team assessments - Dattner Consulting

Transcription

Dattner Consulting, LLC
Team Building
How to speed up team learning
http://www.dattnerconsulting.com/presentations/teamlearning.pdf
How groups develop, and can overcome, dysfunctional habits
http://www.dattnerconsulting.com/presentations/groupdynamics.pdf
How to build cohesion and foster collaboration in geographically dispersed,
virtual teams
http://www.dattnerconsulting.com/presentations/virtual.pdf
Dattner Consulting’s Team 360
http://www.dattnerconsulting.com/team.pdf
Assessment tools that organizations use to develop teams
http://www.dattnerconsulting.com/presentations/teamhandbook.pdf
“How HR can help boost the ROI of team building offsites”
http://www.dattnerconsulting.com/teambenchmarks
pp. 2 - 17
pp. 18 - 39
pp. 40 - 71
pp. 72 - 90
pp. 91 - 101
pp. 102 - 103
National Public Radio, Morning Edition: Workplace Woes: The Team-Building Retreat
http://www.npr.org/templates/story/story.php?storyId=7627924
Ben Dattner, Ph.D.
Learning Teams
• Conclusion
• Team learning strategies
• Team norms
• Team resources
• Team composition
• Team design
• Factors that constrain or enhance team learning:
• Why team learning is challenging
• Why team learning is important
• Definition
Team Learning
• Conclusion
• Team norms
• Team resources
• Team design
• Factors relevant to team learning
¾ Definition
The process of team learning involves asking
questions, seeking feedback, discussing mistakes,
evaluating results and using this information to
explore and experiment with new ways of
organizing and working on an ongoing basis
Definition
• Team learning is a key component of
organizational learning
• An organization’s capacity to learn is one of its
most important competitive advantages
• Teams are increasingly common and
important in all kinds of organizations
Why team learning is important
• Conclusion
• Team norms
• Team resources
• Team design
¾ Why team learning is important
• Definition
• Rewards are usually geared to individual
performance, not team performance
• It is often difficult to establish a causal link
between learning-oriented team behaviors and
performance outcomes
• The time pressures of performance often take
precedence over team learning
• Learning is stressful, costly and timeconsuming
• It is difficult to unlearn old habits
Why team learning is challenging
• Conclusion
• Team norms
• Team resources
• Team design
¾ Why team learning is challenging
• Definition
(continued)
• Change interaction patterns
• Threaten status hierarchies
• Entail risk
• New ways of working:
• Team members may resist changes
Why team learning is challenging
• Conclusion
• Team norms
• Team resources
• Team design
¾ Why team learning is challenging
• Definition
• Team norms
• Team resources
• Team design
Factors relevant to team learning
• Conclusion
• Team norms
• Team resources
• Team design
¾ Factors relevant to team learning
• Definition
• The team is representative of any relevant
functional areas
• The team includes members with the right
knowledge and experience
• Roles and responsibilities are clearly defined
• The task is well specified
Teams are best able to learn when:
Team design
• Conclusion
• Team norms
• Team resources
¾ Team design
• Definition
• Willingness to speak up
• Enthusiasm for learning
• Members are selected for:
• The team collaboratively selects new members
• There is a good balance between homogeneity
and heterogeneity
• Team members have worked together or
share some common frame of reference
Team composition
• Conclusion
• Team norms
• Team resources
¾ Team composition
• Team design
• Definition
• Team members have mutual respect and trust
• The organizational culture encourages
experimentation and innovation and provides
material and informational support
• The team has access to information, feedback,
training, and coaching
• There is a clear rationale for learning and
change
Team resources
• Conclusion
• Team norms
¾ Team resources
• Team design
• Definition
• Learning accomplishments are celebrated
• Individuals admit and learn from mistakes
• The team experiments with doing things in
new ways and takes prudent risks
• Team members solicit and give candid and
constructive feedback
Team norms
• Conclusion
¾ Team norms
• Team resources
• Team design
• Definition
• Ignorant, incompetent, intrusive or
negative
• Without fear of appearing:
• Seeking help
• Asking questions
• Contradicting what has been said
• Saying what hasn’t been said
• Team members speak up by:
Team norms (continued)
• Conclusion
¾ Team norms
• Team resources
• Team design
• Definition
• Develops a sense of team efficacy
• Uses humor to defuse tension and
reframe situations
• Minimizes blame and embarrassment
• Creates a safe, though not necessarily
comfortable, zone for learning
• Mutual supportiveness is a top priority, and
the team:
• Status differences are minimized to support
openness and a learning orientation
Team norms (continued)
• Conclusion
¾ Team norms
• Team resources
• Team design
• Definition
• The team approaches learning as a complex
adaptive challenge, not as just a simple
technical problem
• The team stops for periodic process checks
• The team conducts “dry runs” with the goal of
learning as much as possible rather than
simply “getting it right” the first time around
• Time to practice is scheduled thoughtfully
• Upfront preparation lays the foundation for
more rapid learning
Team learning strategies
• Conclusion
¾ Team learning strategies
• Team norms
• Team resources
• Team design
• Definition
Learning how to learn more efficiently
and effectively is among the most
important challenges that teams face
Conclusion
¾ Conclusion
• Team norms
• Team resources
• Team design
• Definition
www.dattnerconsulting.com
Ben Dattner, Ph.D.
[email protected]
212-501-8945
Ben Dattner, Ph.D.
Working Groups:
The Ideal, the Real, and the Habitual
Monitors, forecasts, plans
and takes action relevant
to conditions
Adequate material
resources
• Facilitative group structure
(task, composition, norms)
• Supportive organizational
context (rewards,
education, information)
• Available, expert coaching
Clear, engaging direction
[email protected]
© 2002 Dattner Consulting, LLC
Leader
Group
Performance
conditions
Evaluates performance
outcomes to further improve
conditions and processes
• Individual members learn
and obtain personal
satisfactions in the team
• The team’s capability as a
performing unit increases
• Consumers are pleased
with the team’s product
Performance
outcomes
Adapted from: Hackman, J. R., & Walton, R. E. (1986) "Leading groups in organizations"
In P. S. Goodman (Ed.), Designing Effective Work Groups (San Francisco: Jossey-Bass)
Monitors, forecasts, plans,
to processes
Smooth, unconstrained
task execution
• Ample effort is applied to
the task
• Sufficient knowledge
and skill used
• Performance strategies
are task-appropriate
Performance is aligned
and energized
Performance
processes
The ideal performance cycle
2
[email protected]
• Recommendations for Improving Habits
• When Group Habits can Change
• Why Group Habits are Difficult to Change
• Dysfunctions and Risks
• Functions and Benefits
• How Group Habits Develop
• Types of Habits
• Definition
Habits in Groups
3
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Habitual routines in tasktask-performing groups.
groups. Organizational
Behavior and Human Decision Processes, 47, 6565-97.
