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tdp_1:md-tdp1-lmt [2025/02/25 17:42] lichao [High performing team] |
tdp_1:md-tdp1-lmt [2025/02/26 15:57] (当前版本) lichao [Belbin team role assessment] |
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| 行 10: | 行 10: | ||
| - Reflect on how you behave when decisions must be made and learn different approaches to delegate decision-making | - Reflect on how you behave when decisions must be made and learn different approaches to delegate decision-making | ||
| - Become familiar with the various challenges inherent in phases of change | - Become familiar with the various challenges inherent in phases of change | ||
| - | ===== Day 1: Me&My Team ===== | ||
| ==== LMT fundamentals ==== | ==== LMT fundamentals ==== | ||
| - | <note tip>What is a team: 2 or more persons come together | + | <note tip>What is a team: 2 or more persons come together |
| - | 2 ormore persons come together fora common purpose andwho are mutually accountableforresults | + | |
| === High performing team === | === High performing team === | ||
| + | {{: | ||
| + | |||
| + | - Safe to voice opposite or different opinions, to take risks and ask judgment-free questions | ||
| + | - Team members get things done on time and meet expectations | ||
| + | - Clear goals and well defined roles in the team | ||
| + | - Work is personally important | ||
| + | - Team believes work is purposeful and positively impact greater good | ||
| === Team stages & key leadership actions === | === Team stages & key leadership actions === | ||
| + | - Forming stage (Orientation) | ||
| + | * Characteristics | ||
| + | * Uncertainty and confusion | ||
| + | * Cautious | ||
| + | * Formal | ||
| + | * Polite | ||
| + | * Tense | ||
| + | * Actions | ||
| + | * Clearly state goals and limits | ||
| + | * Let team members get to know each other | ||
| + | * Build support and trust | ||
| + | * Allow distance | ||
| + | - Storming stage (Confrontation) | ||
| + | * Characteristics | ||
| + | * Disagreements on priorities | ||
| + | * Power struggle | ||
| + | * Clique forming | ||
| + | * Labored progress | ||
| + | * Subliminal conflicts | ||
| + | * Either/or discussions | ||
| + | * Actions | ||
| + | * Allow commotion | ||
| + | * Find shared goals | ||
| + | * Address conflicts and support problem solving | ||
| + | * Emphasize common ground | ||
| + | * Be interior and foreign minister | ||
| + | - Norming stage (Integration) | ||
| + | * Characteristics | ||
| + | * Team spirit | ||
| + | * Norms and rules followed | ||
| + | * Real work begins | ||
| + | * Confrontations of opinion | ||
| + | * Esteem and acceptance | ||
| + | * Open exchange and discussion | ||
| + | * Actions | ||
| + | * Adhere to rules | ||
| + | * Establish rituals | ||
| + | * Delegate responsibility | ||
| + | * Be a team player, acting foremost as ambassador | ||
| + | * Establish give and take duties | ||
| + | - Production stage (Production) | ||
| + | * Characteristics | ||
| + | * Behavior stabilized | ||
| + | * Aim for the same goal together | ||
| + | * Recognition, | ||
| + | * Integration of personal interests and strengths | ||
| + | * Optimization | ||
| + | * Actions | ||
| + | * Promote reflection and optimization | ||
| + | * Promote independence | ||
| + | * Celebrate successes | ||
| === Team effectiveness model === | === Team effectiveness model === | ||
| + | |||
| + | GRIP | ||
| + | * Goal | ||
| + | * Roles | ||
| + | * Interaction | ||
| + | * Processes | ||
| === Team assessment === | === Team assessment === | ||
| 行 30: | 行 93: | ||
| === Knowing your members === | === Knowing your members === | ||
| + | Belbin Team Roles | ||
| - | ===== Day2:Improving Performance ===== | + | {{:tdp_1: |
| - | ==== Team Forming Stage ==== | + | - Plant智多星 |
| + | * Tends to be highly creative and good at solving problems in unconventional ways. | ||
