HighPerance Team Training.ppt

denverrefinery high performanceteamtraining teamsandteamdevelopmentputtingthepiecestogether conflictresolution problemsolving decisionmaking teamcharter conflictresolution problemsolving decisionmaking objective expectedresults objective tointroducetheconceptofateam whatteamsneed howteamsevolveasindividualsworkingtogether andfinally theimportanceofateamcharter anditsvariouscomponentsexpectedresults thegroupwillunderstand whyteamsareusedtotackleproblems whatteamsshoulddointheearlieststageoftheirformation howteamswillevolveovertime andwhatthekeyingredientsareforasuccessfulteam theteamwillalsodevelopacharterusingtheinformationpresentedalongwithinputsfromtheirleader definitionofteams teams groupsofpeoplewithcomplementaryskillswhoarecommittedtoacommonpurpose setofperformancegoals andapproachforwhichtheyholdthemselvesmutuallyaccountable examplesofteamsattherefineryincludetherefineryleadershipteam teamscanoftentacklecomplexandchronicproblemsandcomeupwitheffective permanentsolutions initialteamgoals gettoknoweachotherpreferablyonapersonallevel i e whoareyou whatotherjobshaveyouhad family etc buildtrust i e teambuild learntoworkasateam i e howcanwetakeourcollectiveexperienceandleverageittoaccomplishthegoalsofourteam getorientedtoroles scope etc agreeondecision makingprocesses i e howwillwemakedecisions byconsensus majorityvote etc determinesupportservices i e whatresourcesdowehaveavailabletoustoclearbarrier meetouradministrativeneeds etc setmeetinggroundrules i e whatrulescanwedevelopforourselvestogovernourmeetingsandensureprogress teammemberrequirements howaretheserequirementsmet 1 welldevelopedteamcharterandworkplan 2 assistancefromsubjectmatterexpertsinternally i e resourcesfromvariousareas andexternally i e consultants etc 3 dedicatedmeetingrooms teamhandbooks computers etc 4 commitmentfromseniormanagementandteamsponsor teamsneed 1 direction keyoutcomes measurements goals 2 knowledge skills training information 3 resources tools materials facilities 4 support approval assistance coaching feedback encouragement evolutionofteams forming excitement anticipation andoptimismdefiningtasks determiningacceptablegroupbehavior storming resistance changeinattitudearguingbetweenmembers establishingunrealisticgoals disunity norming abilitytocriticizeconstructively acceptanceofmembersmorefriendliness teamcohesion establishing maintainingteamgoals performing satisfactionwithteamprogresscloseattachmenttotheteam source jonier associates theteamhandbook 1988 whataresomeofthecharacteristicsofaneffectiveteam whatarecharacteristicsofindividualswithwhomyouliketoworkonateam ingredientsforasuccessfulteam ingredientmoduleclearlydefinedteamobjectives scope teamcharterroles responsibilities keyactivitieskeydeliverables criticalsuccessfactors metrics risks andboundariesclearlydefinedmeetingguidelinesmeetingeffectivenesscooperative committed andtrustedclimateteameffectivenessclear effective constructivecommunicationplancommunicationunderstandingofproblemsolvingtechniquesproblemsolvingwell defineddecision makingprocessesmeetingeffectiveness decisionmakingunderstandingofconflictresolutionconflictresolutiontechniquesawarenessofdiversityissuesdiversityunderstandingofpropercoachingtechniquescoaching whatisateamcharter anagreementbetweentheteamanditssponsoracommunicationtoolbetweentheprojectandtheorganizationahigh levelguidefortheproject purposeofacharter definesscopeofthework i e whatwilltheteamdo andhowlongwillittake defineskeymilestonesanddeliverables i e whatimportanteventswillbeaccomplished andbywhen whattangibleoutputs usuallydocuments willbeproducedbytheteam identifiesmajoractivities i e whatwilltheteamdotoaccomplishitsgoals definesrolesandresponsibilitiesforeachteammember i e whowilldowhatwork etc definescriticalsuccessfactors i e whateventsmustoccurtoensuresuccess definesprojectrisks i e whatrisksareweawareofthatcouldimpacttheteam sabilitytomeetitsobjectives reducesunwantedvariationfromtheoriginalintent i e setsboundariesforwhattheteamwillandwillnotdo helpstheteamchooseaframeworktoperformwork i e durationofwork componentsofateamcharter objectives goalsoftheteam scope fundamentalaspectsoftheprojectthatwillnotchange objectives limits initialassumptions timeframes roles responsibilities duties assignmentsforeachmemberoftheteam keyactivities definedbytheworkplantofosteraccomplishmentoftheproject keydeliverables tangibleoutcomesoftheproject usuallyintheformofdocuments theseshouldbetieddirectlytokeyactivities timeline schedule