Gersick, C. J. G. and Hackman, J. R. (1990)
4
• Types of Group Habits
“A habitual routine exists when a group
repeatedly exhibits a functionally similar
pattern of behavior… without explicitly
selecting it over alternative ways of
behaving”
Definition
¾ Definition
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• Functional or dysfunctional
• Inside or outside of member awareness
• Weak/easy to change or strong/difficult
to change
• Peripheral or central to group's activities
5
¾ Types of Group Habits
• Task performance or socio-emotional/
group maintenance
Types of Group Habits
• Definition
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• Developed over time
• Created at first encounter
• "Imported" or pre-specified
How Group Habits Develop
6
¾ How Group Habits Develop
• Definition
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Anxiety
Conflict
Dissent
¾
¾
¾
• Reduction of
• Group cohesion
• Predictability
• Efficiency
Functions and Benefits
7
¾ Functions and Benefits
• Definition
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• Inaction or Incorrect Action
• Faulty Decision Making
• Unproductive Interaction
8
¾ Dysfunctions and Risks
• Inattention to Changing Circumstances
Dysfunctions and Risks
• Definition
• Categorizing new stimuli in old
frameworks
• Incorrect processing of information
• Incomplete information gathering
• Lack of vigilance
• Illusion of invulnerability
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9
Inattention to Changing Circumstances
Dysfunctions and Risks (continued)
• Definition
• There is “venting” without discussion
of possible action steps
• Conflict goes “underground”
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10
• Lack of candid communication and
feedback
• Lack of authenticity
Unproductive Interaction
• Definition
• Lack of clear assignments and
accountability
• Contingency plans not developed
• Alternative interpretations and
scenarios not considered
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11
• Premature closure or no closure
at all
Faulty Decision Making
• Definition
[email protected]
12
• Escalation of commitment to a
failing course of action
• Acting in a way that worked in
the past but won’t work in the
present
• Inertia – not acting at all
Inaction or Incorrect Action
• Definition
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• There is an upfront cost to changing habits and a risk that
changes might not pay off- and the group’s tasks place
immediate demands
• The challenging of habits produces more anxiety- even
for habits the group acknowledges and believes to be
dysfunctional
• Group habits develop as ways to minimize anxiety, so
process discussions about habits create even more
anxiety
13
¾ Why Group Habits are Difficult to Change
• Group members may not be aware of the group's habits
Why Group Habits are Difficult to Change
• Definition
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• Individual members who challenge group habits may be
branded as deviants and marginalized
14
¾ Why Group Habits are Difficult to Change
Change in habits may lead to conflict over power or
authority and a change in the group's configuration
(continued)
• There is the legitimate fear that new habits will be even
more constraining than old ones
•
Why Group Habits are Difficult to Change
• Definition
[email protected]
15
¾ When Group Habits can Change
• The group receives an intervention
• The group’s authority changes
• Task of group changes
• Composition of group changes
• Group experiences failure
• Group encounters novelty
When Group Habits can Change
• Definition
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• Try to illustrate habits as they are enacted
• Give feedback and conduct interventions in the least
anxiety-provoking, most constructive manner possible
• Gauge the group members' readiness to examine and
change their process
16
¾ Recommendations for Improving Habits
• Pick the timing and location of the intervention carefully
Recommendations for Improving Habits
• Definition
[email protected]
• Encourage the group to develop a "second level" habit of
examining its habits by having regular process
discussions
• Don't try to eliminate habits- help the group unlearn bad
habits and learn good ones- "unfreeze, move, refreeze"
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¾ Recommendations for Improving Habits
• When group habits can change
• Why group habits are difficult to change
• Dysfunctions and risks
• Functions and benefits
• How group habits develop
• Types of group habits
• Definition
• Get the group members involved in the identification and
evaluation of their own habits
Recommendations for Improving
Habits (continued)
Works with leader and
group to evaluate and
modify conditions
Process
Consultant
[email protected]
Monitors, forecasts, plans
to conditions
Adequate material
resources
• Facilitative group structure
(task, composition, norms)
• Supportive organizational
context (rewards,
education, information)
• Available, expert coaching
Clear, engaging direction
Leader
Group
Performance
conditions
Evaluates outcomes with
leader and group to improve
Evaluates performance
outcomes to further improve
• Individual members learn
and obtain personal
satisfactions in the team
• The team’s capability as a
performing unit increases
• Clients are pleased with
the team’s product
Performance
outcomes
Adapted from: Hackman, J. R., & Walton, R. E. (1986)
Works with leader and
group to evaluate and
modify processes
Monitors, forecasts, plans,
to processes
Smooth, unconstrained
task execution
• Ample effort is applied to
the task
• Sufficient knowledge
and skill used
• Performance strategies
are task-appropriate
Performance is aligned
and energized
Performance
processes
The Ideal Performance Cycle Revisited
18
[email protected]
• The challenge is to bring the real as close
as possible to the ideal-- to continually
rebalance competing priorities as
circumstances change
• Group performance is either enhanced or
constrained by habits at every stage of the
performance cycle
The Bottom Line
19
[email protected]
(Adapted The Human Side of the Enterprise by Douglas McGregor, New York: McGrawMcGraw-Hill, 1960)
5. There is healthy disagreement. After carefully considering the implications of various
alternatives, the group is able to resolve most disagreements. The group is also able to
continue functioning well despite disagreements which cannot be resolved.
4. The members of the group listen to one another. Points raised by members are
processed by the group, and discussion does not continuously jump between topics. At
the same time, there is not prolonged discussion of any given issue.
3. The task and objective of the group is well understood and accepted by the members.
2. There is a lot of discussion pertinent to the task in which everyone participates. If the
discussion gets off track, someone brings it back on track before too long. At any given
moment, members have an idea about what issue they are discussing and whether
they are trying to share information, make a decision, or plan a course of action.
1. The atmosphere tends to be informal, comfortable and relaxed. There are no obvious
tensions, and people are involved and interested in the group task. Boredom and
frustration are generally absent from the group’s work.
Characteristics of effective work groups
20
Formal voting is kept to a minimum, and the group does not accept a simple
majority as a basis for action. Most decisions are reached by consensus in
which it is clear that everybody has expressed an opinion and is in general
agreement with the chosen course of action.
After decisions are made and action is planned, clear assignments are made
and accepted.
The leader of the group does not dominate it, nor does the group defer unduly
to him or her. During meetings, leadership shifts at times according to the
issue under consideration and the relative involvement and expertise of the
group’s leader and members.
7.
8.
9.
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(Adapted The Human Side of the Enterprise by Douglas McGregor, New York: McGrawMcGraw-Hill, 1960)
10. The group is self-conscious of its own operations, and periodically stops for
process checks. The group is able to use this awareness to improve its
functioning on an ongoing basis.
There is candid but constructive criticism of ideas, and little evidence of
personal attacks. People feel free to express their feelings as well as their
ideas. There are no hidden agendas, and each group member has an accurate
picture of the thoughts and feelings of all other group members about any
important issue.
6.
Characteristics of effective work groups
21
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212-501-8945
Ben Dattner, Ph.D.
22
Ben Dattner
Virtual Teams
Conclusion
OD Interventions
Implementation
Challenges of Virtual Teams
Opportunities of Virtual Teams
Importance
Characteristics
Definition
Virtual Teams - Agenda
1
• Conclusion
(Lipnack, J. & Stamps, J. [1997]. Virtual teams reaching across space, time, and
organizations with technology. New York: John Wiley & Sons, Inc.)
2
• OD Interventions
• Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
“A virtual team works across space, time, and organizational
boundaries with links strengthened by webs of communication
technologies.”
Definition
¾ Definition
• Conclusion
• Task forces: teams that are formed for a specific project.
• Long term teams: teams that work on a more permanent
basis.
3
• Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
¾ Characteristics
Virtual teams might be used in different circumstances and
situations:
Types:
Definition
¾ Definition
• Conclusion
• Team members need to collaborate to accomplish tasks
• Team members possess relevant knowledge in areas of
expertise
• Team members often work in different functional areas
4
• Implementation
• Challenges
• Opportunities
• Importance
¾ Characteristics
• Often set up as temporary structures: membership is fluid and
evolves according to changing task requirements
• Work together by means of information technology
• Often inter-organizational
• Geographically and often temporally distributed
Characteristics
• Definition
• Challenges
• Opportunities
¾ Importance
• Characteristics
• The availability of technology, the possibility to connectivity,
collaboration and communication via:
– Internet, intranet
– Email, instant messaging
– Electronic groupware
– Audio and videoconferencing
5
• Implementation
Why are virtual teams so popular?
