Teambuilding for community development moving from conversations-to-collaboration

Team Building for Community Development:

From Conversations to Collaboration

Issues of interest

What is a ‘Community of Practice’ (CoP)?

Team versus Group

Motivation

CoP Facilitation – the magic ingredient

Leadership

Steps to a successful CoP

What is a ? What is a Community of Practice?

Communities of Practice

communities of practice

– an environment

connecting people and

encouraging the sharing of

ideas and experiences

4


network of individuals with common problems or interests

exploring ways of working together, identifying common solutions, and sharing good practice and ideas.

puts you in touch with

like-minded colleagues

and peers

allows you to share your

experiences and learn

from others

allows you to

collaborate and achieve

common outcomes

accelerates your

learning

validates and builds on

existing knowledge

and good practice

provides the opportunity

to innovate and create

new ideas

What is a ? Step 1: Establish or identify

a purpose

Developing Successful


Stories That Inspire.....

Ethical Business Success

Technology/Web 2.0/Productivity Boosters

Reverse Migration/Diaspora-Naija/Urban-Rural

Going Green/Waste to Wealth

Renewed Interest.......

Citizen Engagement

Effective Representation

Selfless Service

Curbing Impunity

Constructive Criticism

For The Common Good

To Uplift The People.....

Poverty Alleviation

Healthcare

Education

Agriculture

Jobs

What is Team?

A team is any group of people organized to work together interdependently & cooperatively to accomplish a common purpose/goal.

Teams are created for both long term and short term interaction. • Long Term Teams: eg, Strategic Engagement team, & Operational Teams. • Short term teams example: FA Colloquium 2012 Team

What is a Team?

What is a Work Group?

A group interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility.

A group in itself does not necessarily constitute a team.

What is a Group?

Characteristics of a Team

Common Purpose

A team will always have a common task / purpose to accomplish.

1

Clarity of Role & Responsibility

Team members have crystal clear roles & responsibilities.

2

Effective Leadership

Leaders have participative style of working and team members approve of it.

3

Solid Relationships

Teams have a climate of trust which results in strong relationships.

4

Effective Communication

Team members stay connected through a robust communication process

5

GROUP TEAM

Group Vs Team

Stages in Team Formation / Development

Forming

Roles & Responsibilities

Initial introductions take place and hence roles & responsibilities are unclear Attitude of Team members

Some are polite while some are anxious and some are excited about the task ahead.

Leadership Style

Directing – Since Roles & responsibilities are not clear, leader plays a dominant role.


Storming



Leader discusses roles and responsibilities. Team members may or may not agree.

Attitude of Team members

Team members give opinion about task priorities, roles & responsibilities, and processes.

Leadership Style

Selling – Leader needs to sell decisions on roles, and how the task is to be performed.

Norming



Roles & Responsibilities are clear. Hierarchy is established.


Members accept authority of leader & develop a greater commitment to goals.

Leadership Style

Supporting – Team members & leaders follow participative style and support each other.

Performing



Team members work as per given roles & responsibilities.


Supportive, high level of goal orientation, communication, and interpersonal relations.

Leadership Style

Delegating – Team members expect delegation instead of instructions.

Adjourning



Complete – Task has been performed.


Members find it difficult to leave the project and strong interpersonal relations.

Leadership Style

Celebrative – Success is celebrated and recognized.

