Friends, I received a number of additional suggestions to my question=20
about how best to build teamwork between members of a new corporate=20
alliance that I decided to post them one last time. I have edited
HEAVILY, for example removing all personal descriptors beyond e-mail.
Enjoy! Regards, M
************************************************************************W=
illiam L. SHOCKLEY <[log in to unmask]> wrote:
Phi Theta Kappa, a nation-wide leadership society has=20
developed a superb, IMHO, leadership development course,=20
called Leadership Development Studies. This course is only=20
available through community colleges that have certified=20
instructors.
The course, approximately 45 hours, uses selected excerpts=20
from the classic writings as well as contemporary writings,=20
speeches, and biographies. It adds selected videos to=20
enhance the study of leadership in various situations. =20
Additionally interactive team activities are utilized to=20
promote experiential learning.
Unit One: Developing a Personal Leadership Philosophy
Unit Two: Articulating a Vision
Unit Three: Leading with Goals
Unit Four: Decision Making
Unit Five: Managing Your Time
Unit Six: Team Building
Unit Seven: Empowering and Delegating
Unit Eight: Initiating Change
Unit Nine: Managing Conflict
Unit Ten: Applying Ethics to Leadership
Unit Eleven: Leading By Serving
After taking numerous leadership courses in the military,=20
college, and on the side, I am willing to offer that this is=20
one of the best and most comprehensive studies of the facets=20
of leadership.
***********************************************************
Vicky Baugh 408-494-8296 wrote:
Here are some very quick ideas for creating alignment across=20
or within organizations.
+ Visioning to make sure that they all are on the same page=20
with the same vision and to create the desired state.
+ Appreciative inquiry to get them all to talk about what=20
they each bring to the table and look at their strengths.
+ An environmental scan to ID challenges and opportunities=20
over the next year or two, internally for each, as a group,=20
and external in their industry etc.
+ With the top team the issues below could be worked on a=20
macro level, then use a large scale process like Dannemiller=20
or Axelrod's Conference Model for the 500 with the same=20
questions/issues both across and within organizations.
+ Identification of the behaviors required for them to=20
accomplish their desired outcomes, together across=20
organizations and for each player within their own=20
organizations, and what would cause them to fail.
+ What systems level strategies and capabilities need to be=20
developed to support accomplishing the behaviors (strategic=20
planning )and identification of the skills, strategies and=20
training needed to be in place at the dept. and work group=20
level. (Policies, reward systems, selection processes,=20
compensation systems )
+ What values and beliefs need to be in place at the top=20
and reinforced all the way down and across organizations to=20
support the desired change and align the organizations=20
together? What do they have in place now? cultures and=20
values and a check on what will get in the way of the change=20
in terms of existing values and beliefs from the existing=20
cultures. What are the unspoken cultural assumptions that=20
could blow it up? How are cultural beliefs limiting and=20
what could be done about that. What is in it for them for=20
people to change?
+ How does each organization see itself (in terms of an=20
organizational identity) and what would have to change or be=20
given up to make this partnership happen? What would make=20
it worth while for people. (managers) to support this.
***********************************************************
Susan Heathfield <[log in to unmask]> wrote:
I agree with you that the most effective teambuilding=20
results from efforts of a group applied to "real" work. =20
Often, when the group is working together successfully, some=20
more fun/exploratory team building activities can be=20
introduced to improve specific interpersonal or team skills.
I think your merging groups may benefit from some work in=20
mission, vision, values, goals, norms, etc. Key at each=20
level of the organization, is to keep other layers informed,=20
and to provide opportunities for input. Then when you=20
cascade the work of the executive group throughout the=20
organization, there is some willingness to buy in and=20
support decisions.
I usually make recommendations but begin the process by=20
asking the executive group to formulate a plan that will=20
result in accomplishing the goals. The goals are=20
established by this group and by the people creating the=20
alliance. What must we do to attain these goals?
**********************************************************
Sue G Eklund <[log in to unmask]> wrote:
We have just completed focus groups and written surveys for=20
training. One of the questions was about team building. It=20
is often requested but I had a concern that many varied=20
opinions about team building existed. My concern was=20
correct. The idea of what a team building is all about is=20
from one end of the spectrum to the other.
