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1、Denver Refinery,High-Performance TeamTraining,Teams and Team DevelopmentPutting the Pieces Together.,ConflictResolution,ProblemSolving,DecisionMaking,Team Charter,ConflictResolution,ProblemSolving,DecisionMaking,Objective&Expected Results,Objective:To introduce the concept of a team,what teams need,
2、how teams evolve as individuals working together,and finally,the importance of a team charter,and its various components Expected Results:The group will understand:why teams are used to tackle problems,what teams should do in the earliest stage of their formation,how teams will evolve over time,and
3、what the key ingredients are for a successful team.The team will also develop a Charter using the information presented along with inputs from their leader.,Definition of Teams,Teams-Groups of people with complementary skills who are committed to a common purpose,set of performance goals,and approac
4、h for which they hold themselves mutually accountable.Examples of teams at the refinery include the Refinery Leadership Team.Teams can often tackle complex and chronic problems and come up with effective,permanent solutions.,Initial Team Goals,Get to know each other preferably on a personal level-(i
5、.e.,Who are you?,What other jobs have you had?Family?,etc.)Build trust(i.e.,“team build”)Learn to work as a team-(i.e.,How can we take our collective experience and leverage it to accomplish the goals of our team?)Get oriented to roles,scope,etc.Agree on decision-making processes-(i.e.,How will we m
6、ake decisions:by consensus,majority vote,etc.?)Determine support services-(i.e.,What resources do we have available to us to clear barrier,meet our administrative needs,etc.?)Set meeting ground rules-(i.e.,What rules can we develop for ourselves to govern our meetings and ensure progress?),Team Memb
7、er Requirements,How are these requirements met?1.Well developed team charter and workplan.2.Assistance from subject matter experts internally(i.e.,resources from various areas)and externally(i.e.,consultants,etc.)3.Dedicated meeting rooms,team handbooks,computers,etc.4.Commitment from senior managem
8、ent and team sponsor.,Teams need:1.Direction(key outcomes,measurements,goals)2.Knowledge(skills,training,information)3.Resources(tools,materials,facilities)4.Support(approval,assistance,coaching,feedback,encouragement),Evolution of Teams,“Forming”Excitement,anticipation,and optimismDefining tasks,de
9、termining acceptable group behavior“Storming”Resistance,change in attitudeArguing between members,establishing unrealistic goals,disunity“Norming”Ability to criticize constructively,acceptance of membersMore friendliness,team cohesion,establishing&maintaining team goals“Performing”Satisfaction with
10、team progressClose attachment to the team,Source:Jonier&Associates,The Team Handbook,1988.,What are some of the characteristics of an effective team?,What are characteristics of individuals with whom you like to work on a team?,Ingredients For a Successful Team,IngredientModuleClearly Defined Team O
11、bjectives,Scope,Team CharterRoles&Responsibilities,Key ActivitiesKey Deliverables,Critical SuccessFactors,Metrics,Risks,and BoundariesClearly Defined Meeting GuidelinesMeeting EffectivenessCooperative,Committed,and Trusted ClimateTeam EffectivenessClear,Effective,Constructive Communication PlanCommu
12、nicationUnderstanding of Problem Solving TechniquesProblem SolvingWell-defined Decision-making ProcessesMeeting Effectiveness&Decision MakingUnderstanding of Conflict ResolutionConflict ResolutionTechniquesAwareness of Diversity IssuesDiversityUnderstanding of Proper Coaching TechniquesCoaching,What
13、 is a Team Charter?,An agreement between the team and its sponsorA communication tool between the project and the organizationA high-level guide for the project,Purpose of a Charter,Defines scope of the work-(i.e.,What will the team do,and how long will it take?)Defines key milestones and deliverabl
14、es-(i.e.,What important events will be accomplished,and by when?What tangible outputs(usually documents)will be produced by the team?)Identifies major activities-(i.e.,What will the team do to accomplish its goals?)Defines roles and responsibilities for each team member-(i.e.,Who will do what work,e
15、tc?)Defines critical success factors-(i.e.,What events must occur to ensure success?)Defines project risks-(i.e.,What risks are we aware of that could impact the teams ability to meet its objectives?)Reduces unwanted variation from the original intent-(i.e.,Sets boundaries for what the team will and
16、 will not do.)Helps the team choose a framework to perform work-(i.e.Duration of work.),Components of a Team Charter,Objectives:Goals of the team.Scope:Fundamental aspects of the project that will not change:objectives,limits,initial assumptions,timeframes.Roles/Responsibilities:Duties&assignments f
17、or each member of the team.Key Activities:Defined by the workplan to foster accomplishment of the project.Key Deliverables:Tangible outcomes of the project,usually in the form of documents.These should be tied directly to Key Activities.Timeline/Schedule:Target dates for completion of the project an