Adjourning

Stages in Team Formation / Development [Recap]

Dynamics of Different Network Types

Community of Practice

Project Teams Informal networks

Purpose Learning

Sharing

Creating Knowledge

Accomplish specific task

Communication flows

Boundary Knowledge domain Assigned project charter

Extent of relationships

Connections Common application of a skill

Commitment to goal Interpersonal acquaintances

Membership Semi - permanent Constant for a fixed period

Links made based on needs of the individual

Time scale As long as it adds value to the community and its members

Fixed ends when project deliverables have been accomplished

Long – term, no pre-engineered end

23

What is a ? Step 2: Identify your Community

Members of an active community

occasional

transactional

peripheral

active

facilitator

core group

lurkers

leaders

outsiders

experts

beginners

Linker

Creator

Promoter

Assessor

Organizer

Producer

Controller

Maintainer

Advisor

Organizer – Provides Structure

Assesor - Offers insightful analysis of options

Promoter – Champions the ideas once they are initiated

Creator - Initiates Creative Ideas

Linker – Co-ordinates & Integerates

Roles & Responsibilities of a Team

Advisor – Encourages the search for more information

Maintainer – Fights external battles

Controller – Examines details & enforces rules

Producer – Provides Direction and follow-through

Role 1 Role 2

Creating & Managing Diversity

Turning Individ

uals into

Team Players

Role 3

Quality Managem

ent

Role 4

Performance

Enhancers

Role 5

Innovation

Role 6

Motivators

Remember It is not just the team members who have roles & responsibilities, as a combined unit – Team also has roles to play. A Team is responsible for its own success or failures.

Roles & Responsibilities of a Team

Respect

Respect each other’s view points and

include suggestions if they benefit the team.

Roles & Responsibilities of a Team [Creating & Managing Diversity]

Reward & Motivate

encourage cooperative efforts rather than

individual. Continue to recognize

individual contributions while

emphasizing the importance of

teamwork.

Reward &

Motivate

3

Selection Make team skills one of the interpersonal skills in the hiring process.

Selection

1

Training Train members to become better team players – communication skills, interpersonal skills.

Training

2

Team Player

Roles & Responsibilities of a Team [Turning Individuals into Team Players]

Support

Does the Team have a ‘Go To person’ / ‘Champion’ to

go to in case they need guidance?

Roles & Responsibilities of a Team [Quality Management]

Roles & Responsibilities of a Team [Performance Enhancers]

Synergy People working in a team are able to produce greater output than would have been produced if each person had worked separately. Team members should always work with each other to maximize output.

Roles & Responsibilities of a Team [Innovation]

Remember Team leaders should empower the team and make it accountable for innovation process. Team members should uncover each other’s flaws and balance each other’s strengths and weaknesses.

Roles & Responsibilities of a Team [Motivation]

Motivate Team leaders should provide needed social interaction and help members cope with stressors. They should recognize and reward high performance teams.

Steps to Self- Motivate Yourself Step 1 – Get Out of Your Comfort Zone:

• Be willing to leave your comfort zone.

• The greatest barrier to achieving your potential is your comfort zone.

• Great things happen when you make friends with your discomfort zone.

Step 2 – Mistakes Happen:

• Don't be afraid to make mistakes.

• Wisdom helps us avoid making mistakes and comes from making a million of them.

Step 3 – Stop Limiting Yourself:

• Don't indulge in self-limiting thinking.

• Think empowering, expansive thoughts.

Step 4 – Be Happy:

• Choose to be happy.

• Happy people are easily motivated.

• Happiness is your birthright so don't settle for anything else.

Step 5 – Self Development:

• Spend at least one hour a day in self-development.

• Read good books or listen to inspiring tapes.

• Driving to and from work provides an excellent opportunity to listen to self-improvement tapes.

Steps to Self- Motivate Yourself Step 6 – Finish What You Start:

• Train yourself to finish what you start.

• Many of us become scattered as we try to accomplish a task.

• Finish one task before you begin another.

Step 7 – Live in the Present:

• Live fully in the present moment.

• When you live in the past or the future you aren't able to make things happen in the present.

Step 8 – Never Give Up:

• Never quit when you experience a setback or frustration.

• Success could be just around the corner.

Step 9 – Dream and Dream Big:

• Dare to dream big dreams.

• If there is anything to the law of expectation then we are moving in the direction of our dreams, goals and expectations.