| + | * Strengths: Creative, imaginative, | ||
| + | * Allowable weaknesses: Might ignore incidentals, | ||
| + | * Don't be surprised to find that: They could be absent-minded or forgetful. 心不在焉、健忘的 | ||
| + | - Monitor Evaluator审议员 | ||
| + | * Provides a logical eye, making impartial judgements where required and weighs up the team's options in a dispassionate way. | ||
| + | * Strengths: Sober strategic and discerning. Sees all options and judges accurately.深思熟虑，精于谋略，辨识力强。周详考虑选项，判断准确。 | ||
| + | * Allowable weaknesses: Sometimes lacks the drive and ability to inspire others and can be overly critical.可能欠缺鼓舞他人的动力和能力：可能过于批评 | ||
| + | * Don't be surprised to find that: They could be slow to come to decisions.决策慢 | ||
| + | - Specialist专业师 | ||
| + | * Brings in-depth knowledge of a key area to the team. | ||
| + | * Strengths: Single-minded, | ||
| + | * Allowable weaknesses: Tends to contribute on a narrow front and can dwell on the technicalities.只能在有限范围内做出贡献，沉迷于个人专门兴趣。 | ||
| + | * Don't be surprised to find that: They overload you with information.给予过多信息 | ||
| + | - Implementer执行者 | ||
| + | * Needed to plan a workable strategy and carry it out as efficiently as possible.实际，可堪信赖，有效率。能够采取实际步骤和行动。 | ||
| + | * Strengths: Practical, reliable, efficient. Turns ideas into actions and organizes work that needs to be done.注重机会时反应迟缓。 | ||
| + | * Allowable weaknesses: Can be a bit inflexible and slow to respond to new possibilities.可能欠缺弹性，面对新 | ||
| + | * Don't be surprised to find that: They might be slow to relinquish their plans in favor of positivechanges.面对有利变化时可能无法快速调整计划 | ||
| + | - Completer Finisher完成者 | ||
| + | * Most effectively used at the end of tasks to polish and scrutinize the work for errors, subjecting it to the highest standards of quality control. | ||
| + | * Strengths: Pains taking, conscientious, | ||
| + | * Allowable weaknesses: Can be inclined to worry unduly, and reluctant to delegate.倾向过分焦虑，不愿别人介入自己的工作。 | ||
| + | * Don't be surprised to find that: They could be accused of taking their perfectionism t oextremes.可能过于追求完美 | ||
| + | - Shaper推进者 | ||
| + | * Provides the necessary drive to ensure that the team keeps moving and does not lose focus or momentum. | ||
| + | * Strengths: Challenging, | ||
| + | * Allowable weaknesses: Can be prone to provocation, | ||
| + | * Don't be surprised to find that: they could risk becoming aggressive and bad-humored in their attempts to get things done.推动事情的过程可能过于础逼人和情绪化 | ||
| + | - Coordinator协调者 | ||
| + | * Needed to focus on the team's objectives, draw out team members and delegate work appropriately. | ||
| + | * Strengths: Mature, confident, identifies talent. Clarifies goals.成熟、自信，伯乐。澄清目标。 | ||
| + | * Allowable weaknesses: Can be seen as manipulative and might offload their own share of the work. 或会被视为玩弄手段，推卸个人职责。 | ||
| + | * Don't be surprised to find that: They might over-delegate, | ||
| + | - Team worker凝聚者 | ||
| + | * Helps the team to gel, using their versatility to identify the work required and complete it on behalf of the team. | ||
| + | * Strengths: Co-operative, | ||
| + | * Allowable weaknesses: Can be indecisive in crunch situations and tends to avoid confrontation.紧迫情况下可能优柔寡断，甚至逃避 | ||
| + | * Don't be surprised to find that: They might be hesitant to make unpopular decisions.可能犹豫作出不受欢迎的决策 | ||
| + | - Resource Investigator外交家 | ||
| + | * Uses their inquisitive nature to find ideas to bring back to the team. | ||
| + | * Strengths: Outgoing, enthusiastic, | ||
| + | * Allowable weaknesses: Might be over-optimistic, | ||
| + | * Don't be surprised to find that: They might forget to follow upon a lead.可能忘记维续跟进 | ||
| + | === Winning supports from others (stakeholder analysis) | ||
| + | |||
| + | Benefits of Team Stakeholder Analysis | ||
| + | - Help to understand critical person(s)or group(s) who can impact my team performance and be able to take appropriate actions to manage them | ||