18、d its various phase,activities,etc.Milestones:Dates of key accomplishments of the teamCritical SuccessFactors:Any factors that must occur to ensure success of the project.Metrics:Information looked at regularly and systematically to monitor,control,and improve our work.Risks:Anything that prevents t
19、he team from completing the key activities.Boundaries:Factors that limit the scope of work(e.g.,timeframes),Example Team Charter,Team Charter Activity,Instructions:Develop a charter for a new team utilizing the following objective and scope.Objective:To improve Process&Mechanical relations at Denver
20、 Refinery.Scope:Plan an event,to be held at the Refinery by the end of the year,for all Process&Mechanical employees.,Team Charter Validation,Objective-Does it accurately described the project?Scope-Is the project well defined?Roles&Responsibilities-Have they been determined for all team members?Key
21、 Activities-Will they allow team to meet its objectives?Key Deliverables-Are they tangible,and do they demonstrate results?Timeline/Schedule-Is the schedule sufficient to finish the project on a timely basis?Milestones-Do they support accomplishment of the project?Critical Success Factors-Do they en
22、sure teams success?Metrics-Do they accurately measure results,and support critical success factors?Risks-Are they full documented,and do they significantly impede success?Boundaries-What elements are in,and out,of the project?Sponsor-Is the sponsor at a high enough level in the organization to clear
23、 barriers,provide resources,etc?,Team Charter Validation.,Who validates the Charter?The team sponsor,and other key stakeholders of the project.What does the validation processA series of meetings with the sponsor and other consist of?stakeholders where representatives of the team talk through the va
24、rious components of the Charter getting feedback and sign off on each part from the stakeholders.How does validation usually go?Each iteration usually brings fine-tuning to the respective components.Once all parties are in agreement,and support the team moving ahead with its efforts.,Meeting Effecti
25、veness,ConflictResolution,ProblemSolving,DecisionMaking,Objective&Expected Results,Objective:To introduce a team to effective meeting practices,including;ground rules,guiding principles,agendas,documentation,and evaluations.Expected Results:The team will develop and incorporate practices in its meet
26、ings to ensure success.,Why Have Meetings?,Meetings should provide a:Simple method for effective,direct,communication of information perceptions,concerns,etc.Structured forum for reaching decisions and resolving conflicts.Dedicated time to work on goals and objectives.Gathering for face to face inte
27、ractions and opportunities to develop familiarity,and trust as a team.Place where outsiders can interface with all team members at the same time to communicate important information.Facilitates involvement,input,and ownership in results.Enables/supports easy clarification&elaboration of information
28、and intent.,Source:Jonier&Associates,The Team Handbook,1988.,General Meeting Guidelines,Create meeting ground rulesCreate guiding principlesUse agendas with clear definition of expected outcomes&processesApply effective facilitation methodsManage meeting processes to achieve desired outcomesDocument
29、 meetingsEvaluate meetings(to identify&address problems early&to enable continual improvement in team effectiveness),Teams should commit to the following guidelines:,Source:Jonier&Associates,The Team Handbook,1988,Create Meeting Ground Rules,Ground rules should be specific enough to enable easy comp
30、liance&enforcement.Examples of meeting ground rules:Start all meetings on timeEstablish an agenda and stick to itUse a flip chart to record ideasEveryone should participationNo side discussionsTest ideas for agreementDocument&distribute all meeting minutes and group decisionsClarify follow-up respon
31、sibilitiesAgenda will be developed for the next meetingActivity:Create meeting ground rules,Create Guiding Principles,We will plan and organize all activities to be successfulWe will strive for minimal redundancy in our effortsWe will be proactive and not reactive in making decisionsTechnology shoul
32、d be leveraged to provide operating efficiency whenever possibleActivity:Create Guiding Principles,Guiding Principles are the key statements of belief as agreed upon by the team used to govern them in their activities.They should be regularly used by the team to test their activities,approaches,beha
33、viors,etc.,for appropriateness.Examples of Guiding Principles are:,Use Agendas,Each meeting must have an agendaIt should be drafted prior to the actual meetingIt should be sent to participants in advance,if possibleIf an agenda has not been developed before a meeting,spend the first five or ten minu