Sept 10 – Live Life to the Fullest:

• The real tragedy in life is not in how much we suffer, but rather in how much we miss, so don't miss a thing.

• Charles Dubois once said, "We must be prepared, at any moment, to sacrifice who we are for who we are capable of becoming.”

Step 3: Understand the Culture and

Behaviours

• Who participates - Who doesn’t?

• How do people take turns?

• Who talks to whom - Who responds to whom?

• How are interruptions handled?

• Is silence O.K.?

• Is anyone dominating the conversation?

• How are decisions made?

• By consensus?

• By voting?

• By one person?

Observe

Effective Communication [Behaviors to Observe]

Talking too much

Beating Dead Horse

Jumping from one topic to another

Dead

Bu

ffalo

es

tiptoeing around a contentious issue

Getting stuck on

the issue

Effective Communication [Common Problems in Teams]

Effective Communication – Always Remember

Never Order / Command

Never Warn / Threaten

Never Preach / Moralize

Never Label / Evaluate / Judge

Never Respond with Sarcasm

Never Assume, instead Ask / Listen

In a Team

Why does a person engage with a Community of Practice?

Attractive purpose grabs and retains attention

Perceived benefits:

Socialisation

Co-learning, knowledge sharing and co-production

Each person chooses to be a member

Volition

Joining in – and leaving!

Levels of engagement Level of engagem

ent

Type of engagement

Browse, search, learn

(Anonymously)

Comment

(with attribution)

Ask a question

(with attribution)

Write a blog

Become a mentor

Become an expert

Register Comment

(Anonymously)

41

Patterns of contribution

Number of participants

Numb

er of

contrib

ution

s

1% active contributors

9% occasional contributors

90% readers (aka ‘lurkers’)

The 1-9-90 rule

The “1% Rule”

For every 100 people online only 1 person will create content and 10 will “interact” with it. The other 89 will just view it.

Each day at YouTube there are 100 million downloads and 65,000 uploads

50% of all Wikipedia article edits are done by 0.7% of users, and more than 70% of all articles have been written by just 1.8% of all users

In Yahoo Groups, 1% of the user population might start a group; 10% of the user population might participate actively. 100% of the user population benefits from the activities of the above groups

Source: The Guardian (UK)

The important message is: look after your

content creators!

Community Archetypes

In a perpetual

personal duel.

Generally don’t

menace anyone

except each

other.

Duelsists

http://redwing.hutman.net/~mreed/warriorshtm/duelists.htm


For Ego, the discussion

forum is all about him,

and he regards

discussions that stray

from that topic as trivial

dalliances.

Ego is one the fiercest of

all the Warriors and will

fight to the death when

attacked

Ego

http://redwing.hutman.net/~mreed/warriorshtm/ego.htm


Fillibuster

Attempts to influence

the forum simply by

holding the floor. His

monotonous

hectoring and

prodigious output of

verbiage rapidly

clears the field of

other users

http://redwing.hutman.net/~mreed/warriorshtm/filibuster.htm

Community Archetypes Big Dog and MeToo

Big Dog is a bully

who doesn't

hesitate to use his

superior strength

to intimidate other

combatants.

Me-Too will join

the attack. Me-Too

is far too weak and

insecure to engage

in single combat.

http://redwing.hutman.net/~mreed/warriorshtm/bigdogmetoo.htm

Community Roles and Responsibilities

Champion/Sponsor is able to envision the services of a CoP over time, and should have a sense of how the CoP can interact across the organisation

Facilitator/Coordinator consulting, connecting, facilitating, helping, guiding.

Leader serves an integral role in the community's success by energising the sharing process and providing continuous nourishment for the community

Librarian organises information/data (may be part of Facilitator/Coordinator role).

Technical Steward understands business needs and ensure the appropriate tools are available to meet these needs.

Core Group is a working group that initially performs start-up activities and continues to provide ongoing organisational support.