| + | - Help to improve cross-team communication and collaboration | ||
| + | - Help to establish and improve relationship | ||
| + | - Help to develop "team marketing strategy" | ||
| - | === Knowing your members === | ||
| - | === Winning | + | **Key Questions for Team Stakeholder Analysis - Current State** |
| + | * Identify stakeholders | ||
| + | - Who is interested in your team's competence/ | ||
| + | - Who expects what and who gets what from your team？谁对你的团队有期望或想获得什么 | ||
| + | - Whom you need supports（resource, | ||
| + | * Analyze stakeholders | ||
| + | - How do your team usually distribute your " | ||
| + | - What is your team relationship with each stakeholder (quality, communication frequency, conflict）？和这些利益干系人的关系（质量、沟通频率、冲突） | ||
| + | |||
| + | {{: | ||
| + | |||
| + | **Exercise: My Team Stakeholder Map - Target State** | ||
| + | |||
| + | Answer questions and update your team stakeholder map, if needed. | ||
| + | - Based on your team goals, How could or should your investment be distributed in the medium and long term？根据团队目标，这些利益干系人的投资时间（中期、长期）有何改变 | ||
| + | - Assuming you have achieved your team goals: who would benefit from this and in what way？ What would be changed？假设你已经达成你的团队目标，谁会获利、如何获利？这会造成哪些改变？ | ||
| + | - From the stake holder map, what do you currently see as the most important bottleneck for your team effectiveness? | ||
| ==== Team Storming stage ==== | ==== Team Storming stage ==== | ||
| === Understanding conflict === | === Understanding conflict === | ||
| + | |||
| + | **Functions of Conflict** | ||
| + | * Positive | ||
| + | * To individual | ||
| + | - Broaden your perspectives | ||
| + | - Build better relationship | ||
| + | - Enhance performance | ||
| + | * To organization | ||
| + | - Uncover potential problems | ||
| + | - Improve the cohesiveness of team | ||
| + | - Spark creativity | ||
| + | - Stimulate innovation | ||
| + | - Lead to improved result | ||
| + | * Negative | ||
| + | - Tension | ||
| + | - Frustration | ||
| + | - Confusion | ||
| + | - Less quality | ||
| + | - Less productivity | ||
| + | |||
| + | {{: | ||
| + | |||
| + | |||
| + | **Possible Causes of Conflict at Workplace** | ||
| + | |||
| + | * Conflicting resources | ||
| + | * Conflicting working styles | ||
| + | * Personal values | ||
| + | * Conflicting perceptions | ||
| + | * Conflicting pressure (timeline, priority) | ||
| + | * Conflicting goals | ||
| + | * Conflicting roles | ||
| + | * Unpredictable policies | ||
| + | |||
| + | **Interest / Needs Analysis in Conflicts** | ||
| + | |||
| + | Position vs. Interest 立场vs.利益/ | ||
| + | |||
| + | {{: | ||
| + | |||
| + | |||
| === TKI approaches === | === TKI approaches === | ||
| + | |||
| + | {{: | ||
| + | |||
| + | |||
| + | * Competing竞争/ | ||
| + | * An individual pursues their own concerns at the other person' | ||
| + | * Collaborating合作/ | ||
| + | * Opposite of avoiding. An attempt to work with others to find solution which fully satisfies the concerns of both persons. Needs to dig into an issue to identify the underlying concerns of the two parties and to find an alternative meets both sides' concerns. Collaborating between two persons needs to explore disagreement to learn from each other' | ||
| + | * Compromising妥协/ | ||
| + | * The objectives to find some expedient mutually acceptable solution which partially satisfies both parties. It falls on a middle ground between competing and accommodating. Compromising gives up more than avoiding but doesn' | ||
| + | * Avoiding避免/ | ||
| + | * Individual does not immediately pursue their own or others concerns. Do not address the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time or simply withdrawing from a threatening situation. | ||
| + | * Accommodating包容/ | ||
