Learning Event 3 6 th March 2013 Middlesbrough Leadership and Improvement Programme.
Post on 14-Dec-2015
217 Views
Preview:
Transcript
∂
Katzenbach’s (1993) definition of a team:A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.’
∂
The Culture of High Performing Teams
Feeling empowered by being trusted to take decisions
Feeling actively supported in developing one’s strengths
Believing people were willing to listen to ideas
Time was made for staff to discuss problems & issues,
despite the busy schedule
Feeling all staff were involved in developing the vision
Feeling involved in determining how to achieve the vision
High use of face-to-face communication
Source: Alimo-Metcalfe, B., Alban-Metcalfe, J., Samele, C. Bradley, M. & Mariathasan, J. (2007)
∂
Lessons from High Performing TeamsEngaged important stakeholders
Shared vision of high quality user-centred services
Clarity of desired outcomes – stretch goals
Leadership is distributed
Learning organisation culture – innovative & adaptable
Team focus and supportSource: Alimo-Metcalfe et al., (2007) ‘The impact of leadership factors in implementing change in complex health and social care environments: Department of Health NHS SDO, Project 22/2002.
∂
The Team Performance Curve
Katzenbach and Smith
Working group
High-performing
team
Real team
Potential team
Pseudo-team
Team effectiveness
Perf
orm
an
ce im
pact
∂
Focusing on team basics
Katzenbach and Smith (1993)
Problem solving
Technical/function
Interpersonal
Mutual
Small number of people
Individual
Specific goals
Common approach
Meaningful purpose
Skill
s
Accountability
Commitment
Collective work products
Personal growth
Performance results
∂
Six team basics define the discipline required for team performance
Small number – generally less than 12
No team performs without complimentary skills
Team must have:₋ a common purpose₋ commons set of specific performance goals₋ commonly agreed working approach
Hold each other mutually accountable for performance
Other areas such as trust, openness, good communication etc. transcend the six basic disciplines
∂
“Nice Teams Finish Last”
Don't rock the boat. Don't make waves. Don't offend anyone - but over-politeness keeps teams from being productive.
Encourage skills such as constructive criticism, honest communication, and the kind of conflict that drives innovation and quality without hurting feelings or creating enemies. From giving clear, sharp feedback, to effectively challenging others
∂
Effective Teams
A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members.
Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them.
Dr. R. M. Belbin
∂
Belbin – Team Roles Categories
Action-orientated roles
shaper
implementer
completer/finisher
People-orientated roles
co-ordinator
team workerresource investigator
Cerebral roles
plant
monitor evaluator
specialistBelbin (1993)
top related