• Conclusion
• Globalization:
– Highly competitive and dynamic environment
– Rising customer expectations: “bigger, better, faster”
– “Need to do more with less”
Importance
• Definition
• Conclusion
– Increase in teleworking: approximately 50% of the U.S. work
force work from home at least some of the time or from
customer locations (Harris Interactive)
6
• Implementation
• Challenges
• Opportunities
¾ Importance
• Characteristics
– Flatter hierarchies, more partnership-based organizations
– Team-oriented structures
– Geographical dispersion of essential employees
– Process- and project-oriented structures
– Downsized and lean organizations
Why are virtual teams so popular?
Importance
• Definition
• Conclusion
• Implementation
• Challenges
¾ Opportunities
• Importance
• Characteristics
7
¾ Virtual teams can rapidly be formed by dispersed experts and
redeployed or disbanded (Potter, Cook & Balthazar, 2000)
¾ Employees can be assigned to multiple, concurrent teams (Cascio, 2000)
¾ Dynamic team membership allows people to move from one project
to another (Cascio, 2000)
• Increases flexibility and responsiveness:
¾ Allows firms to expand their potential labor markets, giving access
to previously unavailable expertise and enabling them to hire and
retain the best people regardless of their physical location (Cascio, 2000)
¾ Saves organizations time and travel expenses (Cascio, 2000)
¾ Often allows team members to work from home (Katzenbach & Smith, 2001)
• Allows employees to be located anywhere in the world:
Virtual teaming
Opportunities
• Definition
• Conclusion
• Implementation
• Challenges
¾ Opportunities
• Importance
• Characteristics
2000)
¾ By working with and presenting a local presence to a company’s
global clients
¾ Team communications and work reports are available online to
facilitate swift responses to the demands of a global market (Cascio,
• Enhances global competitiveness:
8
¾ Because of the time differences between different locations, the
organization may gain the benefit of a 24-hour shift though
members would only work an eight-hour day. (Willmore, 2000)
¾ By organizing the work in the correct sequence, one team may
continue the work as it is left at the end of the other team’s workday.
Virtual teaming
• Enables better resource utilization:
Opportunities
• Definition
Virtual interaction seems to be effective at reducing various kinds of
discrimination within team members. With visual stimuli removed, the
focus is more on content and less on the person generating the content
•
Allows physically challenged people, retired individuals and those with
child or eldercare obligations to contribute to companies looking for the
most knowledgeable team members possible (Hagen, 1998)
•
Advantageous for individual from foreign countries or shy individuals
who are apt to be more comfortable and productive in virtual teams
•
9
Dysfunctional team behaviors such as dominating, interrupting, arriving
late, and carrying on side conversations are less frequent.
•
(Willmore,
Willmore, 2000)
Virtual teams using groupware generate more ideas in brainstorming
sessions than the same participants working face-to-face
• Conclusion
• Implementation
• Challenges
¾ Opportunities
• Importance
• Characteristics
•
Research has shown that virtual teams can outperform
face-to-face teams:
Opportunities
• Definition
• Conclusion
• Implementation
• Challenges
¾ Opportunities
• Importance
• Characteristics
10
• Other companies deploying virtual teams include Ericsson, HP,
Honeywell, GE, DaimlerChrysler, and Oracle
¾ Saves 40-60% per site of real estate expenses through virtual
workplaces
¾ Internal studies show an increased productivity of 15 to 40%
for teleworking employees.
• IBM:
Multiple teams are working together from different parts of the
globe on a single product
• Motorola:
Opportunities - Best Practices
• Definition
• Conclusion
• Implementation
¾ Challenges
• Opportunities
• Importance
• Characteristics
11
• Studies show that collaboration technologies hinder the
development of a strong sense of cohesion and satisfaction with
the group’s interaction process.
• Because exchanging information is more difficult, virtual teams
tend to be more task-oriented and exchange less social-emotional
information, slowing the development of relational links which have
been shown to be important for motivation, morale, decisionmaking and creativity.
• Issues of trust because traditional social control based on authority
gives way to self-direction and self-control (Cascio,
Cascio, 2000)
Building trust and relationships:
Challenges
• Definition
• Conclusion
• Implementation
¾ Challenges
• Opportunities
• Importance
• Characteristics
• Defining rules of conduct, assigning roles, agreeing on
communication methods
Building shared purposes, charter, protocol:
12
• Virtual teams need more time due to asynchronous communication
media (“turnaround time”)
• Lack of physical interaction with its associated verbal and
nonverbal cues reduces the richness of the information transmitted
by virtual team members and the synergies that often accompany
face-to-face communication
Computer-mediated communication methods impose constraints on
communication that are likely to affect a group’s performance:
Challenges
• Definition
• Implementation
¾ Challenges
• Opportunities
• Importance
• Characteristics
13
• Conclusion
Developing norms of accountability:
• It may be more difficult to establish impactful accountability in the
absence of in person social cues
Culture clashes and cultural awareness:
• Multinational enterprises increasingly use cross-cultural teams
which can bring communication problems.
• Since team members may not even be members of the same
organization or may be members of independent divisions of the
same organization, organizational cultures of the team members
may be very different.
Virtual teams have less effective performance and communication,
and take longer to complete tasks than face-to-face teams
Challenges
• Definition
• Conclusion
14
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
Bal, J. & Teo, P.K. (2001). Implementing virtual teamworking: Part 2 - a literature review. Logistics Information
Management; 14,3.)
• Reward and performance measures
• Shared values, team, and organizational process
• Trust
• Communication
• Leadership and team member roles
• Goals and objectives
Implementation: Six Key Issues
• Definition
The clarity of purpose and the participatory process by which the group
achieves is “the best predictor” of virtual team success (Lipnack & Stamps, 1997)
•
15
Lack of physical contact may “make the link between charter and work
more tenuous” (Duarte & Snyder, 1999).
