Team Scape Full Day Presentation Pack This pack

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Team. Scape Full Day Presentation Pack This pack has been designed to be used

Team. Scape Full Day Presentation Pack This pack has been designed to be used in conjunction with the Team. Scape Full-day workshop facilitator notes Updated May 2012

Downloading the Chart Pack A new chart pack facility is now available in Facet

Downloading the Chart Pack A new chart pack facility is now available in Facet 5. This feature allows you to download selected images from the Team. Scape report for use in a presentation. Please note at this time tables with values cannot be exported as an image. The following are downloadable in the Chart pack • Team Snapshot • Team Facet 5 Conflict Orientation • Team Overlay • Individual Work Cycle • Individual Facet 5 Conflict Orientation • Individual Facet 5 Conflict bars To download the chart pack: 1. From the Team. Scape window in the Facet 5 system, select your Team. Scape project 2. Under ‘Hard Copy’ in the right hand navigation select ‘Download Team. Scape Chart Pack’ 3. The folder containing the images will commence downloading. For Mac users refer to your download folder within Finder. The folder will have the same name as the project you selected. For PC users you will be prompted to select a location to save your folder. 4. Once downloaded the images will be available for use in this presentation 5. Refer to the instructions on updating images in this pack with the new images from the download chart pack

Updating Presentation Images This pack has been produced to assist practitioners facilitate teaming events

Updating Presentation Images This pack has been produced to assist practitioners facilitate teaming events using Team. Scape data. This pack makes us of master slide templates to hold the images for various slides that use the same image. This allows practitioners to update one slide To update images: 1. 2. 3. 4. The master slides will appear. 5. To update the image, right click on the centre of the image, select ‘change picture’. Browse to the location you stored your Chart pack, selecting the appropriate image for the slide. 6. The image should automatically resize to be the same size as the image holder 7. Repeat step 4 to update the images you require on other slide master templates 8. Select ‘Close Master’ to close the Master Slide view and return to the normal view. with the new image and it is then replicated on all slides where that image is used. Refer to the next page for an overview of the chart pack images and relevant slide templates. The notes page on each slide indicates if a master slide and chart pack image are used on that slide Ensure you have downloaded the chart pack from the Facet 5 Practitioner Workbench Select ‘View’ from the main horizontal menu, select ‘Master’ from the drop down list, then select ‘Slide Master’ Using the slide sorter pane select the master slide containing the image you wish to update. By hovering your mouse over the slide it will indicate the master slide template name. 9. Each slide should now contain the updated images 10. Save your file

Chart Pack Images Image: TeamFacet 5 Scores. gif Master slide template: Reaching Agreements layout

Chart Pack Images Image: TeamFacet 5 Scores. gif Master slide template: Reaching Agreements layout Reaching Agreements overview Image: TeamTeam. Snap. Shot. gif Master slide template: Facet 5 Snap. Shot Layouts Image: TeamTeam. Overlay. gif Master slide template: Team. Overlay Overview Image: NameWorkcycle. gif Master slide template: Facet 5 Team. Overlay Layout

Team. Scape Full Day Presentation Pack Facilitator: {insert name} Date: {insert date}nt Gemmell

Team. Scape Full Day Presentation Pack Facilitator: {insert name} Date: {insert date}nt Gemmell

Workshop Objectives To improve our effectiveness as a team through a better understanding of:

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

Ground rules for the day • Safe & supportive • Non-judgmental, nonhierarchical • Atmosphere

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

Housekeeping To make our time together run smoothly: • Please keep focused on today

Housekeeping To make our time together run smoothly: • Please keep focused on today – try to ignore what is happening back in the office • Return from breaks on time • Listen for instructions • Switch off your phones and electronic devices

Getting to know each other: Each team member has 2 minutes to answer the

Getting to know each other: Each team member has 2 minutes to answer the following questions: ‘One thing that you may not know about me is…’ and ‘A real highlight in my life was. . . ’

Disclosure, Feedback & Self Awareness Q: What do you know about me that I

Disclosure, Feedback & Self Awareness Q: What do you know about me that I don’t know? Q: How could I find out about these things? Q: Why would this be useful to you and me?

Not Known to Others Not Known to Self Blind Spot Open Arena Things you

Not Known to Others Not Known to Self Blind Spot Open Arena Things you know about me that I am unaware of Feedback Known to Others Johari Window Things I know about myself that you know about me Disclosure 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:

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?

Feedback Framework Negative Positive Unhelpful Bland Praise Helpful Constructive Feedback ✗ ✔ Sarcasm Blame

Feedback Framework Negative Positive Unhelpful Bland Praise Helpful Constructive Feedback ✗ ✔ Sarcasm Blame Put Downs Criticisms Developmental ✗ ✗

Feedback Essentials What is good feedback? • It should be: ü Specific ü Timely

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

Feedback Examples Feedback examples: • ‘Great Job, love your work’ • ‘When you interrupted

Feedback Examples Feedback examples: • ‘Great Job, love your work’ • ‘When you interrupted me in the meeting, it made me feel that you were not really listening or interested in my opinion’ Can you think of other examples you have experienced?

