0 5 Team Building Workshop Halfday Workshop Facilitator

0. 5 Team Building Workshop Half-day Workshop Facilitator: [insert name] Date: [insert date]

Workshop objectives To improve our effectiveness as a team through a better understanding of: • what we do • who we are • and how well we work together This will be achieved using a mix of activities including: • group, team and individual exercises • group discussions • brief presentations on skills and data 2

Ground rules for the day • Openness and honesty • Non-judgmental, non-hierarchical • Safe and supportive • Feedback is constructive • Atmosphere of trust • Mutual respect • Accept feedback in the spirit it was given • People listen to each other • Think positively • One person speaks at a time • Have fun • Confidentiality – what is said in the room, stays in the room • Find your voice and contribute to the conversation 3

Getting started with something positive To start on a positive note: Team members take it in turns to complete the following statement out loud to the team: ‘The one thing I am proud of in this team is…’ 4

Johari window Known to self Open arena Blind spot Things you know about me that I am unaware of Feedback Known to others Not known to self Things I know about myself that you know about me Not known to others Disclosure 5 Unknown to self Hidden self Things that neither of us know about me Things I know about myself that you don’t know about me

Feedback and our team Q: How does it currently occur in this team? Q: What stops us doing it? Q: How should it be given and received? 6

Feedback framework Negative Positive Unhelpful 7 Helpful Bland praise ✗ Constructive feedback Sarcasm Blame Put downs Criticisms ✗ Developmental ✔ ✗

Feedback essentials What is good feedback? It should be: ü Specific ü Timely ü Behavioural ü Quick It should always include a ‘What’ statement, followed by a ‘Why’ statement. Feedback is only helpful if it is constructive. 8

Let’s take a break Please return in 15 minutes 9

What is an effective team? Exercise instructions • Divide into two groups • Spend 10 minutes brainstorming what you associate with effective teams • Record your ideas on the flipchart • Nominate a person from your group to present your findings 10

Brainstorming guidelines Remember when brainstorming: • All contributions are valid • People should offer ideas as they think of them – don’t worry about the wording or terminology • Add to ideas but do not discuss or debate any previous idea. 11

Facet 5 Profile team member line dance Will Energy Control Affection 12

Facet 5 team comparison by factor: Will Low Will Do not jump to conclusions Wait to be asked Gives people a chance to speak Look at all the information Too slow to commit Procrastinate Defer to authority 13 High Will Decide what needs to be done States own ideas clearly Defend ideas and don’t back down Appear certain and confident May try to push others Can start arguments Go own way without regard to others

Facet 5 team comparison by factor: Energy Low Energy Thinks ideas through well Understands the depth Keeps discussion to a minimum Presents salient points Debates at a technical or specialist level Rarely discusses personal issues Prefer private research to open debate 14 High Energy Gets started quickly Talk and discuss freely Shows obvious enthusiasm Are involved from the beginning Are easily distracted Interrupts others Loses focus and direction

Facet 5 team comparison by factor: Affection Low Affection Gets to the point quickly Identify advantages early Find simple solutions Save time High Affection Don’t criticise others Are supportive of others Suggests alternatives Broadens the discussion Oversimplify issues Blind to broader impact Short term solutions Can wander off the point Do not promote ideas Avoid final decisions May be impractical 15

Facet 5 team comparison by factor: Control Low Control Maintains a broad approach Encourage radical ideas Looks at the big picture Pushes the limits May not follow through May not persist if it gets too hard Can overlook important issues 16 High Control Concentrates on the details Takes things steadily Organised Checks for resources and time available May be slow to get started May insist on too much detail Too conservative

Team. Scape Model Facet 5 has three ways of comparing people Overlay Snapshot Decision Making (Will) Energy Evaluation (Control) Control 17 Implementation (Energy) Will Affection Team. Scape Generating Ideas (Affection)

Team. Scape Model: Snapshot This Snapshot shows how individuals within the team compare to each other in personal style. The closer you are to another person the more alike you will be in your personal style. Evaluation (Control) Implementation (Energy) Decision Making (Will) Generating Ideas (Affection) 18

Facet 5 team Snapshot perspectives Decision Making (Will) • Creative and innovative • Broad concepts • Environmentally aware 19 • • • Traditional Process over content Stability and order Evaluation (Control) Implementation (Energy) • Action, response, speed • Results before process • Do whatever it takes Generating Ideas (Affection) • • • People and teamwork Collective orientation Loyalty to the group

Team. Scape Work Cycle What ever a teams purpose they spend time creating ideas, evaluating alternatives, making decisions and implementing them. It is helpful to think of this process as a circular one with four phases. Making Decision (Will) W- Defer till later vs W+ Decide quickly Implementation (Energy) E+ Try it vs E- Understand it 20 Evaluation (Control) C- Revolution vs C+ Evolution Generating Ideas (Affection) A- Pragmatic vs A+ Ideation

Team. Scape Work Cycle example Team. Scape looks at the individuals contribution to the Work Cycle The size of the box indicates the phase of the cycle where an individual will contribute the most, their preferred approach. Geoff’s strengths: 21 Evaluation (Control) Implementation (Energy) Decision Making (Will) Generating Ideas (Affection) • • • willing to try things out brainstorms ideas creative encourages debate enthusiastic Possible limitations: • • • changeable can seem tactless oversimplifies