Haywood, 1998)
Charter, mission, vision, and goals and objectives must provide
direction to a team and help them stay in tune and aligned (Henry & Hartzler,
Hartzler, 1998;
- Must be aligned with corporate strategy
- Must be clearly defined in the early state of working together
Due to the lack of bureaucratic rules and regulations, it is essential to
have clear goals and objectives, which
• Conclusion
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
•
•
•
Goals and objectives:
• Definition
• Conclusion
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
• Shift to a results-oriented management style
• Share leadership: leadership shifts to a team member who has
the expertise to deal with specific problems (Duarte & Snyder, 1999)
• Establish protocols
1997)
16
• Clearly define team member roles and responsibilities (Fisher & Fisher,
It is therefore important to:
• It means to exert influence with little social control
• The role of virtual team leader is more demanding than
conventional team leaders experiencing unique challenges
Leadership and team member roles:
• Definition
• Conclusion
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
17
• Virtual teams should be self-directing to a significant degree (Lipnack
& Stamps, 1997): the ability to play multiple roles, greater clarity of roles
and role flexibility are essential in virtual teams
• Provide management support and facilitate face-to-face meetings
• Design a performance appraisal system that reflects the team’s
accountability and which gives credit to individuals for special
contributions
• Provide team with sufficient and equal resources, i.e. technology
It is important for leadership and team member roles to:
• Definition
• Conclusion
• Interpersonal skills
18
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
• Boundary management (understanding and sensitiveness to
cultural differences)
• Self-management
• Use of technology
• Networking
• Project management skills
• Adaptability and Flexibility
Competencies for virtual team members: (Duarte & Snyder, 1999):
• Definition
• Conclusion
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
• Introverts may be especially adept
• Tolerance, flexibility
• Patience, persistence and perseverance
• Comfort in working in dispersed environments
19
Further personality characteristics that should be considered when
choosing team members:
• Definition
• Conclusion
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
20
• The total amount of information exchange in virtual teams is less
than that in face-to-face groups (Hightower et al, 1998)
• Communication in virtual teams is likely to be less effective than
in traditional teams (Duarte & Snyder, 1995)
but:
Stamps, 1997)
• Importance of communication in building relationships:
communication is “a process of developing relationship” (Lipnack &
• “Collaboration is born in the ability of a group to dialogue with
sufficient depth and opportunity to establish trust and open
communication” (Dyer, 1995)
Communication
• Definition
• Conclusion
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
Enhancing Cross- Culture communication
•
• Face-to-face communication is irreplaceable, i.e. for sensitive
negotiations
21
• Compatible hardware and software, equal ability to access shared
resources and communication information to the team (Haywood, 1999)
1999: task/communication matrix)
• Choice of ideal technology depends on the type of task (Duarte & Snyder,
1997)
• Use of multiple media or communication technologies to enhance
communication and the development of relationships (Lipnack & Stamps,
• Two-way communication and standards for availability and
acknowledgement (Henry & Hartzler,
Hartzler, 1998; Haywood, 1998)
Key principles for effective distance communication:
• Definition
“Trust develops through frequent and meaningful interaction, where
individuals learn to feel comfortable and open in sharing their individual
insights and concerns where ideas and assumptions can be challenged
without fear or risk of repercussion and where diversity of opinion is
valued over commonality and compliance.” (Holton, 2001)
• Conclusion
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
22
• Trust also means the ability to predict the other team member’s
behavior and commitment, and trust affects the performance and
is essential to building a healthy virtual team
– performance and competence
– Integrity
– concern for the well-being of others
• 3 trust-building factors, which must exist consistently to maintain
a high level of trust in virtual teams (Duarte & Snyder, 1999):
•
Trust and building relationships:
• Definition
• Conclusion
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
23
• The use of synchronous communication tends to take a shorter
time to build relationships (Haywood, 1998)
• Virtual teams should be given sufficient time to develop the same
level of relational links as face-to-face groups
• Arrange face-to-face meetings regularly and for important issues,
i.e for personnel changes, sensitive subjects (Haywood, 1998)
• Facilitate informal face-to-face contact early in the project life
cycle, messaging, sharing of stories and perspectives
Trust has to be built before a new team can start working
• Definition
• Conclusion
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
24
• Provide a common vision of how team members will interact and
how they should treat each other so that they establish a
common expectation for team member behavior
• Help minimize misunderstandings typically associated with group
interaction and eliminate the wasted time for reinvention of
operating practices
• Values, beliefs and operating agreements help the team work
effectively by providing a guide to follow and facilitating team
processes
Shared values, team, and organizational process:
• Definition
• Conclusion
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
25
• Duarte & Snyder (1999) suggest a organization-wide
standardization which should include: definitions of requirements;
estimates of costs; procurement; team charters; project planning;
documentation; reporting; and controlling
• Specific roles and responsibilities, expectations around
communications (Henry & Hartzler,
Hartzler, 1998)
• How to run meetings, meeting deadlines
• Process for prioritization of work
• Use of common methodologies for problem-solving and decisionmaking (Henry & Hartzler,
Hartzler, 1998)
Agreed-upon values and organizational and team processes should
include:
• Definition
• Conclusion
¾ Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
• “Unifying purpose with shared rewards” (Lipnack & Stamps, 1997) : shared
rewards increase team accountability and trust in the other
member’s commitment.
• Redesign performance measures and reward systems
specifically for virtual team members
26
• There can be difficulties when team members are from different
organizations with different compensations structures
• Most companies do not have any specific compensation and
benefits system for virtual teams, using the same as for the rest
of the organization. (Duarte & Snyder, 1999)
Reward and performance measures:
• Definition
• Conclusion
¾ OD Interventions
• Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
27
Team Building Interventions:
• Provide formal training and coaching of virtual team members
about
– Establishing norms for group interaction, guidelines
– Cultural differences, developing cultural understanding, crosscultural awareness
– Developing relational links by establishing group status of
members
– Defining task roles of group members
Team members are often brought together from different locations,
functional areas and cultural perspectives.
OD Interventions
• Definition
• Conclusion
¾ OD Interventions
• Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
Communication and Management training
• Facilitating team building, problem-solving
• Developing skills in virtual time management and networking
Coaching and Mentoring:
28
• Emphasis on team contribution: team accountability put in
individual performance appraisals
• Performance appraisal systems which put greater weight on team
contribution rather than just individual performance help establish
norms for group interaction and guidelines
Goal setting, performance management and appraisal systems:
OD Interventions
• Definition
• Conclusion
• Merrill Lynch: Offers formal training programs that include
simulation exercises and technology training.
• IBM: Designed a training program for all virtual team members
based on a survey.
• HP: developed a mandatory management training for managers
of virtual teams. The course provides techniques for evaluation,
team meetings guidelines and more.
• AT & T: equip all remote workers with office furniture, computing
equipment and high speed phones.
29
¾ OD Interventions
• Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
Examples of ways in which companies ensure team effectiveness:
OD Interventions
• Definition
¾ Conclusion
• Implementation
• Challenges
• Opportunities
• Importance
• Characteristics
30
• OD interventions can help in minimizing and even preventing the
development of dysfunctional dynamics.
• The challenges stem largely from the physical separation of team
members: communication and relationship-building is constrained
by technical and cultural boundaries and are likely to affect a
group’s performance.
• Virtual teams offer many opportunities and are an inescapable
trend.
• Virtual teams realize a new concept of work: “working anywhere,
anytime, and with anyone”.
Conclusion
• Definition
Ben Dattner
[email protected]
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31
DTRV6MD2QQ4/TG4EI3Z631
Dattner Consulting Team Feedback
Test Team
Feedback Report
www.snapesolutions.com | Atlanta, Georgia | 404-496-4096
1
About This Survey
This multi-rater survey is designed to assist your team in assessing and developing its effectiveness. As an aggregated report of the
perceptions of the members of the team, it is intended to:

Help your team identify its strengths and areas for improvement

Enable the individual members of the team to better understand each others’ perspectives

Serve as a quantitative baseline for the team’s progress over time

Catalyze constructive discussions about how the team can be more effective

Demonstrate that the team is open to feedback and committed to continuous improvement
Rater Groups That Provided Feedback
Rater Group
# of Respondents (n) # Invited to Participate
9
9
About The Rating Scale
Scale Option
Assigned Value
n/a
0
strongly disagree
1
disagree
2
neutral
3
agree
4
strongly agree
5
Reverse scored items: In order to make safeguard against response bias and to ensure that respondents read each question carefully,
questions 3 and 6 in each category are negatively worded. In the final report, they are "reverse scored", meaning that the response that
was given is subtracted from 6. This reverse scoring ensures that in the final report, higher scores are always better. For example, if a
respondent answers question 3 "There is ambiguity on the team about what different team members are responsible for" with a "1" for
"strongly disagree", that is reported as a 5. If the respondent answered "5" for "strongly agree" with question 3, that is reported as a 1.
Items Copyright 2007 Dattner Consulting LLC
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2
Team Competency Profile
The Competency Profile radar chart below shows scores with each rating group across all Competencies. Radar charts are useful in easily
spotting gaps between Rater groups' ratings of a team. More favorable scores fall toward the outside of the chart.
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3
Summary of All Competency Categories
Summary of all competency groups sorted by Rater group.