Lets take a break Please return in 15 minutes

Lets take a break Please return in 15 minutes

What is an effective team? Exercise instructions: • Divide into two groups • Spend

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

Brainstorming Guidelines Remember when brainstorming: • All contributions are valid • People should offer

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.

Rating our Performance Rating ourselves on the our desired behaviours Exercise instructions: • Working

Rating our Performance Rating ourselves on the our desired behaviours Exercise instructions: • Working alone, each person visits each of the Team Effectiveness Charts to rate how well you believe the team is currently performing on each of the behaviours listed. • Use the 1 -5 scale attached to each chart. • 1 - is ‘What we could do better’ • 5 - is ‘What we do well’

Facet 5 Profile Team Member Line Dance Will Energy Control Affection

Facet 5 Profile Team Member Line Dance Will Energy Control Affection

Facet 5 Team Comparison by Factor: Will Low Will Do not jump to conclusions

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 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

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 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

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

Facet 5 Team Comparison by Factor: Control Low Control Maintains a broad approach Encourage

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 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

Facet 5 Team Comparison by Factor: Emotionality Low Emotionality May seem oblivious to important

Facet 5 Team Comparison by Factor: Emotionality Low Emotionality May seem oblivious to important issues Can seem blasé and unconcerned Under reacts to issues High Emotionality Becomes intense Takes things seriously Takes things to heart Worries May get things out of proportion

Facet 5 Team Member Overlay Will Energy Control Affection

Facet 5 Team Member Overlay Will Energy Control Affection

Team Snapshot This Snapshot shows how individuals within the team compare to each other

Team 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)

Computing Snapshots • Find intersection of lines joining each corner with the centre of

Computing Snapshots • Find intersection of lines joining each corner with the centre of the opposite side • Plot that point for each person

Facet 5 Team Snapshot Perspectives Decision Making (Will) • Creative and innovative • Broad

Facet 5 Team Snapshot Perspectives Decision Making (Will) • Creative and innovative • Broad Concepts • Environmentally aware • • • 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

Our Teams Snapshot What does our Snapshot tell us? Exercise instructions: • Working in

Our Teams Snapshot What does our Snapshot tell us? Exercise instructions: • Working in groups, what are the advantages and disadvantages of the dominant style: – Approach to work? – Values and culture? – Interpersonal style? – Communication style? • How does this help us understand our team effectiveness

Facet 5 Team Snapshot Perspectives Decision Making (Will) These may see you as •

Facet 5 Team Snapshot Perspectives Decision Making (Will) These may see you as • Narrow minded • Inflexible • Opinionated Evaluation (Control) Implementation (Energy) If you are here These may see you as • poor on detail, • inconsistent, • impulsive Generating Ideas (Affection) These may see you as • Non consultative • Ignoring people • Too commercial

Facet 5 Team Snapshot Perspectives Decision Making (Will) These may see you as •

Facet 5 Team Snapshot Perspectives Decision Making (Will) These may see you as • Autocratic • Unimaginative • Rule bound If you are here Evaluation (Control) Implementation (Energy) These may see you as • Too structured, process and detail focused • Conservative Generating Ideas (Affection) These may see you as • Insensitive, intolerant • Unsympathetic • Single minded

Facet 5 Team Snapshot Perspectives These may see you as • Non commercial •

Facet 5 Team Snapshot Perspectives These may see you as • Non commercial • Naive • Slow & indecisive These may see you as • Reserved • Self righteous • Overly principled Evaluation (Control) Implementation (Energy) Decision Making (Will) These may see you as • Idealistic • Easily led • Unobtrusive Generating Ideas (Affection) If you are here

Facet 5 Team Snapshot Perspectives These may see you as • Idealistic • Non

Facet 5 Team Snapshot Perspectives These may see you as • Idealistic • Non commercial • Too adaptable If you are here Evaluation (Control) Implementation (Energy) Decision Making (Will) These may see you as • Too undemanding & laidback, unplanned • Unrealistic Generating Ideas (Affection) These may see you as • Interfering • Impulsive • Over commits

Team. Scape Model Facet 5 has 3 ways of comparing people Overlay Snapshot Decision

Team. Scape Model Facet 5 has 3 ways of comparing people Overlay Snapshot Decision Making (Will) Implementation (Energy) Evaluation (Control) Control Energy Will Affection Team. Scape Generating Ideas (Affection)

Team. Scape: Work Cycle What ever a teams purpose they spend time creating ideas,

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 Evaluation (Control) C- Revolution vs. C+ Evolution Generating Ideas (Affection) A- Pragmatic vs. A+ Ideation

Team. Sca[e: Work Cycle Example Team. Scape looks at the individuals contribution to the

Team. Sca[e: 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: • willing to try things out Evaluation (Control) Implementation (Energy) Decision Making (Will) • • brainstorms ideas creative encourages debate enthusiastic Possible limitations: • Changeable Generating Ideas (Affection) • can seem tactless • oversimplifies