So, first you need to make the distinction between team=20
building and team work. They have common characteristics=20
but are very different.
There is a program that Wilson Learning offers called "Team=20
Mastery." This is a true team building. They work very=20
specifically with the entire (emphasized) team to create the=20
charter, mission, goals, roles, processes, relationships,=20
decision making, etc. The key is that the entire team is=20
always present. You could take this intact team and do=20
outward bound, ropes, and other activities designed to=20
enhance and build the team relationships, etc. If you have=20
a team encountering difficulties, team building is actually=20
much like an OD intervention in that a facilitator would go=20
in and identify issues and help the team work through them. =20
Most often when a team is in trouble, they jump right to=20
team building when in actuality, what they need to look at=20
and clarify are these 4 things in this order: goals, roles,=20
process and then relationships. Just clarifying those 4=20
things can be a team building session.
Team work applies to a broader range of people who are often=20
on different teams for varied amounts of time. If you do=20
activities, they might center around esprit de corps, the=20
need to work together, how to build networks, methods of=20
communication, holding effective meetings, understand=20
conflict resolution, negotiation, etc. The entire team may=20
or may not be present but that's OK because your focus is=20
broader.
This is always our dilemma - getting the entire team to=20
commit to spending a couple of days which is why we do team=20
building case by case.
I have participated in team building sessions with people=20
that I never work with and I often wonder what the purpose=20
really was. It was actually team work but most people don't=20
distinguish between the two. When you do, however, then you=20
can create a team building which is valuable to the team and=20
organization and, most of all, effective.
***********************************************************
Scott Simmerman <[log in to unmask]> wrote:
I have a truly outstanding team development exercise that=20
focuses on collaboration and quality while generating (on=20
their own initiative) competition that measurably sub-
optimizes results. It is called The Search for the Lost=20
Dutchman's Gold Mine and is used worldwide.
[Major international engineering construction company] is a=20
recent purchaser. I can send testimonials, contacts, etc.=20
should you be interested. Inexpensive. One-time fee. =20
Reproducible. Excellent! And used as a profit center by=20
consultants worldwide with no commission structure.
The simulation takes about 3.5 hours and is metaphor driven,
***********************************************************
Randall W. Kindley <[log in to unmask]> wrote:
Have you considered a large scale interactive change that=20
focuses on process redesign?
***********************************************************
Paul Schmitz <[log in to unmask]> wrote:
I agree that team building rarely works if the objective is=20
teambuilding. I facilitated a strategic planning workshop=20
for a $150 mechanical contracting company. The intent was=20
to define the future. After that was done, we ask the=20
question, was the company organized to achieve that future. =20
The answer was no. The result was organizing the company in=20
a wheel fashion, with profit center headed by operations=20
mangers. They had P/L responsibilities for projects and=20
accounts. When that occurred, and with some coaching on=20
open book management concepts, the company pulled together. =20
The profits have risen every year (now 4 +) since then. It=20
requires commitment from the President and a lot of hard=20
work.
***********************************************************
Patricia Burger <[log in to unmask]> wrote:
Begin at the beginning...What is the vision, mission, group=20
norms and groundrules, values, objectives, action=20
plans...seems like a logical start to me and along the way,=20
you can throw in some of those "team building" activities=20
we're all too familiar with!!
***********************************************************
Mitchell Adrian <[log in to unmask]> wrote:
Like you, I have found that most team efforts result in=20
temporary teams, then its back to work as usual.
The only measure of success that I have had is when taking a=20
more long term approach. We designed a teambuilding plan=20
that used incremental steps to the team building process. =20
Management was behind the program (and gave it full=20
support). Each team met every other week with an outside=20
facilitator present. The program was planned for 3 years. =20
I was involved in the first 2 years. Based on statements=20
made by several members, results seem to have gone like=20
this.
Some reported that they started to "feel like part of a=20
team" after about the first 8 weeks.
+ As we reached the first 6 months, most thought that it=20
was coming to an end. We were ending what was termed "Phase=20
1" in the team meetings. Most members didn't expect "Phase=20
2" to ever materialize.
