TEAM BUILDING
About Team Building
Linda has spent over 30 years working with teams using the model outlined below. Teams typically transform and learn to work more productively, harmoniously and creatively, no matter where they start from. She is known for transformational turnarounds in teams in a very short period of time.
She helps groups get to the heart of their issues, quickly, respectfully, compassionately and practically. Participants develop new skills that are then transferred to the workplace. They learn to see each other as human beings, all doing the best they can with what they have at the time. They learn to ask for what they want and negotiate workable agreements and to be more understanding and supportive of each others’ uniqueness. All of this transfers to getting the work done more efficiently, effectively and happily.
She is considered a master facilitator and offers a 5 day workshop teaching other practitioners how to do transformational team building.
Guiding Principles from Which I Do Team Building
Potential Goals of Team Building
Team Building Model and Process
Phase One Data Gathering Phase - Individual Interviews
*Approximately One and a half hours for each member
The facilitator meets with each individual on the team separately and asks each person the same questions. The focus of the questions is primarily on the team itself but does also allow for perceptions of the organizational context.
All data may be typed into a computer and then prepared for the one or two-day session. Team members are told at the outset of the interview that the data is anonymous (no names) but not confidential, as we will likely use it in the work. They are also informed that the team owns the data and so no one but the interviewer will know what is in it until it is shared in the session. The exception
to this would be the inclusion of an internal organizational consultant who may join the facilitator in the work
The team decides by consensus what to do with the data (if it is used) before the session closes on the second day.
Phase Two - Team Building - Agenda
Intros/Logistics
Climate Setting/Objective Forming
Establishment of Team Operating Norms
Reviewing, analyzing and resolving the data or discussion
-Until all issues are clear and discussed. (This is by far the bulk of the time.)
-Issues, parking lot items and tasks will arise out of this discussion.
-Action Plans and Agreements are developed on an ongoing basis
Tidying up – data, how do we talk about this when we get back, parking lot, agreements, action plans etc.
How Do We Keep What We Have Gained Alive
Planning of Next Steps
Closure
*The work also includes follow up with the management and if necessary follow up with the team. Other processes may be introduced if necessary.
Linda has spent over 30 years working with teams using the model outlined below. Teams typically transform and learn to work more productively, harmoniously and creatively, no matter where they start from. She is known for transformational turnarounds in teams in a very short period of time.
She helps groups get to the heart of their issues, quickly, respectfully, compassionately and practically. Participants develop new skills that are then transferred to the workplace. They learn to see each other as human beings, all doing the best they can with what they have at the time. They learn to ask for what they want and negotiate workable agreements and to be more understanding and supportive of each others’ uniqueness. All of this transfers to getting the work done more efficiently, effectively and happily.
She is considered a master facilitator and offers a 5 day workshop teaching other practitioners how to do transformational team building.
Guiding Principles from Which I Do Team Building
- I trust the process to unfold and the team itself owns the process, not the facilitator. I am there, not as an expert or a fixer, or problem solver, but as a facilitator, who will work with you to help you communicate with one another, remove any blocks, and help you tend to your group dynamics and process so that you reach resolution, and work productively. I help you create agenda as we work.
- I work from a place in me of authenticity, directness, integrity and compassion.
- I attempt to meet each person where he or she is and respect whatever choices they make to participate as fully or minimally as they wish.
- I help the team move towards agreements and resolutions in the work.
- I weave in content inputs and educational theories and models as the team is discussing specific topics.
- I provide structured processes as we go and always present them to the team for their decision.
- I help a team look at "how" it is working, by providing observations, by asking folks to try new ways of communicating, by helping individuals deal with conflicts, as they arise, by inviting members to "check things out" with one another - that is to check their assumptions with the other.
- The team creates its own objectives in the work
- There are no games or gimmicks in this approach to team building. The emphasis is instead, on creating focused, courageous, dialogue that helps the group move to action and resolution and take continuing responsibility for solving their issues on an ongoing basis.
Potential Goals of Team Building
- A better understanding of each team member's role, including leadership.
- A better understanding of the team's character - its purpose and role in the total context of the organization
- Increased communication amongst team members about issues that affect the efficiency and harmony of the group
- Greater support amongst team members
- A clearer understanding of group process - the behavior and dynamics of the team
- More effective ways of working through problems inherent to the team, at both the task and interpersonal level.
- The ability to use conflict in a positive vs. destructive way.
- Greater collaboration amongst team members and the reduction of competition that is costly to individuals, the team and the organization.
- An increased ability to work with other groups in the organization.
- A sense of interdependence among group members.
- A clear sense of the collective vision and mission of the team.
- Establishment of clear team operating procedures.
- Increased creativity and innovation.
- An increased commitment to teamwork.
- Happier people.
Team Building Model and Process
Phase One Data Gathering Phase - Individual Interviews
*Approximately One and a half hours for each member
The facilitator meets with each individual on the team separately and asks each person the same questions. The focus of the questions is primarily on the team itself but does also allow for perceptions of the organizational context.
All data may be typed into a computer and then prepared for the one or two-day session. Team members are told at the outset of the interview that the data is anonymous (no names) but not confidential, as we will likely use it in the work. They are also informed that the team owns the data and so no one but the interviewer will know what is in it until it is shared in the session. The exception
to this would be the inclusion of an internal organizational consultant who may join the facilitator in the work
The team decides by consensus what to do with the data (if it is used) before the session closes on the second day.
Phase Two - Team Building - Agenda
Intros/Logistics
Climate Setting/Objective Forming
Establishment of Team Operating Norms
Reviewing, analyzing and resolving the data or discussion
-Until all issues are clear and discussed. (This is by far the bulk of the time.)
-Issues, parking lot items and tasks will arise out of this discussion.
-Action Plans and Agreements are developed on an ongoing basis
Tidying up – data, how do we talk about this when we get back, parking lot, agreements, action plans etc.
How Do We Keep What We Have Gained Alive
Planning of Next Steps
Closure
*The work also includes follow up with the management and if necessary follow up with the team. Other processes may be introduced if necessary.