Reaching Agreements, Solving Disputes Assertive (Will) This charts shows the orientation members of this

Reaching Agreements, Solving Disputes Assertive (Will) This charts shows the orientation members of this team would be most likely to adopt if faced with conflict and disagreement. There are 5 main orientations, represented by the intersection of Will & Affection. Assertive people: Focus on their needs, desired outcomes and agenda Cooperative people: Focus on others needs and mutual relationships Cooperative (Affection)

Facet 5 Preferred Tactics Rule Free (High Energy + Low Control) Each situation is

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 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

Facet 5 Proportionality Under-react May seem oblivious to the importance of issues Can seem blasé and unconcerned Under reacts to issues 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

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 minutes to discuss the Work Cycle Team Comparison Chart – page 5 of your report • What are the groups strengths in each phase of the Work Cycle? • Where are the gaps? Where in the cycle are you most likely to fall short?

Team. Scape in action Prepare explanations to show your findings support or impact on

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?

Reaching Agreements, Solving Disputes Assertive (Will) This charts shows the orientation members of this

Reaching Agreements, Solving Disputes Assertive (Will) This charts shows the orientation members of this team would be most likely to adopt if faced with conflict and disagreement. There are 5 main orientations, represented by the intersection of Will & Affection. Assertive people: Focus on their needs, desired outcomes and agenda Cooperative people: Focus on others needs and mutual relationships Cooperative (Affection)

Reaching Agreements, Solving Disputes Competing: High Will with Low Affection Typical Actions: • Let

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 Competing

Reaching Agreements, Solving Disputes Collaborating: High Will with High Affection Typical Actions: • Discusses

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 Collaborating

Reaching Agreements, Solving Disputes Accommodating: Low Will with High Affection Typical Actions: • Tries

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 Accommodating

Reaching Agreements, Solving Disputes Avoiding: Low Will with Low Affection Typical Actions: • Seems

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 Avoiding

Reaching Agreements, Solving Disputes Compromising: Average Will and Affection Typical Actions: • Happy to

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 Compromising

Team. Scape - Rule of thumb Good leaders are flexible and adopt the right

Team. Scape - Rule of thumb Good leaders are flexible and adopt the right approach for the right situation How important is the outcome Highly v t No y er How important is the relationship

Lets take a break Please return in 15 minutes

Lets take a break Please return in 15 minutes

Lets take a break Welcome Back Lets get started

Lets take a break Welcome Back Lets get started

Where to from here for the team? Agree two development areas for the team.

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

Team Action Plans Develop action plans for your development areas. Exercise instructions: • Divide

Team Action Plans Develop action plans for your development areas. Exercise instructions: • Divide into pairs • 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

Action Planning Guidelines Remember when Action Planning: • Set SMART goals • Ensure a

Action Planning Guidelines Remember when Action Planning: • 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 SMART GOALS S – Specific M – Measurable A – Achievable R – Relevant T – Time framed

On the Positive Side Recognising our strengths Exercise instructions: • Name five things that

On the Positive Side Recognising our strengths Exercise instructions: • Name five things that you feel the team are currently doing well and will continue to do • Five strengths that will assist them with their efforts to improve

Team. Scape 360 Review Exercise instructions: • You have 10 minutes to individually review

Team. Scape 360 Review Exercise instructions: • You have 10 minutes to individually review your Team. Scape 360 feedback and complete the provided form Section 1 Section 3 Section 2 Section 4

Team. Scape 360 Questions Q: What does t mean if you have a narrow

Team. Scape 360 Questions Q: What does t mean if you have a narrow range of ratings? Q: What can you conclude from this? Q: What does it mean if there is a wide range of ratings? Q: What can you conclude from this?

Live 360 Review The purpose of this exercise is to allow individuals to understand

Live 360 Review The purpose of this exercise is to allow individuals to understand which behaviours their colleagues would like them: • To do more of: that is the behaviours that the team find helpful • To do less of: that is the behaviours that the team find unhelpful

Live 360 Review Exercise instructions: • Select a feedback partner • Each person takes

Live 360 Review Exercise instructions: • Select a feedback partner • Each person takes responsibility for collecting information on his or her partner by interviewing [in private] every member of the team and recording: – three things that they think the partner does well and are helpful – two things they find unhelpful about them, adding their own feedback to this information • Partners then collate the information they have collected and list it under two headings: – ‘The things we think you do that are helpful…’ – ‘The things we think you do that are unhelpful…’ • When the information is collated regroup with your partner to provide the feedback verbally

Lets take a break Please return in 15 minutes

Lets take a break Please return in 15 minutes

Where to from here for the individual? Reflection and action planning Exercise instructions: •

Where to from here for the individual? Reflection and action planning Exercise instructions: • You have 15 minutes to individually consider the information provided from your team members and your reports • Using the form provided complete all the sections • Be prepared to share this information with the team

Monitoring our performance The final question for the day • How will you monitor

Monitoring our performance The final question for the day • How will you monitor your progress both for your individual development plans and team action plans?

Thank you for participating

Thank you for participating