+ As it sunk in that Phase 2 was well under way, the team=20
concept came to be more accepted. After 1 year workers=20
started acting more like team members.
+ As year 2 began to draw to a close, workers started to=20
take the team concept for granted. The assumptions of team=20
success were more frequent. I think that by this stage, the=20
culture of the organization was beginning to change. =20
Unfortunately I wasn't around for the final stage, but if=20
they were successful at fully realigning the organizational=20
culture to include the team concept, then I think it would=20
be hard to go back.
So to sum it all up, I don't think that the actual plan of=20
"how to be a team" is as important as to how patient you are=20
willing to be to implement the plan. Expect it to take=20
years. After several years of incremental change, it will=20
be hard to remember what "business as usual" used to be.
***********************************************************
Matthew Sher <[log in to unmask]> wrote:
I work for Human Synergistics/Center for Applied Research. =20
We have many exercises and surveys that may help with this=20
group. I will briefly describe just a couple:
Group Styles Inventory (GSI):
The GSI identifies patterns of behaviors that emerge when=20
group members interact to perform tasks. This circumplex-
based measurement indicates how effectively or ineffectively=20
members of a group feel they work together.
Building new Teams with Style
This team building activity combines the best features of=20
simulations and questionnaires. Members of a newly-formed=20
team are asked (individually) to describe the interpersonal=20
styles of teams with which they have previously worked. =20
They are then asked (as a group) to describe how team=20
members should interact to maximize effectiveness. By=20
comparing past teams to their ideal, members are able to=20
identify a set of styles toward which their new team should=20
strive.
Organizational Culture Inventory (OCI):
The OCI measures "what is expected" of members of an=20
organization - or, more technically, the behavioral norms=20
and expectations associated with the more abstract aspects=20
of culture such as shared values and beliefs. Specifically,=20
this 120 item self-scoring inventory can be used to measure=20
current and ideal behaviors and norms of leaders, managers,=20
and employees in an organization. This inventory has been=20
used successfully in merging organizations to determine a=20
future direction and to facilitate potential synergies.
Leadership/Impact
Leadership/Impact is a new inventory designed to provide=20
leaders with otherwise unavailable feedback on their impact=20
on others as well as the behaviors bringing about this=20
impact. The inventory is divided into two major sections:
Part I: Impact on Others--measuring the extent to which the=20
leader motivates or drives people to behave in constructive=20
versus defensive ways.
Part II: Leadership Styles--measuring the extent to which=20
the leader personally acts in prescriptive versus=20
proscriptive ways.
All of these instruments can be used in conjunction with=20
"working on the day to day real issues."
***********************************************************
Martin Raff <[log in to unmask]> wrote:
... my thinking about leadership in general and, in=20
particular, about one aspect of leadership - the generally=20
accepted idea that the proper new paradigm relationship=20
requires leaders act as coaches to the people they are=20
responsible for.
I actually doubt whether it is possible for leaders to be=20
effective coaches to their people - for two reasons.
Firstly unless the leader has just left the job the person=20
he is responsible for is doing he will know much less about=20
it than the person doing it. Any attempt to 'coach' will=20
create a worsened relationship between the two. Either the=20
follower will have to pretend that the leader is helping him=20
(when that is not the case) or the follower will have to=20
tell the leader that the coaching is not being helpful.
Secondly, it is, I believe, virtually impossible for the=20
follower in a hierarchy to be regularly 'coached' by the=20
leader without feeling a sense of helpless subordinateness,=20
and inferiority, however kindly and tactful the leader's=20
coaching approach is.
The result of this sort of coaching is therefore always, at=20
least in the longer term, alienation and resentment.
But I think there is a way in which leaders and their people=20
can learn together. If the leader accepts that the follower=20
brings knowledge and experience which is at least as=20
relevant to the issue under discussion as that of the=20
leader, they can share their learning on the basis of=20
valuing each others contributions and learning from each=20
other.
This may seem a fairly obvious as a way to behave for=20
members of 'learning org' but it is not the way that leaders=20
and followers traditionally expect to interact - normally=20
the leader is expected to know better. Nor have I seen this=20
way of behaving described by advocates of coaching as a=20
leadership function.