Reaching agreements, solving disputes This charts shows the orientation members of this team would be most likely to adopt if faced with conflict and disagreement. There are five main orientations, represented by the intersection of Will and Affection. 22

Facet 5 preferred tactics Rule Free (High Energy + Low Control) Each situation is unique and needs a unique solution Place little reliance on history Treat each situation on its merits Not bound by existing rules 23 Rule Conscious (High Control + Low Energy) Remain logical and sensible Set an agenda to resolve the issue Look for precedent, rules and regulations Apply process and procedure

Facet 5 Proportionality Under-react May seem oblivious to the importance of issues Can seem blasé and unconcerned Under reacts to issues 24 Over-react Becomes intense Takes things seriously Take things to heart Worries Gets things out of proportion

Team. Scape in action We are going to explore what the data is suggesting about how you work: • Divide into two groups • You have 10 mintues to discuss the Work Cycle Team Comparison Chart (page 5 of your report) • What are the teams strengths in each phase of the Work Cycle? • Where are the gaps? Where in the cycle are we most likely to fall short? 25

Team. Scape in action Prepare explanations to show your findings support or impact on your ability to match your team effectiveness characteristics: • What could be helping us to be effective? • What could be hindering us in our effectiveness? 26

Reaching agreements, solving disputes This charts shows the orientation members of this team would be most likely to adopt if faced with conflict and disagreement. There are five main orientations, represented by the intersection of Will and Affection. 27

Reaching agreements, solving disputes Competing: High Will with Low Affection Typical actions: • Let you know what they want • Argue their own case strongly • Focuses on their goals • Focuses on their needs • Argues to convince • Prepared to go it alone This style is useful when: • Quick decisive action is needed • Where unpopular courses of action need implementing • On vital issues when you know you’re right • To protect being taken advantage of 28 Competing

Reaching agreements, solving disputes Collaborating: High Will with High Affection Typical actions: • Discusses issues directly • Shares the problem with others • Concerned to satisfy everybody’s wishes • Quickly tries to resolve differences • Seeks others help • Tells other own ideas and ask for others This style is useful when: • Concerns are too important to compromise • You want to learn from others • You need to see things from a different perspective • Gain commitment by involving others 29 Collaborating

Reaching agreements, solving disputes Accommodating: Low Will with High Affection Typical actions: • Tries to preserve relationships • Will sacrifice their own wishes • Tries not to hurt feelings, keeping people happy • Tries to be considerate • Stresses those things where they agree This style is useful when: • When its more important to others than you • As a goodwill gesture • You want to collect credits for later issues • When preserving harmony is more important 30 Accommodating

Reaching agreements, solving disputes Avoiding: Low Will with Low Affection Typical actions: • Seems to ignore differences of opinion • Avoids taking positions • Avoids arguments • Stays away from tension • Lets others take responsibility • Will defer an issue to gain time to think This style is useful when: • When an issue is trivial or others are more pressing • You want people to cool down and regain perspective • When more information is needed • When others can resolve it more effectively 31 Avoiding

Reaching agreements, solving disputes Compromising: Average Will and Affection Typical actions: • Happy to give a little to get a little • Often proposes a middle ground • Tries to find a compromise • Looks for a fair balance • Prepared to trade-off This style is useful when: • Goals are not worth the disruption caused by being assertive • People of equal power are committed to mutually exclusive goals • You want to achieve temporary settlement • You need a quick expedient solution 32 Compromising

Let’s take a break Please return in 15 minutes 33

Welcome back Let’s get started 34

Live feedback exercise This activity allows you to practice your feedback skills: • You will be providing live, unrehearsed constructive feedback to each member of your team • Spend 5 minutes reflecting on the lesson and prepare notes for each team member • Facing opposite each other in two rows you will be given 60 seconds each to provide your feedback • When signaled one row will move in a clock-wise direction and start again with the next person 35

Where to from here for the team? Agree two development areas for the team. Exercise instructions • As a group what are the two areas the team should address that would have the biggest impact on their effectiveness • You have 10 minutes to agree • You decide the process for reaching the decision 36

Team Action Plans Develop action plans for your development areas. Exercise instructions • Divide into two groups • You have 10 minutes to develop your action plan for your assigned development area • At the conclusion each group will present their action plans to the other group • Use the resources around you 37

Action Planning guidelines Remember when Action Planning: SMART goals • Set SMART goals • Ensure a person(s) is assigned ownership of the goal • How will you monitor and measure progress • What will hinder your ability to reach the goal and how will you ensure this does not happen S – Specific M – Measurable A – Achievable R – Relevant T – Time framed 38

Where to from here for the individual? Exercise instructions • You have 10 minutes to individually consider and prepare you response to the following • Be prepared to share it with the group Offers: What I bring to the group that is POSITIVE that I can offer for others benefit Requests: What I ask for from the group to ‘keep me at my best’ Commitments: The thing I commit to doing that will contribute positively to the team, or will no longer contribute negatively to the team. Action: 39 What action will I take (with at least one SMART goal)

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