MD-TDP-LMT - 椟鹄知识

本页面只读。您可以查看源文件，但不能更改它。如果您觉得这是系统错误，请联系管理员。
====== MD-TDP-LMT ======

Leading my team-B

Learning Objectives
  - Understand better your role within a team
  - Gain greater insight to what's happening in your team
  - Become aware of the strengths and challenges within your team
  - Determine how to develop your team according to the demands of the stakeholders
  - 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

==== LMT fundamentals ====

<note tip>What is a team: 2 or more persons come together for a common purpose and who are mutually accountable for results</note>


=== High performing team ===

{{:tdp_1:pasted:20250225-174332.png}}

  - 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 ===

  - 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, acceptance and appreciation
      * Integration of personal interests and strengths
      * Optimization
    * Actions
      * Promote reflection and optimization
      * Promote independence
      * Celebrate successes
=== Team effectiveness model ===


GRIP
  * Goal
  * Roles
  * Interaction
  * Processes
=== Team assessment ===


==== Team Forming Stage ====

=== Knowing your members ===

Belbin Team Roles

{{:tdp_1:pasted:20250225-180138.png}}

  - Plant智多星
    * Tends to be highly creative and good at solving problems in unconventional ways.
    * Strengths: Creative, imaginative, free-thinking, generates ideas and solves difficult problems. 充满创意，富想象力，不会墨守成规，善于解决疑难。
    * Allowable weaknesses: Might ignore incidentals, and maybe too preoccupied to communicate effectively. 忽略现实琐事，过分沉迷于自我思维而未能有效表达。
    * 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, self-starting and dedicated. They provide specialist knowledge and skills.专心致意主动自觉，全情投入。能够提供不易掌握的专门知识和技能。
    * 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, anxious for perfection. Searches out errors. Polishes and perfects.勤勉苦干，忠诚尽责，渴求完美。善于发现错漏，能够把事情改进和办妥。
    * 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, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles. 善于推动，充满活力，能够承受压力。具备克服障碍的驱动力和勇气。
    * Allowable weaknesses: Can be prone to provocation, and may sometimes offend people's feelings. 动较触怒别人，可能会冒犯他人。
    * 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, leaving themselves little work to do.可能过于授权让自己无事可做
  - 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, perceptive and diplomatic. Listens and averts friction.衷诚合作，态度温和，感觉敏锐，待人圆滑。聆听及采纳意见，避免磨擦。
    * 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, good in communication. Explores opportunities and develops contacts.外向、热诚，善于沟通。能够探索新机会，开拓对外联系。
    * Allowable weaknesses: Might be over-optimistic, and can lose interest once the initial enthusiasm has passed.过分乐观，一旦初期的热忧减退，可能会失去兴趣。
    * 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"-Team Visibility!


**Key Questions for Team Stakeholder Analysis - Current State** 
  * Identify stakeholders
    - Who is interested in your team's competence/product/service？谁对你的团队的技能/产品/服务感兴趣
    - 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,expertise,decision....) from? What are the needed supports？你的团队需要谁的支持（资源、专业技能、决策..)？是哪些支持？
  * Analyze stakeholders
    - How do your team usually distribute your "investment" (effort, attention, time, care, etc.) to your stakeholders？（Sum=100%）对这些人/群体你的团队通常的投资%（工作量、注意力、时间、关注度、...)
    - 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）

{{:tdp_1:pasted:20250226-112032.png}}

**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? Who could change this? What could you change as a teamleader？从利益干系人地图，对你的团队效能而言，你目前看到的最关键的瓶颈是什么？做为团队领导者，你需要做什么改变？

==== Team Storming stage ====

=== 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

{{:tdp_1:pasted:20250226-113013.png}}


**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/兴趣/需求

{{:tdp_1:pasted:20250226-113359.png}}



=== TKI approaches ===

=== Resolving conflicts ===

==== Team Norming stage ====

=== Delegation poker ===

==== Team Performing Stage ====

=== Why resisting changes ===

== Facilitating change ==

==== Wrap up ====

=== Summary ===

== Learning transfer ==
您的足迹:
搜索

导航

打印/导出

工具

QR Code