***********************************************************
Martin Asdorian Jr. <[log in to unmask]> wrote:
You might want to check with Texas Instruments in Dallas. =20
When they built a chip plant in Italy, they had to integrate=20
US, Italian and Japanese teams. I believe they have been=20
pretty open about some of the problems and, of course, the=20
success.
***********************************************************
Julie Beedon <[log in to unmask]> wrote:
I have been doing similar work for many , many months now!!
Do you know anything about Large Scale Interventions - I=20
would point you in the direction of Billie Alban and Barbara=20
Bunkers workshops - they have one in San Francisco in June=20
(5-7) and in Boston (Oct. 30 - Nov. 1) and in the UK the=20
following week. I would also suggest you have a look at=20
Robert Jacob=92s book Real Time Strategic Change which deals=20
with one of the key approaches which can deal with numbers=20
of the sort you are talking about...
In ideas are you talking principles or processes?- I would=20
offer build a common database - processes which allow them=20
to share the 'strategic issues' facing them - things they=20
are wrestling with and things which energize them and=20
structure the questions to relate to the context of the=20
partnership - might also include sharing some of the issues=20
with each other - they are bound to have some historical=20
'stuff'
Aim to build community - processes which have them build a=20
sense that they have a common purpose collectively which is=20
bigger than they are individually (and they could not do it=20
alone) I usually do this with some envisioning this is=20
successful type of work...
Reality as key driver - looking at things as they are, not=20
pretending they are better or imagining they are worse,=20
balancing all of the competing realities and polarities in=20
the situation - how do our needs match and compete??=20
ensuring the discussions are non-judgmental and accept=20
'everyone=92s truth as truth'
Empower throughout - let people leave the meeting when they=20
want to and have coffee etc. available all day - trust the=20
process is engaging enough for people to 'want' to stay
My guess is that this first meeting might
+ Share historical perspectives on the work they are about=20
to do and the changing context within which it has been done
+ Explore the factors impacting the work present and future=20
and maybe share some 'proud=92s' and 'sorries' about the way=20
things are - should get them nicely to a sense of no-blame=20
shared responsibility
+ Build a visualization of what success would look like in=20
their work - and why they are doing it - pull out of this=20
some key themes and focus these in to construct tangible=20
shared goals
+ Action plan and agree roles and responsibilities....
***********************************************************
Joe Lipsey <[log in to unmask]> wrote:
Interact Performance Systems offers a fairly comprehensive=20
process for creating a team culture and developing team=20
skills -- "Teamwork." It's being used at companies like=20
Hewlett-Packard as they move toward a team-based=20
organization.
Teamwork is divided into four "domains":
1. Team Chartering Skills
2. People Skills
3. Group-Process Skills
4. Analytical Skills
These domains can be purchased separately or as a total=20
package. The training itself is behavior modeling-based,=20
utilizing some of the very best methodology you will find on=20
the market today. (The designers of the material are PhD.=92s=20
from Stanford who worked with Albert Bandura -- the "father"=20
of Social Cognitive Theory upon which behavior modeling is=20
based.)
I've been using Interact materials for a number of years and=20
can highly recommend them.
***********************************************************
Joan Pomo <[log in to unmask]> wrote:=20
This is a reasonably large issue, but we totally agree with=20
your approach. We teach what they don't use that is in our=20
book.
Note: Joan included a great deal of very interesting=20
material about the books in reference. In the interest of=20
saving space in this post, interested persons should contact=20
Joan directly. /S/ MDT
***********************************************************
Jim <[log in to unmask]> wrote:
I normally complete a comprehensive organizational and team=20
readiness assessment of the organization. From there we=20
customize the development processes for the client. This=20
customization might include leadership or management=20
development to fine-tune the skills here prior to engaging=20
in team building or it might include working with top=20
management to insure that their behaviors are supportive of=20
and model the expected behaviors. Beyond that initial=20
intervention, team building sessions are scheduled wherein=20
real examples and issues are used to identify the areas=20
needed for emphasis such as conflict resolution, role=20
clarification, feedback and problem resolution.
