Presentation on theme: "Essential Teaming Skills"— Presentation transcript
Slide1
Essential Teaming Skills
Presented by University of Southern Indiana Extended Service
Sue Ellspermann, PhDSlide2
So, you want to get good results?
Quality Results =
Content (people, perspectives, data, facts)
Process (a method of working together)
Process skills (know how to use the method)
Teaming skills (know how to work together)Slide3
Roles in well run Meetings
Coach
“Owner(s)”
Facilitator
Participants
Process
Content
Manages the process of the meeting
Engaged in the content and outcomes of the meetingSlide4
HTC Roles in Meetings: Phase 1
Site Coach
“Facilitator”
Pillar Team Leader
Community Coordinator
Pillar Team Members
Process
ContentSlide5
Thinking skills Exercise
Many communities will want to develop a “tagline” to go with their HTC effort.
You have 5 minutes to develop one.
A tagline is a “branding slogan” that describes your product, service or initiative. Typically a short phrase or sentence.
Ex. Nike’s “Just do it!”
Lay’s “No one can eat just one.”Slide6
Tagline exercise debrief
How many options did you create?
How many team members participated?
Who led the meeting?
What was your process?
Did you get a good option?
Do you have consensus around it?How good was your process?Slide7
PSA 590 Winter 2008Week 4
Exercise 1: What do you see?Slide8
Draw this symbolSlide9
PSA 590 Winter 2008Week 4
Killer PhrasesSlide10
Divergent thinking
Generating options without prematurely judging.
Do not
kill
others’ ideas and options.
Focus on quantity, not quality.
Build on others’ points of view and ideas.Push for novel and unusual thoughts, ideas and challenges.Slide11
CONVERGENT Thinking
Selecting the best option(s) to move forward.
Consider criteria for choosing (what’s important).
Refine potentially good options into stronger, more polished options.
In a team, strive for consensus.Slide12
PSA 590 Winter 2009Week 4
Process SkillsSlide13
Consensus
Consensus is general agreement of the team on an option.
This does not mean all like the option equally, but all have agreed “they can live with it”.
Identify those options which the team feels are most promising.
Discuss these for looking for common ground.
Speak up for promising options.
Listen for understanding as team members share their concerns.Try to bridge differences.Once the decision is made, all will agree to support its implementation.Slide14
TAGline exercise 2
Diverge possible taglines (3 minutes).
Converge on those which are most promising.
(2 minutes).
Reach consensus on the best tagline (1 min).Slide15
Effective meeting model
Plan
Meet
DebriefSlide16
Agenda development
This is the planning step.
Typically developed by the facilitator and “owner” (site coach and pillar team leader).
Consider what the objectives of the meeting are.
Identify
prework
to be completed prior to the meeting.Build a behavioral agenda with time and process expectations.End all agendas with a debrief and action plan.Slide17
Example: behavioral agenda Excerpt
6:30 p.m. Welcome and purpose of the meeting (Pillar Team Leader)
Review the agenda (Site coach)
6:40 p.m. Review possible assessment tools available through HTC (Site coach)
Q&A
7:00 p.m. Diverge additional methods and data available to assess
7:30 p.m. Converge on assessment tools to pursue
8:00 p.m. Develop action plan to refine the tools8:25 p.m. Debrief and next meeting time/date.8:30 p.m. AdjournSlide18
Exercise: your first HTC steering committee meeting
Diverge objectives of the meeting.
Identify
prework
that needs to be completed prior to the meeting.
Develop an behavioral agenda.
Be realistic with times.You can always end early.People don’t appreciate being held late. Slide19
Meeting management
In facilitated meetings, the facilitator manages the meeting allowing the “owner” to focus on the content of the meeting.
If there is no facilitator, it is typically the owner’s responsibility to manage the meeting.
Notes are important to capture decisions and action steps. Other items are optional.
A flipchart is helpful to capture divergence and convergence, as well as the action plan. It also demonstrates that all points of view and ideas are valued.
Dotting is a useful method to quickly converge and helpful in reaching consensus.
Frequently reference the agenda to keep team members on task.Before changing the agenda, ask permission of the group
to do so.Debrief at the end of all meetings to allow for continuous improvement.Slide20
Action Plan
What
How
Who
By When
A specific action beginning
with a verb.
Explain how the action will
be accomplished.
Must
be someone(s) in the room.
A
specific date by which the step will be done.
Example.
Refine the survey.
Identify
additional questions to be added.
Review revised questions with BSU.
Shawn*
Laura
2/5/2009Slide21
Debrief questions
“What are we saying and doing that is helping us
make progress?”
“What are we saying and doing that is hindering
our progress?”
“What are we learning about our pillar,
the team and the HTC process?”Slide22
Phase I Meeting sequence for Ferdinand
Time
frame
Meeting Description
Length of meeting
February
Introduce
HTC and plan Kick-off Retreat – Steering Committee2 hoursLate Feb/Early March
Kick-off Retreat2 hoursEarly MarchReview purpose of HTC pillar team, review and select assessment tools – Pillar Teams
2 hours eachLate MarchRefine assessment tools – Pillar Teams2 hours each
Late AprilReview results of assessment
tools – Pillar Teams2 hours
MayIdentify Key Findings and Key Opportunities – Pillar Teams
2 hours
Late May/
Early June
Update on Pillar
Teams
and plan
the Opportunity Retreat – Steering Committee
2 hours
June
Opportunity
Retreat
2 hours
Late
June
Revie
w community feedback and develop consensus on opportunities for report – Steering Committee
2 hoursSlide23
Training opportunities
USI at Innovation Pointe (Evansville)
Simplex: Solving Complex Problems Workshop
Feb 3-4 or Feb 3, 10, 17, and 24 (half days)
USI at Innovation Pointe (Evansville)
Simplex Facilitator Training
Summer 2009 (date to be announced) Contact: Gene Recker grecker@usi.eduSlide24
Questions?