| + | * Opposite of competing. Individual neglects their own concerns to satisfy the concerns of the other person-self-sacrifice. Accommodating might take the form of selfless generosity or charity, obeying another person' | ||
| + | |||
| + | **Situation Factors** | ||
| + | |||
| + | - Important Issue 重要性 | ||
| + | - Urgent Issue紧急性 | ||
| + | - Power Higher权力大小 | ||
| + | - Relationship Important关系重要 | ||
| + | |||
| + | * Competing is more appropriate when defending “correct” position and time is limited | ||
| + | * Accommodating is more appropriate when relationship is the most important or when issue not important and time is limited | ||
| + | * Compromising is more appropriate when issue is complex and moderate important | ||
| + | * Collaborating is more appropriate when issue is critical, relationship is important and time is not critical | ||
| + | * Avoiding is more appropriate when stake is not high and relationship is not important | ||
| + | |||
| + | |||
| + | | | ||
| + | | competing | ||
| + | | compromising | ||
| + | | avoiding | ||
| + | | collaborating | 12 | 12:0 | | ||
| + | | accommodating | ||
| === Resolving conflicts === | === Resolving conflicts === | ||
| - | ===== Day3:Sustaining Performance ===== | + | **6 Steps of conversation** |
| - | ==== Resolving conflicts ==== | + | |
| + | {{:tdp_1: | ||
| + | |||
| + | |||
| + | * Step1，makingcontact 步骤一建立联系 | ||
| + | * A good initial atmosphere has a considerable influence on the further progress of the discussion.会谈一开始就建立良好的沟通氛围对更进一步的会谈起着重要的影响。 | ||
| + | * Demonstrate an interest in the other person, give a friendly welcome, offer coffee , | ||
| + | * Assume and show appreciation for their willingness to come to the meeting: "Thank you for taking the time .”假设并感谢他们愿意来参加会议：“谢谢你们花时间……….” | ||
| + | * Step 2,providing orientation-naming topics 步骤二确立主题 | ||
| + | * Clarify how much time is available and if necessary, suggest how the discussion can be structured.说明会谈持续的时间，如果需要，可以建议如何讨论。 | ||
| + | * Concise start for orientation purposes: 2-3 sentences about the situation and aims from the manager' | ||
| + | * “I would like to talk to you about the following situation ..."" | ||
| + | * “The reason for this meeting is..”“这次会议的目的是....” | ||
| + | * " | ||
| + | * "It is difficult/ | ||
| + | * Step3，defining the situation and aims步骤三明确情况和目标 | ||
| + | * The participants' | ||
| + | * Open questions: "How do you see the issue?" | ||
| + | * Active listening: Understand the employee' | ||
| + | * Stating a position: As a manager, take a position based on the four role aspects of the inner management team: “I have understood it like this ..." | ||
| + | * Step4，developingsolutions步骤四寻找解决方案 | ||
| + | * Is it an open search for consensual solutions? Then: “What ideas do you/do I have...?"" | ||
| + | * Is it a matter of creating conditions in which an approach / solution would be acceptable? Then: "How can I help you to work towards this...?"" | ||
| + | * Is it a matter of getting something done or instructing something to be done and possibly pointing out the consequences if this is not complied with? Then: “After weighing up all these considerations, | ||
| + | * Step5，reachingagreements步骤五 达成共识Put implementation/ | ||
| + | * Step6, | ||
| + | |||
| + | |||
| + | |||
| + | |||
| + | Mutual understanding: | ||
| ==== Team Norming stage ==== | ==== Team Norming stage ==== | ||
| - | === Delegation | + | === Delegation |
| + | 7 Levels of Decision Making Delegation: | ||
| + | |||
| + | - Tell告知: You as the manager make the decision | ||
| + | - Sell推销：You make the decision but you try to persuade the team | ||
| + | - Consult咨询：You get input from the team before making decision | ||
| + | - Agree共识：You make decision together with the team | ||
| + | - Advise建议：The team makes the decision, but you try to influence it | ||
| + | - Inquire询问：The team makes the decision and then tells you about it | ||