Clarity
 The team's function and purpose is clear
 Individual roles, responsibilities and levels of authority are clear
 There is ambiguity on the team about what different team members are responsible for
(Reverse Scored Item)
 The team as a whole receives clear feedback about its performance
 Individuals on the team receive clear feedback about their performance
 It is unclear what the team is collectively accountable for (Reverse Scored Item)
 It is clear why the team is structured the way it is
 The clarity of roles and responsibilities is becoming clearer over time
Commitment and cohesion
 The members of the team are committed to the team's success
 Members of the team enjoy, and are energized by, working with one another
 The members of the team do not trust one another (Reverse Scored Item)
 Individuals on the team are willing to sacrifice their individual interest for the good of the
team as a whole
 Members of the team feel a strong sense of collective accountability and
interdependence
 There are unproductive personal tensions between individual members of the team
 This is one of the most cohesive teams I have worked on in my career
 Our ability to effectively collaborate with one another is increasing over time
Communication
 People on the team do their best to keep one another in the loop
 There is open communication and people speak up and share their true feelings and
concerns
 It is unclear where members of the team stand on important issues (Reverse Scored
Item)
 Members of the team listen to one another and verify their shared understanding
 The team speaks with one voice to the rest of the organization about critical issues
 There are often elephants in the room and tensions and conflicts that the team does not
surface or resolve (Reverse Scored Item)
 When people disagree with one another, they do so in a constructive and respectful
manner
 The team's communication is improving over time
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Decision making
 The team arrives at decisions that are generally better than if decisions had been made
by individuals on the team
 The team generally learns from bad decisions and does not repeat them
 The team takes too long to make decisions and misses opportunities as a result of
delays (Reverse Scored Item)
 The team uses a good process for decision making, considering a wide enough set of
scenarios and contingencies
 The team as a whole delegates the decisions to the appropriate individual members of
the team
 The team rushes to judgment and makes decisions without having fully analyzed
potential risks and rewards (Reverse Scored Item)
 Decisions are not made before everyone on the team has had an opportunity to share a
point of view
 The quality of the team's decision making is improving over time
Norms
 The team has developed good norms for most important aspects of the team's
interactions
 The team is willing to change its strategy and approach in order to adapt to change
 The team does not handle conflict well with other teams or external entities (Reverse
Scored Item)
 Differences and diversity are welcomed and validated by the team
 The team celebrates its accomplishments as a team
 The team unfairly singles out certain members for credit when things go well or blame
when things go wrong (Reverse Scored Item)
 Meeting and exceeding the needs of internal and/or external customers is a priority for
the team
 The norms of the team are improving over time
Meetings
 The team's meetings are efficient and effective
 The team successfully structures its meetings most of the time
 Members of the team often wonder why issues discussed in team meetings can't be
resolved offline (Reverse Scored Item)
 It is clear during meetings who has what role and why
 At the end of meetings, accountabilities and next steps are clear to everyone
 Team meetings are characterized by a high degree of dissatisfaction and frustration
 Important decisions get made during the team's meetings
 The team's meetings are becoming more efficient and effective over time
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5
Self awareness
 Individual members of the team are self-aware about how they come across to others
 Members of the team explicitly point out when the team has shifted strategy or direction
 The team does not recognize when it is repeating strategies or tactics that have not
worked in the past (Reverse Scored Item)
 Members of the team admit mistakes, apologize, and share learnings with one another
 The team engages in periodic process checks to discuss how things are going
 The team approaches tasks mindlessly, as if on autopilot (Reverse Scored Item)
 Individual members of the team are becoming more self aware over time
 The team is becoming more self aware over time
Leadership
 Power in this team is based on expertise rather than position or seniority
 The leader of the team provides coaching and cares about developing the capabilities of
the members of the team
 The leader of the team acts too much like a member of the team to be able to effectively
lead (Reverse Scored Item)
 Members of the team trust that the leader will be as supportive as possible
 The leader of the team provides support and empowerment to the team
 The team defers too much to its leader and does not make independent decisions
 The leader of the team intervenes appropriately to help create an environment which is
conducive to high team performance
 The leadership of the team is improving over time
Overall
 I'm glad to be a member of this team
 This team is performing well
 This team's performance is improving over time
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Individual Survey Items
Graphs below show the average ratings for each survey item.
Survey Item
Responses by Rater Group
Hi Lo n
Clarity
1. The team's function and purpose is clear
5
1 9
Hi Lo n
Clarity
2. Individual roles, responsibilities and levels of authority are clear
4
1 9
Hi Lo n
Clarity
3. There is ambiguity on the team about what different team members are responsible
for (Reverse Scored Item)
5
1 9
Hi Lo n
Clarity
4. The team as a whole receives clear feedback about its performance
4
1 9
Hi Lo n
Clarity
5. Individuals on the team receive clear feedback about their performance
5
1 9
Hi Lo n
Clarity
6. It is unclear what the team is collectively accountable for (Reverse Scored Item)
4
1 9
Hi Lo n
Clarity
7. It is clear why the team is structured the way it is
4
1 9
Hi Lo n
Clarity
8. The clarity of roles and responsibilities is becoming clearer over time
4
[email protected]
1 9
1-212-501-8945
7
Hi Lo n
9. The members of the team are committed to the team's success
5
1 9
Hi Lo n
10. Members of the team enjoy, and are energized by, working with one another
5
1 9
Hi Lo n
11. The members of the team do not trust one another (Reverse Scored Item)
5
1 9
Hi Lo n
12. Individuals on the team are willing to sacrifice their individual interest for the
good of the team as a whole
4
1 9
Hi Lo n
13. Members of the team feel a strong sense of collective accountability and
interdependence
5
1 9
Hi Lo n
14. There are unproductive personal tensions between individual members of the team
5
2 9
Hi Lo n
15. This is one of the most cohesive teams I have worked on in my career
4
1 9
Hi Lo n
16. Our ability to effectively collaborate with one another is increasing over time
5
[email protected]
2 9
1-212-501-8945
8
Hi Lo n
Communication
17. People on the team do their best to keep one another in the loop
5
3 9
Hi Lo n
Communication
18. There is open communication and people speak up and share their true feelings
and concerns
5
2 9
Hi Lo n
Communication
19. It is unclear where members of the team stand on important issues (Reverse
Scored Item)
4
3 9
Hi Lo n
Communication
20. Members of the team listen to one another and verify their shared understanding
5
1 9
Hi Lo n
Communication
21. The team speaks with one voice to the rest of the organization about critical issues
5
1 9
Hi Lo n
Communication
22. There are often elephants in the room and tensions and conflicts that the team does
not surface or resolve (Reverse Scored Item)
5
2 9
Hi Lo n
Communication
23. When people disagree with one another, they do so in a constructive and
respectful manner
5
1 9
Hi Lo n
Communication
24. The team's communication is improving over time
5
[email protected]
1 9
1-212-501-8945
9
Hi Lo n
Decision making
25. The team arrives at decisions that are generally better than if decisions had been
made by individuals on the team
5
2 9
Hi Lo n
Decision making
26. The team generally learns from bad decisions and does not repeat them
3
1 9
Hi Lo n
Decision making
27. The team takes too long to make decisions and misses opportunities as a result of
delays (Reverse Scored Item)
5
1 9
Hi Lo n
Decision making
28. The team uses a good process for decision making, considering a wide enough set
of scenarios and contingencies
3
1 9
Hi Lo n
Decision making
29. The team as a whole delegates the decisions to the appropriate individual
members of the team
4
1 9
Hi Lo n
Decision making
30. The team rushes to judgment and makes decisions without having fully analyzed
potential risks and rewards (Reverse Scored Item)
4
1 9
Hi Lo n
Decision making
31. Decisions are not made before everyone on the team has had an opportunity to
share a point of view
5
1 9
Hi Lo n
Decision making
32. The quality of the team's decision making is improving over time
4
[email protected]
2 9
1-212-501-8945
10
Hi Lo n
Norms
33. The team has developed good norms for most important aspects of the team's
interactions
5
2 9
Hi Lo n
Norms
34. The team is willing to change its strategy and approach in order to adapt to change
5
1 9
Hi Lo n
Norms
35. The team does not handle conflict well with other teams or external entities
4
2 9
Hi Lo n
Norms
36. Differences and diversity are welcomed and validated by the team