targetdatesforcompletionoftheprojectanditsvariousphase activities etc milestones datesofkeyaccomplishmentsoftheteamcriticalsuccessfactors anyfactorsthatmustoccurtoensuresuccessoftheproject metrics informationlookedatregularlyandsystematicallytomonitor control andimproveourwork risks anythingthatpreventstheteamfromcompletingthekeyactivities boundaries factorsthatlimitthescopeofwork e g timeframes exampleteamcharter teamcharteractivity instructions developacharterforanewteamutilizingthefollowingobjectiveandscope objective toimproveprocess mechanicalrelationsatdenverrefinery scope plananevent tobeheldattherefinerybytheendoftheyear forallprocess mechanicalemployees teamchartervalidation objective doesitaccuratelydescribedtheproject scope istheprojectwelldefined roles responsibilities havetheybeendeterminedforallteammembers keyactivities willtheyallowteamtomeetitsobjectives keydeliverables aretheytangible anddotheydemonstrateresults timeline schedule istheschedulesufficienttofinishtheprojectonatimelybasis milestones dotheysupportaccomplishmentoftheproject criticalsuccessfactors dotheyensureteam ssuccess metrics dotheyaccuratelymeasureresults andsupportcriticalsuccessfactors risks aretheyfulldocumented anddotheysignificantlyimpedesuccess boundaries whatelementsarein andout oftheproject sponsor isthesponsoratahighenoughlevelintheorganizationtoclearbarriers provideresources etc teamchartervalidation whovalidatesthecharter theteamsponsor andotherkeystakeholdersoftheproject whatdoesthevalidationprocessaseriesofmeetingswiththesponsorandotherconsistof stakeholderswhererepresentativesoftheteamtalkthroughthevariouscomponentsofthechartergettingfeedbackandsignoffoneachpartfromthestakeholders howdoesvalidationusuallygo eachiterationusuallybringsfine tuningtotherespectivecomponents onceallpartiesareinagreement andsupporttheteammovingaheadwithitsefforts meetingeffectiveness conflictresolution problemsolving decisionmaking objective expectedresults objective tointroduceateamtoeffectivemeetingpractices including groundrules guidingprinciples agendas documentation andevaluations expectedresults theteamwilldevelopandincorporatepracticesinitsmeetingstoensuresuccess whyhavemeetings meetingsshouldprovidea simplemethodforeffective direct communicationofinformationperceptions concerns etc structuredforumforreachingdecisionsandresolvingconflicts dedicatedtimetoworkongoalsandobjectives gatheringforfacetofaceinteractionsandopportunitiestodevelopfamiliarity andtrustasateam placewhereoutsiderscaninterfacewithallteammembersatthesametimetocommunicateimportantinformation facilitatesinvolvement input andownershipinresults enables supportseasyclarification elaborationofinformationandintent source jonier associates theteamhandbook 1988 generalmeetingguidelines createmeetinggroundrulescreateguidingprinciplesuseagendaswithcleardefinitionofexpectedoutcomes processesapplyeffectivefacilitationmethodsmanagemeetingprocessestoachievedesiredoutcomesdocumentmeetingsevaluatemeetings toidentify addressproblemsearly toenablecontinualimprovementinteameffectiveness teamsshouldcommittothefollowingguidelines source jonier associates theteamhandbook 1988 createmeetinggroundrules groundrulesshouldbespecificenoughtoenableeasycompliance enforcement examplesofmeetinggroundrules startallmeetingsontimeestablishanagendaandsticktoituseaflipcharttorecordideaseveryoneshouldparticipationnosidediscussionstestideasforagreementdocument distributeallmeetingminutesandgroupdecisionsclarifyfollow upresponsibilitiesagendawillbedevelopedforthenextmeetingactivity createmeetinggroundrules createguidingprinciples wewillplanandorganizeallactivitiestobesuccessfulwewillstriveforminimalredundancyinoureffortswewillbeproactiveandnotreactiveinmakingdecisionstechnologyshouldbeleveragedtoprovideoperatingefficiencywheneverpossibleactivity createguidingprinciples guidingprinciplesarethekeystatementsofbeliefasagreeduponbytheteamusedtogovernthemintheiractivities theyshouldberegularlyusedbytheteamtotesttheiractivities approaches behaviors etc forappropriateness examplesofguidingprinciplesare useagendas eachmeetingmusthaveanagendaitshouldbedraftedpriortotheactualmeetingitshouldbesenttoparticipantsinadvance ifpossibleifanagendahasnotbeendevelopedbeforeameeting spendthefirstfiveortenminuteswritingoneonaflipchartitshouldstatetheexpectedoutcomeofeachtopicitshoulddescribethebasicprocessforthemeeting i e presentation discussion activity etc meetingagenda themeetingagendaisthemostcriticalcomponentofanymeeting theagendadefinesthepurpose