by Shaghaiegh Khomjani KarlFredrik Lindn Efeoghene Agadagba Elvis
by Shaghaiegh Khomjani Karl-Fredrik Lindén Efeoghene Agadagba Elvis Tanyi Sebastian Carrasco Babila Fofuleng 2012/02/21
KEY AREAS OF ACTION • Strategic Alignment • Structure • Internal Feedback • Team Building • External Feedback
Strategic Alignment Create Shared Vision • Build a common vision for the newly created department • Encourage participation from all levels/areas • Check final vision with stakeholders/employers Operationalise Vision in a Multi-year Plan • Broader business objectives Establish Goals & Objectives • Break down Vision and broader objectives into short-term, specific goals which are meaningful to employees
Structure Evaluate existing Structure Does it support our new challenges? Re-design Structure to support an increasingly “project driven” organisation Clarify Roles & Responsibilities • within the regular structure • within projects • clear allocation of time for individuals between regular activities vs. projects Evaluate/Re-design Layout Current Layout (by departments) Flexible Layout (by projects)
Internal Feedback Hold a Feedback Workshop for staff to provide tools on how to give and receive effective feedback “Institutionalise” feedback by building it into existing meetings, projects or setting up specific, regular feedback meetings Promote and encourage ongoing, on-the-spot feedback
Team Building Extended Team Regular Team Define team(s) Core Teams Design activities for Team Members to increase interpersonal knowledge Introduce and apply Integrative Model of Group Development (IMGD) to: • Help understand group development process • Enhance team performance and output Follow up and evaluate team performance by monitoring indicators and using feedback
External Feedback WHAT ? Define relevant areas/indicators which need to be evaluated through customer feedback WHO ? Define relevant “evaluators” who will be assessing value of products/services HOW ? Assess alternative evaluation systems/formats • Digital evaluation (e-questionnaires, forums, etc. ) • Focus-groups • Interviews, etc.
MANAGEMENT TOOLBOX
Structured Idea Generation Model
Denison Organisational Culture Model (for managing culture) Copyright: Denison Consulting
Johari Window (self-inventory/why we need feedback)
Giving Effective Feedback Descriptive Accurate description of the problem and what you would like to see instead. No judging or labeling Performance focused Focus on things that can be changed, not person focused. Clear and direct Use clear, understandable language. Offered Signal that you want to give feedback, and wait for it to be accepted. Owned It should be about your own feelings and thoughts. Don’t mix in other people, you may not know how they feel. Specific Be clear as to what behavior you want to talk about Balanced Balance the feedback with positive points with less effective behavior. Timely and Regular Talk to the person soon after the incident you want to talk about. Offer feedback often. Solution focused Be willing to give ideas how the person can solve the issues you have raised.
The Feedback Staircase (for receiving feedback)
Different Stages of Group Dynamics (IMGD) Performance and Productivity Trust and Structure Counterdependency and Fight • Members abandon dependency on leader Dependency and Inclusion • Dependency on the chosen leader • Members strive for safety and security …no risk-taking! • Members more interested in being accepted than the task at hand • Unwillingness to express deviating opinions • Members establish commitment and mutual dependency • Conflicts between members start to arise • No longer need to “mark territory” • Need for distinction and individuation among team members • Focus on the task becomes essential • Conflict is necessary to create atmosphere allowing for disagreement • Mature negotiation on tasks and roles • Groups learn to manage conflict • Authentic and effective cooperation between group members • Increase in team performance • Energy focused on task • Work becomes more creative and pleasurable • Clarity on tasks and objectives • Conflicts perceived as opportunity for development
- Slides: 15