4
1 9
Hi Lo n
Norms
37. The team celebrates its accomplishments as a team
5
1 9
Hi Lo n
Norms
38. The team unfairly singles out certain members for credit when things go well or
blame when things go wrong (Reverse Scored Item)
5
1 9
Hi Lo n
Norms
39. Meeting and exceeding the needs of internal and/or external customers is a
priority for the team
4
1 9
Hi Lo n
Norms
40. The norms of the team are improving over time
4
[email protected]
1 9
1-212-501-8945
11
Hi Lo n
Meetings
41. The team's meetings are efficient and effective
4
1 9
Hi Lo n
Meetings
42. The team successfully structures its meetings most of the time
5
2 9
Hi Lo n
Meetings
43. Members of the team often wonder why issues discussed in team meetings can't
be resolved offline (Reverse Scored Item)
5
1 9
Hi Lo n
Meetings
44. It is clear during meetings who has what role and why
4
1 9
Hi Lo n
Meetings
45. At the end of meetings, accountabilities and next steps are clear to everyone
4
2 9
Hi Lo n
Meetings
46. Team meetings are characterized by a high degree of dissatisfaction and
frustration (Reverse Scored Item)
3
1 9
Hi Lo n
Meetings
47. Important decisions get made during the team's meetings
5
1 9
Hi Lo n
Meetings
48. The team's meetings are becoming more efficient and effective over time
3
[email protected]
1 9
1-212-501-8945
12
Hi Lo n
Self awareness
49. Individual members of the team are self-aware about how they come across to
others
4
1 9
Hi Lo n
Self awareness
50. Members of the team explicitly point out when the team has shifted strategy or
direction
5
2 9
Hi Lo n
Self awareness
51. The team does not recognize when it is repeating strategies or tactics that have not
worked in the past (Reverse Scored Item)
5
2 9
Hi Lo n
Self awareness
52. Members of the team admit mistakes, apologize, and share learnings with one
another
4
2 9
Hi Lo n
Self awareness
53. The team engages in periodic process checks to discuss how things are going
4
2 9
Hi Lo n
Self awareness
54. The team approaches tasks mindlessly, as if on autopilot (Reverse Scored Item)
4
2 9
Hi Lo n
Self awareness
55. Individual members of the team are becoming more self aware over time
5
1 9
Hi Lo n
Self awareness
56. The team is becoming more self aware over time
4
[email protected]
1 9
1-212-501-8945
13
Hi Lo n
Leadership
57. Power in this team is based on expertise rather than position or seniority
5
2 9
Hi Lo n
Leadership
58. The leader of the team provides coaching and cares about developing the
capabilities of the members of the team
4
1 9
Hi Lo n
Leadership
59. The leader of the team acts too much like a member of the team to be able to
effectively lead (Reverse Scored Item)
4
1 9
Hi Lo n
Leadership
60. Members of the team trust that the leader will be as supportive as possible
3
1 9
Hi Lo n
Leadership
61. The leader of the team provides support and empowerment to the team
4
1 9
Hi Lo n
Leadership
62. The team defers too much to its leader and does not make independent decisions
4
1 9
Hi Lo n
Leadership
63. The leader of the team intervenes appropriately to help create an environment
which is conducive to high team performance
4
1 9
Hi Lo n
Leadership
64. The leadership of the team is improving over time
4
[email protected]
1 9
1-212-501-8945
14
Hi Lo n
Overall
65. I'm glad to be a member of this team
4
1 9
Hi Lo n
Overall
66. This team is performing well
5
1 9
Hi Lo n
Overall
67. This team's performance is improving over time
4
[email protected]
1 9
1-212-501-8945
15
Highest and Lowest Ranked Items
Average
Rating
Highest Rated Items
1. Communication: People on the team do their best to keep one another in the loop
4.2
2. Communication: There is open communication and people speak up and share their
true feelings and concerns
4.2
3. Commitment and cohesion: Our ability to effectively collaborate with one another is
increasing over time
4
4. Leadership: Power in this team is based on expertise rather than position or seniority
4
5. Clarity: The team's function and purpose is clear
3.9
Average
Rating
Lowest Rated Items
1. Decision making: The team generally learns from bad decisions and does not repeat
them
1.8
2. Meetings: The team's meetings are efficient and effective
1.8
3. Meetings: The team's meetings are becoming more efficient and effective over time
1.8
4. Decision making: The team uses a good process for decision making, considering a
wide enough set of scenarios and contingencies
1.9
5. Self awareness: The team is becoming more self aware over time
1.9
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Open-ended Comments
All respondents are asked to provide open-ended commentary. The comments below are presented exactly as they were entered by
respondents.
Clarity: Please share specific observations. What is clear on the team? What is not clear?
Our job tasks are clear. The time we should spend on the job is not clear.
The goals of the team are clear, but the methodology used to reach those goals are not clear.
Clarity: Please share constructive suggestions. What would bring greater clarity to the team?
If we where given a realistic plan for project timing.
The team leader could work with each member of the team to plan out a breakdown of how they will assist in achieving the group's
goals.
Commitment and cohesion: Please share specific observations. How strong is commitment and
cohesion on the team?
It was a lot stronger before we switched from a team commission system to an individual one.
We have a new team here, so it takes time for cohesion. But initially as most of us joined the organization at the same time there is a
bond that exists.
Commitment and cohesion: Please share constructive suggestions. What would make commitment
and cohesion stronger on the team?
The team would be stronger if we had team incentives for good team performance.
Communication: Please share specific observations. How good is communication on the team?
That really depends on who is communicating. Our team manager can give one instruction which is agreed upon by all who are present
at the meeting, but when the message is passed onto workers further down the chain, something often gets lost in translation from
theory into practice.
Very good when we are all in the same location, but very poor when we are at different work sites.
Communication: Please share constructive suggestions. What would improve communication on the
team?
If we had an intranet program where people from across the company could log in and add comments to issues we have posted.
Decision making: Please share specific observations. How good is the team at decision making?
:
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Usually we argue for about 10 minutes, before finally our team manager makes a decision.
We don't really make team decisions, it is more often the team leader that makes the decisions.
We make decisions based on individual ideas and proposals at the beginning of each week. It is very democratic.
Decision making: Please share constructive suggestions. What would improve the team's decision
making?
If each idea was allowed to sit for a day before being ripped apart by the more senior team members.
If we were actually invited to contribute to project planning as a group.
Leadership: Please share specific observations. What are the strengths of the team's leader(s)?
He is very clear about what wants from us as a team, and he is a good motivator.
He is very creative and that inspires many of us. Also his approach to management and other departments is very relaxed, which
signifies our importance to the company.
Leadership: Please share constructive suggestions. How might the team's leader(s) become more
effective in leading the team?
.
Meetings: Please share specific observations. How efficient and effective are team meetings?
We get a lot done when everyone is here, but that is quite rare. We all have clients to visit at unpredictable times.
Meetings: Please share constructive suggestions. What could improve in the team's meetings?
Each team member could be given an objective before each meeting of what they should aim to contribute or take from the meeting.
More structure would help, like documenting what we have discussed and what we plan to do.
Norms: Please share specific observations. What are the team's norms?
Norms: Please share constructive suggestions. What team norms need to change?
The way our staff talk down the competition in front of clients is not professional, but it is something our management often do.
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Overall: What is going well on the team?
Our approach to creating new ideas, proposals and our encouragement of thinking outside of the box.
We are hitting our team sales targets.
Overall: What is changing on the team?
We have a high turnover of staff.
Overall: What needs to change on the team?
Individual members need to take more responsibility for the team performance, and be rewarded for doing so.
The methodology used by our manager in regards to projects and time management.
Overall: What topics would it be valuable for the team to discuss and/or debate?
Ways to get past the gatekeepers at client organizations.
Self awareness: Please share specific observations. Is the team able to learn from past experience?
Yes, but our situations change when our projects change, so it isn't often that we can experience the same situation or problem twice.
Self awareness: Please share constructive suggestions. What would enhance or accelerate the team's
self awareness?
If we discussed more frequently areas of our work that could be improved upon.
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19
TEAM ASSESSMENTS
DATTNER CONSULTING, LLC
WWW.DATTNERCONSULTING.COM
Ben Dattner, Ph.D.
[email protected]
212-501-8945
Allison Dunn, MA
[email protected]
212-734-3578
TEAM ASSESSMENTS
CAMPBELL-HALLAM TEAM DEVELOPMENT SURVEY ………….. ……………………...
