Measuring and Managing Team Synergy resulting in improved Collaboration and Interaction
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Transcript of Measuring and Managing Team Synergy resulting in improved Collaboration and Interaction
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ICF Team and Group Coaching Community of Practice
May 3rd 2016
Measuring and Managing Team Synergy resulting in improved Collaboration and InteractionJohan Van de Put
President of ICF Belgium
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“My people don’t solve problems or work together effectively as a team – they tend to work against each other rather than with each other”
Souce: Human Synergistics International PRO Consulting bvba - Johan Van de Put 2
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Operating C & I
OCI Norms
Individual
Outcomes
GroupOutcomes
Organizational
Outcomes
Mission
and
Philosophy
Causal Factors
Levers for Change
Structures
Systems
Technology
Skills/Qualities
Ideal C & I
Values
Outcomes
Effectiveness
Criteria
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Collaboration & Interaction: the Process
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Group Styles Circumplex
Souce: Human Synergistics International PRO Consulting bvba - Johan Van de Put 4
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Group Styles Circumplex
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1 2 3 4 5 6
0 = not at all1 = to a slight extend2= to a moderate extend3= to a great extend4 = to a very great extend
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Completed Group Styles Profile
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Passive/Defensive Styles
• Approval• Conventional• Dependent• Avoidance
These groups accept lessthan optimal solutions.
In cooperation safety prevails.
Souce: Human Synergistics International PRO Consulting bvba - Johan Van de Put 9
Validation is collective instead of one
responsible
“Process-mania”
No stable decisions
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Aggressive/Defensive Styles
• Oppositional• Power• Competitive• Perfectionistic
The quality of solutions is often marginal and is limited by the members who exert power and control.
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Judgement…
Too much emphasis on
form……
Too many people
involved…
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Constructive Styles
• Achievement• Self-Actualizing• Humanistic-
Encouraging• Affiliative
The Group exploits the full potential of the members and comes to effective solutions
Souce: Human Synergistics International PRO Consulting bvba - Johan Van de Put 11
Don’t forget to have fun…
Share the same goal…
October 2015
Support…
A good plan builds
confidence…
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Group Styles Circumplex
Less Effective Groups
Effective Groups
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Effective Solution = Quality Solution x Acceptance Solution
Interpersonal skills and processes• Listening• Supporting• Differing• Participating• Striving for Concensus
Rational Skills & Processes• Analyzing the solution• Setting objectives• Simplifying the problem• Considering alternatives• Discussing the consequences
EffectiveSolutionQuality Acceptance
Task SkillKnowledgeResources
1. HUMANISTIC-ENCOURAGING :members are constructive, sensitive and supportive for one another.
2. AFFILIATIVE : members are friendly, cooperative and relaxed.
12. SELF_ACTUALISATION: members are optimistic, enthusiastic and interested.11. ACHIEVEMENT : members are concerned with getting things done and perform well.
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Case Study
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ProviderClient Client
Req
uire
men
ts C
onte
nt &
tim
e
Rev
erse
Kno
wle
dge
Tran
sfer
Kno
wle
dge
Tran
sfer
Wor
kpro
duct
s
Deliver Deliver
Programme / Release P l a n n i n g
Fixed Price
Planning, Support, KT & RKT, Structure of meetings,Structure of processes,
…Collaboration between PL’s,
Skill Leads, PMO, Team members,…
GovernanceProject, Release, Programme,
Steering Committees…
Trust, confidence,…
Climate/Atmosphere in meetings,Behaviour of team members,Impact of team on individuals,
IntroductionCollaboration & Interaction in an IT Outsourcing Project PROJX
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ClientClient ProviderProviderRespecting Respecting the the deadlinesdeadlines(style 11)(style 11)
- Focus on the date of delivery- Less discussion and more decisions- Time-boxing
Planning Planning (style 11)(style 11)
- Impression of blind navigation - Lack of impact analysis
- More macro- Planning not the only essential tool; accept ranges of uncertainties
GouvernancGouvernance/e/OrganisatioOrganisation (style 4)n (style 4)
- Review gouvernance (frequence…)- Release Committee not efficient- 2 organisations not aligned (multiple interlocuteurs ex. PL vs SKL et Delivery vs Test Factory)
- Difficult communication at all levels at Provider’s
- R&R at Client not clear- Delegation of decisions
Quotes from Assessment WorkshopQuotes from Assessment Workshop
Listening
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ClientClient ProviderProviderWork Work meetingsmeetings(styles 1 et (styles 1 et 11 )11 )
- Format vs content- Accept proposals for a solution made by Client- Do more online & collaborative work in writing DFD
- Client not enough sollicited- Project-oriented meetings more content instead of the project management
- Timing of meetings- Respecting the agenda- More constructive step-back
Processs Processs (styles 6, 7, (styles 6, 7, 8)8)
- Too much work in repository- Be able to discuss failors without judgement
- Too much oriented Client, - too long, too many players - too much focus on process issues and risks in RIC db as a judgment
Alignment Alignment (style 7)(style 7)
- no Alignment of the Provider’s authorities
- no Internal alignment Client
OtherOther - Rôle CT (11)- Lack of transparancy (6)
- Don’t forget the fun(12)- Scope and operation of the Fixed Price knowledge / concept of package (4)- No strategic decisions taken(6)- Lack of work space (rooms city) (1 et 2) - Collaborative mode instead of an audit mode (-10)
Quotes from Assessment WorkshopQuotes from Assessment Workshop
Listening
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Global View of Collaboration in PROJX
ActualActual DesiredDesired
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Creating awareness
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ProviderProvider ClientClient
Actual View of Collaboration in PROJX
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Creating awareness
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ProviderProvider ClientClient
Desired View of Collaboration in PROJX
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Creating awareness
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GSI Forming GSI Norming
GSI Storming GSI-Performing
Getting out of the Storming Phase
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Calling to Action
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Chosen & Prioritized change levers
• A responsible person by deliverable product
• 4 - Define the role of each, governance • 1 - Have (share) a vision: scope, solution, macro-planning +
the “nice to have” out of the critical path • 3 - Collaborative work among skill centers • 2 - Production of deliverables with “4 hands”
Translate into smart objectives at short term (2weeks) and long term (3months)
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Thank You