timecontract participants andmaterialsthatwillberequiredduringameeting becauseofthiswealthofinformation theagendaisaveryusefultoolplanningameeting meetingeffectiveness agendasshouldincludethefollowinginformation agendatopics e g asentenceortwothatdefineseachitemandwhyitisbeingdiscussed topicleaders facilitators e g usuallythepersonswhooriginatedtheitemorthepersonsmostresponsibleorknowledgeableaboutit timeguideline e g theestimatedtimeneededtodiscusseachitem basictypeofprocesstobeusedtoachieveeachoutcome clearlydefinedoutcomes e g discussiononly decisionrequired assignmentsofresponsibility etc criticalattendees activity createasampleagenda source jonier associates theteamhandbook 1988 generalguidelinesformanagingmeetings meetingparticipantsshould listenactivelytoallinformationanddiscussionsaskquestionscheckforunderstandingparaphraseaskyourself howwilliuseinformationtodriveforcontinuousimprovement avoidpersonalattacksonothersinthemeetingbepositiveandkeepdiscussionsconstructiveparticipateandhelpdrivethegrouptowardaccomplishmentofitsgoals meetingroles leaderfacilitatorscribeparticipanttimekeeperprocessobserver aspartofthemeetingplan andagenda eachofthefollowingrolesshouldbeclearlyunderstoodforeachtopic source jonier associates theteamhandbook 1988 leaderrole explainsthepurposeofthemeetingandexpectedoutcomesintroduceskeyspeakersandvisitorsensuresthemeetingplans andagendaarepreparedvalidatedthemeetingagendaassistsfacilitatorwithdecisionmakingprocessoncriticaldecisions e g leadsteamtodecisions makesdecisionswhenappropriate etc source conoco teamwork ateamdevelopmentworkshop 1993 facilitatorrole ensurestheprocessiswell defined understood andappropriatemanagesthemeetingprocesstodeliverobjectiveoutcomesenforcestimecontractsfocusesmeetingdiscussiontocurrenttopicfocusesonthe process morethan content ensuresbalance equalopportunityforparticipationandinputenforcesgroundrules source conoco teamwork ateamdevelopmentworkshop 1993 scriberole recordskeymeetingdiscussionpoints i e minutes anddecisionsverballyvalidatesandsummarizesdecisionsbeforedocumentingthemproducesawrittensummaryofthemeetingforprojectrecordsandcommunicationssometimesthisroleisfilledbythefacilitatororleader participantrole comespreparedtomeetingshavingcompletedanyrequestedpre workparticipatesactivelyinmeetingsdoesnotattackotherteammemberopinionsprovidesconstructivefeedback inputfollowsuponassigneditemsortasksassists supportsasa processobserver source conoco teamwork ateamdevelopmentworkshop 1993 timekeeperrole keepstimefortheoverallmeetingandallagendaitemsadvisesthefacilitatorandgrouponprogressversustimelimitsforeachtopic processobserverrole observesthegroupduringdiscussionandactivitieswatchingfor adherencetogroundrulesandguidingprinciplesadherencetoagreedprocesses timely constructiveinterventionwhenagreedprocessesarenotbeingfollowedorareclearlynoteffective reportstothegroupattheendofthemeetingonwhattheysaw andprovidesfeedbackonwaystoimprovethenextmeeting typicalmeetingstructure ameetingwilltypicallyhavethefollowingformat reviewofagendaandtimecontractassignmentofmeetingrolesreviewofmeetingpurposebrainstorming discussionconsensusdevelopmentdevelopmentofpathforwardplansmeetingfeedback e g likes changes and overallrating source jonier associates theteamhandbook 1988 documentingmeetings documentationservesthefollowingpurposes keepingmembersinformedofkeypointsdocumentingkeydecisionsrecordingassignmentsandcommitmentsinventoryingteamactivitieslistingthebacklogofthingstobedonemessagesforinclusioninexternalcommunicationskeyelementsofmeetingdocumentationare dateandtimeofmeetingnamesofattendeestopicscoveredwithmainpointsagreements decisionsreachednextsteps source jonier associates theteamhandbook 1988 evaluatethemeeting anexampleistoaskthegrouptolistthe likes changes and overallrating forthemeetingreviewandclarifysuggested changes withintheteamforfutureapplicabilityresolveorcreateplanstoaddress changes asappropriateotherapproachesuseanevaluationchecklistorform likeschanges overallrating decisionmaking conflictresolution problemsolving objective expectedresults objective todiscussseveralcommondecisionmakingtechniques including divergent and convergent processes andhowtheyareused expectedresults theteamwillbeabletousethetechniquesdiscussed fosteringfullparticipationinmakingdecision andreducingtheoveralltimerequiredtomakedecisions identifying developingalternatives techniques methods commonwaystoidentifyanddevelopalternativesincludetheuseof divergentprocesses i e