PAGE 3
DATTNER CONSULTING ONLINE TEAM 360 ………….. ……………………………….
PAGE 4
EMOTIONAL COMPETENCE INVENTORY WORKFORCE AUDIT…………………………...
PAGE 5
FIVE DYSFUNCTIONS OF A TEAM ONLINE ASSESSMENT ……………………………..…
PAGE 6
FORRESTER/DREXLER TEAM PERFORMANCE INDICATOR ……………………….………
PAGE 7
TEAM DIAGNOSTIC SURVEY ……………….…..........................................…….………
PAGE 8
TEAM EFFECTIVENESS SURVEY …………………………………………………………
PAGE 9
TEAM PERFORMANCE QUESTIONNAIRE ………………………………………………… PAGE 10
TEAMSCAN ……………………………..…………………………………………....…
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PAGE 11
2
CAMPBELL-HALLAM TEAM DEVELOPMENT SURVEY
Publisher:
Pearson Performance Solutions
1-800-922-7343
http://www.pearsonps.com/rlh/instruments/tds.htm
This assessment is for:
Team performance and development, focuses on strengths and weaknesses
Team Dimensions Assessed:
19 factors grouped into 4 major themes that influence work groups; scores are standardized and
compared with scores from other teams:
¾ Resources (Time and Staffing,
Information, Material Resources,
Organizational Support, Skills,
Commitment)
¾ Efficiency (Mission Clarity, Team
Coordination, Team Unity,
Individual Goals, Empowerment)
¾ Improvement (Team Assessment,
Innovation, Feedback, Rewards,
Leadership)
¾ Success (Satisfaction, Performance,
Overall Index)
Logistics:
¾ 2 forms: 72-item Member Survey and a 22-item Observer Survey
¾ 20-25 minutes to complete
¾ Paper and Pencil or Online
Certifications: A degree in business, psychology, industrial relations or a related field.
Output: 1) Team Report, to be used by the facilitator, and 2) Member Report, each includes the
team profile and team item responses as well as the individual member's personal responses. A
narrative summary is also provided, which includes suggested strengths, areas for improvement,
and suggested actions for improvement. The team report is similar, without the individual
information, and also includes suggested steps for discussing the results.
“Areas for Improvements (From Your Perspective): Many of your scores are below average, and
your lowest scores are in the areas of Skills (30), Information (35), and Individual Goals (36).
You report many specific problems including the following: you would be more effective if you
had a certain tool, resource, or piece of equipment; the team suffers from a lack of training or
experience…”
Cost: $15 per individual survey and report; $60 per team report including scoring of one team
report, narrative summary profile, profile, and item response summary
[email protected]
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DATTNER CONSULTING ONLINE TEAM 360
Publisher:
1-212-501-8945
http://www.dattnerconsulting.com/team
[email protected]
Teams that want to better understand and build their efficiency and effectiveness
Attributes/Abilities Assessed:
64 competencies in eight categories; scales based on ratings submitted by team members:
¾
¾
¾
¾
¾
¾
¾
¾
Clarity
Communication
Decision making
Norms
Meetings
Self awareness
Leadership
Logistics:
¾ 68 items
¾ 360 degree feedback
¾ Administered online only
Certifications: N/A.
Output: Feedback Report includes anonymous, aggregated quantitative ratings as well as
verbatim qualitative feedback.
“The team uses a good process for decision making, considering a wide enough set of scenarios
and contingencies.”
“The team’s meetings are efficient and effective.”
“Members of the team explicitly point out when the team has shifted strategy or direction.”
Cost: Varies depending on the size of the team
4
EMOTIONAL COMPETENCE INVENTORY (ECI) –
WORKFORCE AUDIT
Publisher:
The Hay Group
1-877-267-8375
http://ei.haygroup.com/
Teams of managers and executives who want to better understand and build their individual and
collective emotional intelligence
18 competencies in four categories; scales based on aggregated ratings of individuals on the
team:
¾
¾
¾
¾
Self-awareness
Self-management
Social awareness
Relationship management
Logistics:
¾ 72 items
¾ 360 degree feedback
¾ Administered online only
Certifications: Must be accredited by the Hay Group. This involves paying $3,000 and
attending a two day training program in Boston.
Output: Feedback Report compares self-ratings with others’ ratings, and includes both
quantitative and qualitative feedback. Workforce Audit provides aggregated results for all team
members
“Understands implications of own emotions and has emotional insight.”
“Solicits honest critiques and is open to feedback.”
“Has a strong sense of self-worth and is confident in job capability.”
Cost: $150 per individual, regardless of how many raters provide feedback. Workforce audit is
generated to anonymously include all team members for no additional charge.
5
FIVE DYSFUNCTIONS OF A TEAM ONLINE ASSESSMENT
Publisher:
The Table Group, Inc.
1-925-299-9700
http://www.tablegroup.com
Managers and executives who want to transform a dysfunctional team into an efficient and
cohesive one
5 dysfunctions of a team; model based on field testing by working with clients and associates:
¾ Absence of Trust
¾ Fear of Conflict
¾ Lack of Commitment
¾ Avoidance of Accountability
¾ Inattention to Results
Logistics:
¾ 38 items
¾ Administered Online
Certifications: None needed
Output: The Five Dysfunctions of a Team Assessment is a detailed report of the team’s strengths
and weaknesses, as well as specific and detailed recommendations for overcoming potential team
dysfunction.
“Your assessment scores indicate that commitment is a likely area of strength for your team,
while conflict and trust are potentially areas for improvement, and results and accountability are
areas of likely concern.”
“Tips and Exercises for Maintaining or Improving Results: Have all team members make public
commitments to objectives. When people make public declarations of their intention to do
something, they are much more likely to follow through and less likely to let personal needs take
precedence.”
Cost: $34.50 per license (per person on the team)
6
FORRESTER/DREXLER TEAM PERFORMANCE
INDICATOR
Publisher:
The Grove Consultants International
1-800-494-7683
http://www.grove.com/store/team_development.html
Team leaders who want to gain insight on the similarities and differences each member has in
order to make decisions on next steps or where to focus.
7 predictable stages involved in both creating and sustaining teams; scores compared to other
team members and based on the Team Performance Model:
¾
¾
¾
¾
Orientation
Trust Building
Goal Clarification
Commitment
¾ Implementation
¾ High Performance
¾ Renewal
Logistics:
¾ 21 items
¾ About 30 minutes to complete
¾ Paper and Pencil only
Certifications: None needed
Output: Self-Scoring Form and Guide to Interpreting Results together provide the team leader
or consultant with a visual and quantifiable display of team results and the current team view.
Graphic Guides are also available to help teams decide on priorities, roles and key strategies.
Cost: $25 each (includes Team Performance Indicator Form and Guide to Interpreting Results)
[email protected]
1-212-501-8945
7
TEAM DIAGNOSTIC SURVEY
Publisher:
Professor J. Richard Hackman, Harvard University
http://www.wjh.harvard.edu/~tds/
Based on Professor Hackman’s research which is detailed in his book Leading Teams
Assessing team structure, support, leadership, and indicators of members’ work processes and
their affective reactions to the team and its work
Team dimensions assessed:
3 performance processes; scores based on analyses of data from thousands of members of
hundreds of teams from a wide assortment of organizations:
¾ Level of effort group members collectively expend carrying out task work
¾ Appropriateness of the performance strategies relative to the task
¾ Knowledge and skill members bring to bear on the task
Logistics:
¾ 107 survey and scale items
¾ Administered online
Certifications: None
Output: Team Diagnostic Survey Results is an 18-section report addressing questions
and topics such as: “How Well Is the Team Managing Relations Among Members?” and
“What Kind of Coaching Does the Leader Provide?” and “Summary of the Team's
Standing on the Five Conditions.” The report also includes graphs, charts, tables, and
questions for discussion.
