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26 Transition Team Building

Glenn Parker HRD Press, Inc. PDF

26

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Transition Team

Building

1.

To smooth the transition of leadership in a team.

2.

To quickly integrate a new team leader.

Works best with a team of 4 to 8 people but can be used with up to 12 people. This activity is only used with intact teams.

2 hours in addition to time for data collection interviews

Round or rectangular tables with chairs. The room should have sufficient wall space to post flipchart paper.

Easel, flipchart, markers, and tape or push pins.

1.

Prior to the session, interview each team member using these questions:

What questions and concerns do you have about the new team leader?

What concerns do you have about the current leader leaving?

Tell team members they will be expected to present a brief description of their particular job and current projects at the transition team meeting.

2.

Prior to the session, meet with the current leader and brief him or her on the purpose and format. Ask him or her to prepare a brief summary of the current priorities and future plans of the team.

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10 Valuing Diversity

Glenn Parker HRD Press, Inc. PDF
Medium 9780874259698

31 Past-Present-Future: Charting A Self-Directed Teams Path

Glenn Parker HRD Press, Inc. PDF

50 Activities for Self-Directed Teams

2. At the meeting each team will be given 30 minutes to present their review.

At the end of each team presentation, there will be a brief discussion of future goals.

3. Completed exercises and updated objectives are taped to a wall at the completion of each team presentation.

4. After the team presentations, summarize the current and future goals as identified.

5. The entire group will decide how to prioritize the list of future department goals.

6. The meeting will conclude with one participant agreeing to summarize the written sheets and distribute the summary to each member. Steps 7 through 9 should take place after the workshop.

7. After distribution of the typed priority list, each team will meet and tie their individual and team goals into the department summary goals.

8. Revised goals will be submitted to the facilitator who will distribute them to the entire group.

9. A follow-up meeting will be scheduled to eliminate excess goals, resulting in a manageable number.

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18 Freeze Frame: Dealing with Problem Behaviors in Teams

Glenn Parker HRD Press, Inc. PDF

18

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

Freeze Frame: Dealing with

Problem Behaviors in Teams

1.

To identify and describe behaviors that interfere with team effectiveness.

2.

To develop a set of interventions that minimize or eliminate the behaviors.

Fifteen to 40 people in a team training workshop.

2½ hours

A room large enough for groups of five to eight people to work without overhearing each other; movable chairs; no tables.

Easel, flipchart, markers, and push pins.

1.

Facilitator outlines the goals of the session and explains that the participants’ actual experiences with problem behaviors will be used as data for learning rather than hypothetical cases.

2.

Facilitator asks the participants to briefly describe behaviors they have observed in groups that were counter-productive and/or difficult for them to handle (e.g., monopolizing, excessive wisecracking, attacking the leader or the agenda). Brief one-line summaries of these behaviors are posted on the flipchart. No more than eight or ten behaviors should be listed.

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32 No Team is an Island

Glenn Parker HRD Press, Inc. PDF

50 Activities for Self-Directed Teams

3. Divide into subgroups of three to four people. Ask each group to select one of the key stakeholders and prepare a plan to improve relationships with them.

Distribute a copy of Exercise 32.1 to each person and one transparency of the exercise to each team along with a transparency pen. Each team should complete their plan and ask one person to write it on the transparency.

4. Each team presents their plan followed by an open discussion with other team members.

5. Conclude the activity by facilitating a discussion of next steps for building effective inter-team relationships.

Variations

1. Focus on only one key stakeholder (e.g., a major supplier or customer, senior management or a key support group). The total group develops the plan together in an open discussion while the facilitator writes the answers on the transparency.

2. Focus on only one key stakeholder. Each subgroup develops its plan independently. When the total group reconvenes, the plans are compared and the best ideas are incorporated into one team plan.

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