| + | - Delegate授权：Youoffernoinfluenceandlettheteamworkitout | ||
| + | |||
| + | {{: | ||
| ==== Team Performing Stage ==== | ==== Team Performing Stage ==== | ||
| === Why resisting changes === | === Why resisting changes === | ||
| - | == Facilitating change == | ||
| - | ==== Wrap up ==== | + | **SCARF Model: Why People Resist Been Changed** |
| + | |||
| + | * Status地位、重要性 | ||
| + | * is about relative importance to thers. | ||
| + | * " | ||
| + | * Certainty未来的明确性 | ||
| + | * concerns being able to predict the future. | ||
| + | * "I want to know what will happen and to be kept informed." | ||
| + | * "I know where I stand." | ||
| + | * Autonomy掌握力 | ||
| + | * provides a sense of control over events. | ||
| + | * " have a choice." | ||
| + | * Relatedness归属感 | ||
| + | * is a sense of fitting in and belonging to our ‘tribe' | ||
| + | * "I belong here!" | ||
| + | * Fairness公平性 | ||
| + | * is a perception of being treated fairly. Same rules apply to all. | ||
| + | * "I am valued and treated with respect!" | ||
| + | === Facilitating change | ||
| + | |||
| + | **4 Rooms of Change: People' | ||
| + | |||
| + | {{: | ||
| + | |||
| + | **Peoples behaviors** | ||
| + | - Denial | ||
| + | * Change has nothing to do with me. | ||
| + | * The change hasn't started yet. | ||
| + | * I won't waste my time worrying about change. | ||
| + | * I have no opinion about change. | ||
| + | * Change? I don't know. I just do what I should do | ||
| + | * I'm sure this chaos will end soon. | ||
| + | - Confusion | ||
| + | * I'd rather not change anything | ||
| + | * I have nothing to say about this change! | ||
| + | * The time and way to introduce change is wrong. | ||
| + | * I think change will be bad for the company. | ||
| + | * The current situation bothers me. | ||
| + | * I can't concentrate on my work. | ||
| + | * The way of change really annoys me. | ||
| + | - Renewal | ||
| + | * I can see the positive side of change, and I'm beginning to agree with it. | ||
| + | * Change can really bring many new opportunities. | ||
| + | * I have a feeling that I have more confidence to deal with change. | ||
| + | * I began to accept the fact that I believe I can work in a new environment | ||
| + | * I can always learn. | ||
| + | - Contentment | ||
| + | * I'm familiar with my work. | ||
| + | * I'm very satisfied with the current situation | ||
| + | * The new solution works. | ||
| + | * I'm more efficient now than in the past. | ||
| + | * I think we should celebrate | ||
| + | |||
| + | |||
| + | **Leadership actions** | ||
| + | - Denial | ||
| + | * Exploratory dialogue探索性对话 | ||
| + | * Understanding emotions and thoughts empathy理解情绪和想法-同理心 | ||
| + | * Open question and active listening开放式提问、主动倾听 | ||
| + | - Confusion | ||
| + | * Coaching dialogue | ||
| + | * Deal with the problems and difficulties faced by associates | ||
| + | * Care for associates' | ||
| + | - Renewal | ||
| + | * Lessons Learned | ||
| + | * Celebrate little success庆祝小成功 | ||
| + | * Reinforce confidence化心 | ||
| + | - Contentment | ||
| + | * Factually and emotionally explain the necessity. reasons, goal, future prospect, measures and time of change (why-how-what-when）理性和感性的说明变革的必要性、原因、目标、未来前景、措施和时间(Why-How-What-When) | ||
| + | * Motivate/ | ||
| + | |||
| + | |||
| + | |||
| + | ==== References ==== | ||
| + | |||
| + | === Belbin team role assessment === | ||
| + | |||
| + | [[http:// | ||
| + | |||
| + | |||
| + | |||
| + | === Models | ||
| - | === Summary === | + | * Google HPT characteristics |
| + | * Team stages | ||
| + | * GRIP model | ||
| + | * Belbin Team Roles | ||
| + | * Team roles profile | ||
| + | * Stakeholder map | ||
| + | * Position vs interest | ||
| + | * TKI conflict mode | ||
| + | * Johari Window | ||
| + | * SCARF model | ||
| - | == Learning transfer == | ||
| + | <note tip> | ||
| + | <note important> | ||
