement
and
development.Step3:Bridgingthegap
Thethirdstepintheprocessofchangebridgesthegapbetweenthepresentsituationandwhattheteamwishestoachieve.Aftergoalsandtargetsareidentified,resourcesneedtobeidentifiedandallocated.Theimportanceanddifficultyoftheplannedchangegovernthequantityandqualityoftheresourcesthatneedtobemobilized.Importanttasksrequiresignificanteffort,and,aseveryteamknow,thereisagreaterriskoffailurewhenateamembarksonaprogrammeofchangewithinsufficient resourcesa1daytrainingeventforallorpartofyourteamisunlikelytobesuccessful.
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Learningneedsvaryaccordingtocircumstancesandsituation.Sometimesnewideasortechniquesareneeded;atother
timesthepriorityisapplication.
Noteonreviewingtheresultsofthediagnosticexerciseandexplanationoftheteambuildingblocks
Resultsdiscussedwithgroup Summaryoftheresultsgiventothegroup.Top3or4areasofconcernhighlightedbytheexercisei.e.those
topscoring/rankingdimensionsfromthe9teambuildingblocksbeingevaluatedbythisexercise.Alsohigh
scoringindividualquestionshighlightedanddiscussed.
Generaldiscussion,withthegroup,questioningthegroupsthoughtsandfeelingsontheoutcomesoftheexercise.
Askforagreementontheteambuildingblocksdiagnosticexercise.Hasitarticulatedthereasonsforinitialdissatisfaction reasontocometogetheranddevelopanimprovedapproachtoworkatTNS?
EXAMPLETEAMACTIVITY
Intergroupfeedback
Purpose
Todevelopopencommunicationwithotherteamsintheorganization.Method
Thisactivitycollectsinformationfromotherteamsabouthowtheyviewyourteam.Theinformationiscollectedbya
projectgroup
leader.
Theirtaskis'Tointerviewrepresentativesofotherteamsintheorganizationtodiscoverwhattheythinkofus.Youshouldprepareareportforseniormanagementsuggestinghowwecouldimproveourimageamongstthe
otherteams.
Notallteamsshouldbeincluded,onlythosewithwhomtheteamhasregularcontactasasupplierofgoodsorservicesorreceiverofgoodsorservices.
Theprojectgroupisgivenguidanceonhowitshouldcollectinformation.ProjectgroupmembersdevelopaninterviewscheduleusingthequestionsincludedintheInterGroupQuestionnaireoverleaf.
MembersoftheprojectgroupvisittheselectedteamsandconductinterviewsbasedontheInterGroupQuestionnaire. Itisimportanttocollectsufficientinformationtoprovideacrosssectionofallgroups.
Theinformationisthenpresentedinaformwhichensuresthatafactualpictureemerges.Thereportshouldincludeasummaryoftheinformationandrecommendationforaction.
Followingadiscussionbetweenthetopteamandtheprojectgroupplansareestablishedtoimplementimprovements.
Theprocessshouldberepeatedafterthreemonthsinordertodeterminewhetherimprovementshavebeeneffected.
InterGroupQuestionnaire
1. Whatdoyoubelievethatourteamdoes?2. Whatthingsdowedowell?3. Whatthingsdowedobadly?
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4. Whatthingswouldyoulikeustododifferently?5. Howwouldyoudescribethequalityofwhatwedo?6. Howimportanttoyouisitthatweperformourfunctionwell?7. Whatdowedowhichhelpsyourperformance?8. Whatdowedowhichhindersyourperformance?9. Whatdoyoufindparticularlyhelpfulandwhy?10. Whodoyoufindunhelpfulandwhy?11. Whatdowecommunicatewellwhichyouneedtoknow?12. Whatdowefailtocommunicateorcommunicatebadlywhichyouneedtoknow?13. Howcouldweimproveourcommunicationswithyou?14. Whatsortsofthingsdootherteamsintheorganizationdobetterthanus?15. Couldyousuggestanyideasthatyouhavenotalreadymentionedthatwouldhelpusimproveourrelationship
withyourteam?