Experts are the subject matter specialist Members/Participants without these there is no

community; the essence of a community is its members.

On a more serious note…

Shared Vision & Goals

High level of Communication

Shared Responsibility

Trust & Conflict Management

Perioidic Self Evaluation

Effective Team Behavior

Step 4: Develop the ‘Practice’

Attributes of a successful CoP

Critical Success

factors

Seekers

I need someone

Contributors

I am someone

Awareness How do I know who is out there?

How can I become more known?

Competence Is this person competent? How do I advertise my skills?

Benevolence Will this person help me? How do I develop my reputation as a trusted member?

Motivation Do I want to work with this person?

Why will I cooperate with this person?

Access How do I approach this person?

Do I want to be approached?

Skills Does the CoP have the tools to collaborate effectively?

Mechanism Do we have a method to collaborate?

So

cia

l N

etw

ork

ing

C

ult

ure

C

oll

ab

ora

tio

n

To

ols

Based on a slide by IBM

51

Your community’s life-cycle

Plan

Start-up

Grow

Sustain/Renew

Close

Le

ve

l o

f e

ne

rgy

an

d v

isib

ilit

y

Time Discover/

imagine

Incubate/

deliver

value

Focus/

expand

Ownership/

openness

Let go/

remember

From: Cultivating Communities of Practice by Wenger, McDermot and Snyder

What makes a successful community?

Facilitating or

Coordinating a

community

Facilitation – the magic ingredient

Facilitators’ (Admins,Coordinators, Moderators) responsibilities

Facilitation and

Coordination of a

CoP includes:

monitoring activity

encouraging

participation

(facilitation

techniques)

producing an action

plan

reporting CoP

activity – metrics,

evaluations

monitoring success

criteria and impact

managing CoP

events

ACTIVITY:

WHAT ARE THE ATTRIBUTES OF

A GOOD CO-ORDINATOR?

A Good Admin/Facilitator/Coordinator?

KEY LEADERSHIP TRAITS

1. CONVICTION 2. INNOVATION 3. PRODUCTIVITY 4. COMPLIANCE 5. RESILIENCE 6. HAVE THE BACKBONE AND INTEGRITY TO BE

STRAIGHT WITH PEOPLE 7. BALANCE HARD AND SOFT SKILLS 8. EMBRACE BOTH RATIONAL AND IRRATIONAL

LEADERSHIP TRAITS 9. STAY GROUNDED 10. STAMINA

A Facilitator/Coordinator/Admin cultivates the community

Step 5: Monitor and Measure Everything!

Metrics

Don’t rely on metrics to claim your community is successful.

Use metrics to understand your community better.

1. The original purpose and intended

outcomes of the community.

2. The rhythm or cycle of the

community.

.3. The quality of the interactions

and/or the viewings it attracts.

4. measure of success is likely to be a

mix of qualitative and quantitative

data.

5 Is community successful, or just an

excuse to waste time chatting

6. traditional command and control

processes do not work for CoPs

7. instilling corporate processes on

communities is likely to stifle and

inhibit innovation and learning.

Summary – Conversations to

Collaboration

Step 1: Establish/identify a purpose

Step 2: Identify a Community

Step 3: Understand the culture and behaviours

Step 4: Develop/support the ‘Practice’

Step 5: Monitor and measure everything!

Conclusion: What makes a successful CoP?

clear purpose – what will it be used to do?

creating a safe and trusted environment

committed core group of active participants

being motivated

knowing the needs of participants

having a clear action plan with activities to meet needs

blending face-to-face and online activities

This can all be achieved by good, active facilitation/Admin

Thank You!

Contact Information:

Remi ADESEUN

Chairman

Rodot Group

.Healthcare

.Water Technology

.Architecture

.Consulting

08057713769/07065156473

[email protected]

[email protected]

mailto:[email protected]

mailto:[email protected]

Teambuilding for community development moving from conversations-to-collaboration

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