The people are carefully selected for the interactive=20
sessions and the sessions conclude with specific goals and=20
action plans developed for each of the participants and=20
their respective groups. Most importantly, no amount of=20
team-building will work if the behaviors of those at the top=20
don't change and the reward and recognition systems continue=20
to reinforce the old behaviors.
***********************************************************
Jeff Shay <[log in to unmask]> wrote:
You may want to try looking into some of the programs Tichy=20
runs on compressed action learning. He does it with=20
international groups. For a brief summary see a book called=20
Globalizing Management by Pucik, Tichy and Barnett (Wiley=20
press) in which he discusses the program in the chapter on=20
Global Development.
***********************************************************
If Price <[log in to unmask]> wrote:
Interesting Challenge. I agree your approach. We argue a=20
similar case working with alliances/ partnerships or what=20
ever you call them.
When asked to explain we often find it helps to refer to=20
three 'Rs'
Reasoning [or rationale] - just what is the partnership=20
really for [which can get challenging]
Rules - unwritten. Just what behaviours really get rewarded=20
in the participating organisations. Is there a context that=20
will encourage 'self interested collaboration. [THIS=20
USUALLY THROWS UP ACCIDENTAL ADVERSARY TYPE ARCHETYPES IF=20
you are into archetypes or just plain cussed-ness if=20
you/they are not]
Relationship - just how good is the speaking for=20
partnership. What are people up to being with each other in=20
the partnership etc.
***********************************************************
Ginger Shafer <[log in to unmask]> wrote:
First and foremost, if the objective/goal is indeed shared,=20
you're halfway there. In my experience, shared experiences=20
are what teams are made of. (I'm not talking basketball or=20
football, but workteams, groups of collaborating people.) =20
Beyond that, any group of people (defined for me as two or=20
more when I was in junior high school) need some "rules of=20
engagement" or norms they will operate by. Only the people=20
who have to live with the rules should develop the rules. =20
If "team behaviors" are all you're looking to develop, then=20
the process should be facilitated by an experienced=20
coach/facilitator. You can find a list of qualified coaches=20
(to varying degrees) at <http://www.coachu.com>. Look for=20
the Coach Referral Service (CRS) for someone with the=20
qualifications you need--there's probably one right in your=20
neighborhood.
Given the size of the group and what you say needs to be=20
accomplished, I would strongly advocate a Future Search=20
Conference to marry the vision of all three entities into a=20
common action plan for the future. Like your gut is telling=20
you, the team behaviors will come (if professionally=20
coached), so why not focus on the outcome and trust the=20
process.
***********************************************************
Gerard M Blair <[log in to unmask]> wrote:
My ideas can be found on the net at: =20
http://www.ee.ed.ac.uk/~gerard/Teaching/art0.html
Home page: http://www.ee.ed.ac.uk/~gerard/
I believe they are a foundation for long-term team=20
development even in an environment with flexible (changing)=20
teams.
***********************************************************
Duane C. Tway <[log in to unmask]> wrote:
The approach that we use for teambuilding (Entrepreneurial=20
Teambuilding) actually works, and we have hard data to prove=20
it. The approach is to help the team, using their=20
individual Visions, and their shared Values, to align=20
themselves around a sense of purpose to which they are=20
committed in spirit. Once they have that alignment around=20
purpose, they CANNOT go back to business as usual.
I have attached an article that my partner, Larry Garner,=20
and I wrote on this subject.
***********************************************************
Douglas J. Bedinger <[log in to unmask]> wrote:
I have found it useful for team members to learn about and=20
understand how they each contribute to the team process. =20
Models such as the Functional Leadership model identify a=20
number of group Task and Maintenance functions. For team=20
members to understand the functions and how they contribute=20
to the progress of the team will help them function more=20
smoothly. Also, if you have opportunity, I have found a=20
correlation between team member Social Styles and the type=20
of group functions they use most often. The Wilson Learning=20
Social Styles model I am referring to is somewhat like the=20
MBTI, but is more simplistic and I think easier for clients=20
to understand.