SOMENOTES
ON
ACTION
PLANNING
ActionplanningisvitalifCLIENTsorganisational developmenteffortsaretosucceed.Italsoneedstobepartofa
simpleframeworkwhichincludesidentificationofneedsandsubsequentreviewofaction.Inanydevelopmentactivity
thesimpleframeworkshownbelowwillhelpyouinevaluatingour
services.
IdentifyneedThisproposalviaourphasedapproachembedsthesimpleimprovement
frameworkinthecalloutopposite.
ItisnotadvisabletostartactionplanninguntilyouandAccelhave
identifiedtheneedandarealwaysabletoreviewprogressduringand
afterthe
action.
Reviewprogress
Planaction Inthisproposaltheneedsofyourteamwillbeidentifiedand
agreedaspartofPhase1.
Actionplanningcanbeassimpleasfollowingthechecklistofquestionsgivenbelow,anapproachwhichwillhelp
ensurethat:
Needsareidentified Needsareagreed Therightpeopleareinvolved Actionispracticalandappropriate Therightresourcesareused Otherimplicationsareconsidered Therighttimescaleisadopted Resultsareusedasabasisforfurtherimprovement.
Asyouwillhaveobservedthatthis(improvement)frameworkisbuiltintoourorganisational developmentblocks
processandwe,whenworkingwithyoutoachieveyourobjectives,stronglysuggestitbebuiltourbusinessrelationship
withyou.Developmentanyorganisationalsenseisnotaoneshotdeal,itisacontinuousprocessandwewishtowork
withyouoverthelongerterm.
Tothat
end
kindly
review
the
checklist
that
follows.
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CHECKLISTAPPROACH TOACTION PLANNING
Some
typical
examples
for
consideration
are
listed
below
each
question.
Again
it
is
emphasised
that
having
all
staff
in
anindentifiedteam,completetheteambuildingblocksquestionnairewillidentifythedevelopmentneedsandgain
(democratically) agreement.Commitmentwillthenflow!
1. Whatistheneed? Dontknowatthisstage Toimproveopenness. Todevelopamoreeffectiveformofleadership. Toimproveourdecisionmakingability. Toclarifyourobjectives. Togenerallyreviewandimprovethewayweoperateasateam.
2. Isthisneedagreedbythoseaffected? Haseveryonebeenconsulted? Haveweensuredcommitment? Dowehavetospendmoretimeagreeingneeds?
3. Towhomdoesitapply? Thetopteam. Thewholeteam. Leadersofdifferentteams. Aparticularregion/geolocation. Taskgroups. Anindividual.4. Howwillweknowifwehavebeensuccessful? Arewesureofourdevelopmentobjectives? Aretheymeasurable? Canotherpeoplehelpustoevaluate? Whatbehaviouralchangesdoweexpect?
5. Isanyoneelselikelytobeaffected? Otherteamsordepartments. Theorganizationasawhole. Otherteamleaders. Doweneedapproval?
6. Whatmethods,techniquesoractionsshallweadopt? Teambuildingactivities Otheractivitiesandtechniquesknowntome. Othersourcesofideas.
7. Whatotherresourceswillweneed? Arewe(orI)competenttoundertaketheactivities? Doweneedexternalhelp? Canotherdepartmentsorteamshelpus? Doweneedtogetoutoftheworksituation?
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8. Whattimescaleshallweadopt? 1month 1year
Longer
than
a
year
9. Howshallwereviewprogress? Byselfreview. Byprocessobservation. Byregularspecificreviewmeetings. Byother(Accel)reviewmethods
10. Howwillweassesswhetherfurtheractionisnecessary? Shouldweevaluateoureffectonothers? Shouldweanalyseourneedsagain?