During a team development workshop it may be appropriate for us to create the conditions that demonstrate the pattern of team development shown below.
This could include demonstrating the three key characteristics that really differentiate a team from a group: leadership, a defined task and reason for being, and ‘discipline’ (sticking to agreed methods, meeting accountabilities etc). We can show that as the team develops to the high performing level, with engaged people who have a common interpretation of the plan working together as one, so business results improve and unity, identity and morale increase.
You can’t plan to raise morale and feelings of unity that will endure at work per se, but by implementing measures to ‘complete’ the forming, storming and norming phases, so these attributes will grow —as will your bottom line.
Increased income from new revenue streams for a new customer segment of a leading bank commercial banking division by 50%, increased financial assets by 31% – within 8 months.”
Depending upon what stage your team is in, we might employ a diagnostic at a local level to prioritise areas for action, and/or our decision–making, planning and organization design methodologies to create the clarity that is needed to get past the storming phase of ‘what, why and who’ at work. We might examine other team dynamics and patterns of behaviour. Depending upon your team development needs, our associate psychologists and coaches may work with a range of tools to develop stronger and more effective working relationships and interpersonal understanding and communication within the team.
In multi-organization partnerships particularly, we find that creating real clarity of ‘mission’ and the dynamic of the process used in creating that clarity, and the subsequent ‘ownership’ and understanding that is developed, is the key to more effective partnership service delivery.