In addition, I have found a pyramid model very useful in=20
helping me identify the focus of teambuilding needed. This=20
model from Rubin, Plovnick and Fry's book Task-Oriented Team=20
Development is a simple pyramid with five levels. Mission=20
is at the top, then Goals, Roles, Procedures, then=20
Relationships. The idea is that each of these areas must be=20
up and running well for the team to "perform". Building on=20
and checking in regularly on each of these levels will keep=20
the team moving ahead.
***********************************************************
Doug Young <[log in to unmask]>
I am looking at doing action research to develop better long=20
term relationships between customers and suppliers. Action=20
research involves actually getting the interested parties=20
involved in all stages (planning and participating) of the=20
process. I just read an article about the development of=20
the relationships that are necessary for teamwork (trust and=20
commitment). It is mainly about customer/supplier=20
relationships but the authors state that their ideas are=20
very applicable to strategic alliances, such as yours. The=20
article is The Commitment-Trust Theory of Relationship=20
Marketing by Robert Morgan and Shelby Hunt, published in the=20
Journal of Marketing, July, 1994.
***********************************************************
David Wilkinson <[log in to unmask]> wrote:
The most effective team building is real and genuine and=20
relates in some way to the group. Robert Chadwick talks=20
about "groundings" that provide voice to all and provide an=20
opportunity for "hidden agendas" to be made public. He =20
defines hidden agendas as personal issues that we bring to=20
the meeting or session and are a distraction. Lately, I=20
have been using Chadwick's grounding in a variety of groups=20
and settings. It is so simple and easy.
Each person is invited to respond to the following two=20
questions:
1) What do you expect from this session?
2) How do you feel about being here?
In small groups, all listen to all responses. In larger=20
groups, they are formally divided into smaller groups or=20
are asked to respond to the two or three people sitting=20
near them.
As needed, people may also be asked to identify themselves=20
by their name and relationship to the group.
***********************************************************
Ania Szpakowski <[log in to unmask]> wrote:
As you say : I told them that I have had more luck by=20
working on real issues in a way that generates teamwork as a=20
byproduct.
That is exactly what I would recommend. Several questions=20
need to be answered by the 'executive" team. You say that : =20
They have formed an alliance intended to support all three=20
in working differently in such a way that all benefit=20
financially, etc.
- What is meant by benefiting financially ?
- How will this alliance help in benefiting financially ?
In other words,=20
- What is the team (or alliance) mission/purpose?
- What are the goals and objectives?
- What are the team roles, who are the team members, what=20
added value to they bring?
- What are the guidelines and norms, behaviors that will=20
help us get there?
Build the team based on the mission/purpose. If not, team=20
members will have as a goal to work in teams whereas we=20
should work in teams because it is the best way to achieve=20
the goal.
***********************************************************
Andrea Tannenbaum <[log in to unmask]> wrote:
I am philosophically aligned with your "working on real=20
issues in a way that generates teamwork as a byproduct." =20
Guiding a new team as you model the behavior is a very valid=20
way to achieve what you identify as your goals.
"Team-building" is a much overused and maligned term. It=20
conjures up images of cliffs and ropes and games. Sometimes=20
the results are as you described - a wonderful experience,=20
with no connection to the workplace.
However, a simulation/game/metaphor can be a very powerful=20
way to elicit desired behaviors or identify dysfunctional=20
ones. It puts a little distance between the comfortable=20
routines and the risks involved in doing real work so that=20
the participants can let go of the past and move onto the=20
new ways of collaborating, teaming, etc. (Whatever that=20
means to them). If you have the opportunity, don't hesitate=20
to include some "non-work" activity. The benefits are=20
mostly in the debriefing of the activity, where you make=20
that all-important connection to the real workplace.
An additional benefit that you might be able to achieve,=20
would be to let the group know that diversion from a direct=20
path to a goal can provide learnings and opportunity for=20
creativity and new insights that might not otherwise occur. =20
Occasionally lifting one's nose from the grindstone can=20
provide very beneficial results! Not to mention an=20
opportunity for the personal bonding that builds=20
relationships and makes teamwork/synergy possible.
This sounds like a fabulous enterprise! I'd like to know=20
how you decide to proceed. Good luck!!
***********************************************************
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