“Team members tend to be highly engaged with the work when team purposes are
challenging, clear, and consequential for others.”
Cost: Free
[email protected]
1-212-501-8945
8
TEAM EFFECTIVENESS SURVEY
Publisher:
Somerville Partners
1-813-994-7034
http://www.reliablesurveys.com/teameffectiveness.html
Managers and executives who want to improve team performance
9 components of effective work groups:
¾
¾
¾
¾
¾
Shared Team Vision
Clear Team Goals
Clear Team Roles
Effective Leadership Behavior
Effective Decision Making
¾
¾
¾
¾
Encouragement of Innovation
Effective Conflict Management
Natural Collaboration
Effective Meeting Management
Logistics:
¾ 21 agree/disagree items on a scale from 1 to 10
¾ Online only
Certifications: none needed
Output: Electronic Team Effectiveness Report provides summary of results and narrative
explanations for each component assessed.
“The team atmosphere is characterized by openness to learning from our experiences.
When mistakes are made, we collectively try to learn from them. We determine what the
root causes of the problems were and take steps to prevent recurrences.”
Cost: varies depending on size of project
[email protected]
1-212-501-8945
9
TEAM PERFORMANCE QUESTIONNAIRE
Publisher:
John Wiley & Sons, Inc.
1-800-225-5945
http://www.josseybass.com/WileyCDA/Section/id-131462.html
Managers and executives who want to boost the performance of their teams
6 characteristics of high-performing teams:
¾ Goals and Results
¾ Collaboration and Involvement
¾ Competencies
¾ Communication Processes
¾ Emotional Climate
¾ Leadership
Logistics:
¾ __ items on a scale from 1 (“Strongly Disagree”) to 5 (“Strongly Agree”)
¾ Paper and Pencil
Certifications: none needed
Output: The Facilitator's Guide and the Team Development Workbook include instructions for
scoring, analyzing, and interpreting the TPQ results (no narrative report).
“The team atmosphere is characterized by openness to learning from our experiences. When
mistakes are made, we collectively try to learn from them. We determine what the root causes of
the problems were and take steps to prevent recurrences.”
Cost: $16 per report
[email protected]
1-212-501-8945
10
TEAMSCAN
Publisher:
SYMLOG Consulting Group
1-858-673-2098
http://www.symlog.com/internet/services_products/catalog/ctlg-t1.htm
Examination of current team functions and team performance improvement
Team dimensions assessed:
Results compared against norms:
¾ Team member work-related experience
¾ Team member interaction
¾ Task implementation
¾ Personal team member feelings
Logistics:
¾ 4 survey items including a set of ratings for each: "Rarely," "Sometimes," or "Often"
¾ 20 minutes to complete
¾ Paper and Pencil or Online
Certifications: Symlog Certification Workshop: $2,000 Basic Certification, for professional
practitioners already skilled in working with individuals, small groups, or organizations; and
teachers of psychology, sociology, organization behavior, or related fields. Facilitation skills are
assumed. Three to five years of experience working with groups recommended.
Output: TeamScan Report includes bar graph, Synopsis, and Bales Report. In addition, 4-8 hour
feedback sessions include: examining current team norms, assessing team effectiveness against a
research-based optimum profile, comparing least and most productive conditions in the team,
comparing current conditions with goals for future effectiveness, as a group, designing action
plans to enhance teamwork effectiveness, and initiating strategies for team continuous
improvement.
“As seen by the rater, the most characteristic values appear to be: responsible idealism,
collaborative work. Members seen in this location have a particular balance of values that is
strategic in promoting teamwork. They usually show no excess of either dominance or
submissiveness. They place about equal emphasis on task requirements and needs for group
integration. They often show an altruistic concern not only for members of the team, or in-group,
but also for the welfare of other individuals and groups. Their values meet precisely group needs
for cooperative work within the group, and with other groups, with a minimum of unwanted side
effects.”
Cost: Rates available to Certified SYMLOG Consultants
[email protected]
1-212-501-8945
11
May 14, 2007
How HR can help boost the ROI of team building offsites
by Ben Dattner, Ph.D.
HR professionals are often called upon to assist with team building and to facilitate team offsites.
This facilitation role can provide excellent opportunities for HR to add substantial value by helping
teams and team leaders to evaluate and improve team dynamics. However, team building can also
provide challenges for HR professionals if offsite meetings do not result in concrete action steps
and clear team accountabilities. In this article, I will argue that, whenever possible, HR should help
teams establish quantitative benchmarks in advance of team offsites, and that follow up offsite
meetings should be scheduled even before the first offsite occurs.
When it comes to individual performance and organizational effectiveness, organizations are
increasingly putting a “what gets measured gets done” philosophy into practice. With the guidance
and support of HR, individuals receive quantitative feedback about their strengths and development
needs, and organizations receive quantitative feedback about stakeholder satisfaction. Individuals
and organizations often receive periodic feedback, usually every year, although in some cases every
six months. Despite the fact that teams are increasingly common and important in the workplace,
metrics for team performance have not kept pace with individual 360’s and organizational surveys.
The absence of quantitative metrics of team effectiveness makes it difficult for teams to assess
themselves or to measure their progress over a given period of time. For example, members of a
team may get together for an offsite meeting to discuss what is or is not going well on the team, and
there may be valuable feedback shared and helpful suggestions made about new approaches that the
team might try implementing. Unless there is some way for the team to measure its progress at a
follow up offsite or meeting, it is not likely that the team will be able to hold itself accountable for
making progress in the areas that it has identified.
There are two basic ways that HR can help teams assess themselves in advance of an offsite
meeting: via individual interviews and/or via online surveys. Interviews and surveys can include
just the members of the team evaluating themselves, or can be 360 degree and include ratings from
other stakeholders inside the organization, and possibly even external stakeholders such as clients
or customers. Anonymity should be assured in either case so that respondents feel comfortable fully
sharing their feedback and any concerns they may have about the team or the team’s leader. The
main advantages of conducting interviews are that they provide opportunities for in-depth
discussions about the team’s strengths and weaknesses and give HR an opportunity to get to know
the members of the team better. The main advantages of surveys are that they are less time
consuming and can provide an additional level of comfort to respondents who may not want to
share their perspectives candidly, even with HR. When possible, a combination of interviews and a
team assessment can be most helpful in providing a large quantity of high quality data collected
prior to an offsite. In addition to providing a basis for a report out and discussion, the data gathered
can also inform the timing, agenda and activities of the offsites. In other words, HR can help the
1
team work together as a team to reach a consensus about the timing, structure, and content of its
offsites even before the meetings occur.
In conclusion, HR can help teams assess both their effectiveness and their progress over time,
thereby accelerating team learning and enhancing team effectiveness. The collaborative process of
designing a qualitative interview protocol or choosing and customizing a quantitative assessment
tool for the team can itself be a valuable catalyst for discussions that HR can facilitate about what is
most important and relevant to the members of the team. When HR has an opportunity to gather
perspectives and help the team establish a baseline in advance, the team will be able to accomplish
much more at its first offsite. Agreeing up front that there will be a second offsite for which followup interviews will be conducted and/or follow-up team surveys will be administered enables HR to
help the team measure its performance over time. When HR has the opportunity to help benchmark
team performance before offsites and to help measure team progress after offsites, HR can provide
a much greater return on the substantial time, money, and effort that organizations invest in team
building.
Author
Ben Dattner is president of Dattner Consulting, LLC and an adjunct professor of
Industrial and Organizational Psychology at New York University
For a listing of online team assessments that can establish quantitative benchmarks
for team performance: http://www.dattnerconsulting.com/teamhandbook
For a radio segment from Morning Edition on NPR about potential pitfalls of team
building offsite meetings: http://www.dattnerconsulting.com/npr
Ben Dattner, Ph.D.
[email protected]
2

team assessments - Dattner Consulting

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