thosewhichgenerateamultitudeofalternativesfromdifferentsources brainstormingresearchsurveys brainstorming encourageeveryonetooffertheirideas inturn i e don tholdbackonanyideaseveniftheyseemsillyatthetime themoreideasthebetter maintainafastpace todiscourage analysis critiquing or judgment noopendiscussionofideasisallowed encourage hitchhiking building or triggering ofnewideasbasedonideasgeneratedbyothersinthegroup writeallideasonaflipchartorpost itssothewholegroupcaneasilyscanthem seereferencematerialfromtheteamhandbookactivity practicebrainstormingtechnique source jonier associates theteamhandbook 1988 research surveys researchisdonebycollectingandanalyzingagivensetofdatafromvarioussources e g referencemanualsonasubject procedures regulations analysisofthedatashouldbedonetodeterminewhetherinformationsupportsa bestpractice tobeusedinthedecisionmakingprocess surveysaredonebyposingagivensetofquestionsorchoicestovariousindividuals orgroups askingthemtoprovideresponses surveyresultscanthenbefactoredintothedecisionmakingprocessbasedonopinionsandpreferencesrevealedbythesurvey divergentprocesses waystoelicitparticipation openthediscussionwithabrainstormifthefacilitatororobserver s noticesthatsomeoneisnotparticipating then askpeopletowritetheirideasdownonpost itsgoaroundtheroomaskingeachpersontogivetheirideaaskpeopletosharetheirideaswithapartnerandpresenttheinformationcollectivelybeforeconcludingthesession goaroundthetableagain andaskpeopleoneatatimeiftheysupportdecisionsmadebythegroupifthereisdisagreement thenaskthem whattheywouldsuggestforchanges improvements selectingalternatives techniques methods convergent processes i e movingtowardonepoint areusedtoselectalternativesinthedecisionmakingprocess examplesof convergent processesinclude multivotingnominalgrouptechniquemajorityvoteconsensusteamleader multivoting conductingoneormore polls or votes toselectthemostimportantorpreferreditemsfromalist limiteddiscussion anddifficulty asvotingdecidesoutcomesforgroup arepetitiveprocesstosystematicallyconvergeonthegroup sbestselection e g withdiscussionsbetweenvotes seereferencematerialfromtheteamhandbookactivity practicemultivotingtechnique source jonier associates theteamhandbook 1988 nominalgrouptechnique morestructuredapproachthaneitherbrainstormingormultivoting groupgeneratesalistofalternativesinwriting anddiscusseseach e g clarifications elaboration s pros cons etc thesystematicidentificationofeitherthe most or leastpreferablealternatives effectivetoolwhenallorsomegroupmembersarenewtoeachother goodforhighlycontroversialissues withdominatingoroverbearingmembers orwhenateamisstuckindisagreement seereferencematerialfromtheteamhandbookactivity practicenominalgrouptechnique source jonier associates theteamhandbook 1988 majorityvote decisionsaremadebythelargestnumberinthegroup democratic wayofdecidingonissues vote outcome isusedtosetdirectionforgroup istypicallyeasy fast consistentwaytomakegroupdecisions inherentlyleadsto winners and losers haspotentialtoleavesignificantissues problems andneedsunaddressed leadingtoproblemslater source jonier associates theteamhandbook 1988 consensus isanagreementbyeachindividualontheteamtosupport ornotobjectto decisions recommendations orpositionstakenbytheteam isnot aunanimousvote consensusmaynotreflecteveryone sfirstpreferenceorpriority requires time activeparticipationofallteammembers skillsincommunication andconflictresolution afacilitatedprocess creativethinkingandopen mindedness eachmembermustparticipatefullyinthedecision groupshoulddecideaheadoftimewhenitwillseekforconsensusvs majorityvoteoranotherformofdecision seereferencematerialfromtheteamhandbookactivity practiceconsensustechnique source jonier associates theteamhandbook 1988 anotherwaytolookatconsensus consensusmeansthatallteammembershavesharedtheirviews exploredoptions foundaresolutionthateachiswillingtoacceptandsupportwithothersoutsidetheteam note teammembersmaydifferorevendisagreewiththeresolution but eachteammembermustbewillingtosupportthedecisionandcompletetheirresponsibilitiesoncetheyhavereachedconsensus testingforconsensus beforeconsensusisassumed thefacilitatororleadershould test forconsensus theprocessusedtotestforconsensusisdonebygoingaroundtheroomtoeachperson asking 1 doyouagreewiththedecision 2 canyousupportthedecision 3 ifyoudonotsupportthedecision howcoulditbechangedsothatyoucouldsupportit teamleader usedwhendecisionsmustbemadequickly ifconsensusisnotpossible leadershouldhavebothsupportandagreementofthegrouptomakedecisionsinitsabsence convergentproc