34、tes writing one on a flipchartIt should state the expected outcome of each topicIt should describe the basic process for the meeting,(i.e.,presentation,discussion,activity,etc.),Meeting Agenda,The meeting agenda is the most critical component of any meeting.The agenda defines the purpose,time contra
35、ct,participants,and materials that will be required during a meeting.Because of this wealth of information,the agenda is a very useful tool planning a meeting.,MeetingEffectiveness,Agendas should include the following information:,Agenda topics(e.g.,a sentence or two that defines each item and why i
36、t is being discussed.)Topic leaders/facilitators(e.g.,usually the persons who originated the item or the persons most responsible or knowledgeable about it.)Time guideline(e.g.,the estimated time needed to discuss each item.)Basic type of process to be used to achieve each outcome.Clearly defined ou
37、tcomes(e.g.,discussion only,decision required,assignments of responsibility,etc.)Critical attendees.Activity:Create a Sample Agenda,Source:Jonier&Associates,The Team Handbook,1988.,General Guidelines for Managing Meetings,Meeting participants should:Listen actively to all information and discussions
38、Ask questionsCheck for understandingParaphraseAsk yourself:How will I use information to drive for continuous improvement?”Avoid personal attacks on others in the meetingBe positive and keep discussions constructiveParticipate and help drive the group toward accomplishment of its goals,Meeting Roles
39、,LeaderFacilitatorScribeParticipantTimekeeperProcess Observer,As part of the meeting plan,and agenda,each of the following roles should be clearly understood for each topic.,Source:Jonier&Associates,The Team Handbook,1988.,Leader Role,Explains the purpose of the meeting and expected outcomesIntroduc
40、es key speakers and visitorsEnsures the meeting plans,and agenda are preparedValidated the meeting agendaAssists facilitator with decision making process on critical decisions(e.g.,leads team to decisions,makes decisions when appropriate,etc.),Source:Conoco,Teamwork-A Team Development Workshop,1993.
41、,Facilitator Role,Ensures the process is well-defined,understood,and appropriateManages the meeting process to deliver objective outcomesEnforces time contractsFocuses meeting discussion to current topicFocuses on the“process”more than“content”Ensures balance,equal opportunity for participation and
42、inputEnforces ground rules,Source:Conoco,Teamwork-A Team Development Workshop,1993.,Scribe Role,Records key meeting discussion points(i.e.,minutes)and decisionsVerbally validates and summarizes decisions before documenting themProduces a written summary of the meeting for project records and communi
43、cationsSometimes this role is filled by the Facilitator or Leader,Participant Role,Comes prepared to meetings having completed any requested pre-workParticipates actively in meetingsDoes not attack other team member opinionsProvides constructive feedback&inputFollows up on assigned items or tasksAss
44、ists&supports as a“process observer”,Source:Conoco,Teamwork-A Team Development Workshop,1993.,Timekeeper Role,Keeps time for the overall meeting and all agenda itemsAdvises the facilitator and group on progress versus time limits for each topic,Process Observer Role,Observes the group during discuss
45、ion and activities watching for:Adherence to ground rules and guiding principlesAdherence to agreed processes.Timely,constructive intervention when agreed processes are not being followed or are clearly not effective.Reports to the group at the end of the meeting on what they saw,and provides feedba
46、ck on ways to improve the next meeting.,Typical Meeting Structure,A meeting will typically have the following format:Review of Agenda and Time ContractAssignment of Meeting RolesReview of Meeting PurposeBrainstorming/DiscussionConsensus DevelopmentDevelopment of Path Forward PlansMeeting feedback-e.
47、g.,“Likes”,“Changes”,and“Overall Rating”,Source:Jonier&Associates,The Team Handbook,1988.,Documenting Meetings,Documentation serves the following purposes:Keeping members informed of key pointsDocumenting key decisionsRecording assignments and commitmentsInventorying team activitiesListing the backl
48、og of things to be doneMessages for inclusion in external communicationsKey elements of meeting documentation are:Date and time of meetingNames of attendeesTopics covered with main pointsAgreements/decisions reachedNext steps,Source:Jonier&Associates,The Team Handbook,1988.,Evaluate the meeting,An e
49、xample is to ask the group to list the“Likes”,“Changes”and“Overall rating”for the meetingReview and clarify suggested“changes”within the team for future applicabilityResolve or create plans to address“changes”as appropriateOther approachesUse an evaluation checklist or form,LikesChanges,Overall Rati
50、ng,Decision Making,ConflictResolution,ProblemSolving,Objective&Expected Results,Objective:To discuss several common decision making techniques,including“Divergent”and“Convergent”processes,and how they are used.Expected Results:The team will be able to use the techniques discussed,fostering full part
