OIA

Thu, 23 Nov 2017 21:13:23

 
 
 
 
 
 
 
 

System Leadership: "Working together"

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OIA associate trainer and a few trained consultants in OIA are offering a very reputable framework to manage positive change in your organisation. This approach is inspired by the work of British psychologist Ian Mc Donald and has produced long lasting results in many organisations big and small.

HALF DAY MODULES – can be combined to create full day, two day or even three day programmes

Holding teams together                                                        ½ day

Theory description

What is it that makes some teams fall apart with members becoming demotivated or leaving the group?  On the other hand, what is it that makes other teams positive and cohesive, so that members happily and willingly give of their best every day?

Experiential learning

These ideas will be explored through participation in a challenging and enjoyable team activity

Learning through feedback

Using video of the teams working together, feedback will be given on the effectiveness of the teamwork, and the behaviours that encourage team cohesiveness.

Application to the work place

Teams will reflect on questions like those following which will help them apply learning to their workplace. How will this understanding underpin our decision making in the future?   How will we ensure that our teams will hold together, productively and happily?


Culture change                                                                      ½ day 

Theory description

Leaders are accountable for the creation of work culture.  This will develop whether managed deliberately or just left to work itself out. Managed culture growth and change requires creation and review of all relevant systems so that they are elegant, simple and fit for purpose.  Symbols of the desired culture must also be developed, as well as leaders being prepared to examine their own behaviour and how it impacts on the work and behaviour of the members of their teams.

Application to the work place

Teams will explore these ideas through participation in a challenging task which will highlight the application of these ideas in the workplace.

Learning through feedback

Teams will present their findings to the rest of the group for clarification, reflection and comment.


Problem solving process                                                                   ½ day

Theory description

Much of the work of teams is to do with solving problems together, using all the capability of the members to generate and evaluate solutions and then carry out the tasks required to execute the task. Such work can be managed so that it is productive, as well as valuing the contributions and capability of all participants. Appropriate behaviours for the team leader as well as the members will be examined and developed.

Experiential learning

Teams will explore their behaviours in team problem solving through participation in a challenging and enjoyable team activity.

Learning through feedback

Using video of the teams working together, feedback will be given on the effectiveness of teamwork, and the behaviours that encourage effective team problem solving.

Application to the work place

Participants will identify ways in which the team process can be applied to problem solving in their workplace.  Groups will present their findings to the other teams.


Traps for team leaders and team members                                    ½ day

Theory description

Just as there are behaviours which enhance problem solving, team leaders and team members can also behave in ways which are harmful or destructive to the team process. Awareness of these behaviours can assist leaders and members to avoid them in future team work.

Experiential learning

Teams will explore positive and negative their team behaviours through participation in a challenging and enjoyable team activity

Learning through feedback

Using video of the teams working together, feedback will be given on the effectiveness of team work, with emphasis on the behaviours which inhibit the flow of group work.

Application to the workplace

Individuals will examine their own behavioural habits and identify those which impact the team and its work negatively. They will engage the help of a workmate to assist them in their endeavours to lessen or eradicate this behaviour.


Task assignment                                                                    ½ day

Theory description

Assigning tasks to team members is an important part of the role of a team leader. Team members need to know what is being asked of them, and how their subsequent work is to be evaluated. Team leaders must therefore assign tasks in a measured and considered way, so that both parties are clear about the work that is being assigned.

Experiential learning

Teams will attempt to apply the process of good task assignment through participation in a challenging and enjoyable activity.

Learning through feedback

Using video of the teams working together, feedback will be given on the clarity and effectiveness of the tasks assigned and then carried out by team members. 

Application to the workplace

Teams will explore how thoughtful task assignment would enhance ways in which people work together so that individuals can engage in work using their full capability, and being recognised and valued for their contributions. 


Performing work                                                                     ½ day 

Theory description

Once a task has been assigned to a person, he/she must choose the best way to get the work done.   This means identifying the critical issues which might prevent the work being completed or resulting in it being done poorly.  They must also decide on the best way to go about completing the task. 

Experiential learning

Team members will be involved in a challenging and enjoyable task, in which they must decide on the best way to complete it, within the time limits and to the quality required.

Learning through feedback

Using video of the teams working together, feedback will be given on the effectiveness of the work pathway chosen, and the quality of the output on completion of the task. 

Application to the workplace

Teams will investigate the process used for the completion of team tasks in the workplace, and explore ways in which this process could be improved.


Levels of work                                                                       ½ day 

Theory description

Different work requires different capabilities to perform it. Identifying what levels of work are required to carry out the work of the organisation or business will assist in designing roles which will enable the purpose to be achieved.  Exploring what work fits into which level informs the design of the structure of the company.

Application to the work place

Groups will explore the work needed to be done in order to achieve the purpose of their organisation, and then identify what levels the various work roles fit into.  This information can then be of assistance in designing role descriptions.

Learning through feedback

Teams will present their deliberations to the rest of the group for feedback, reflection and comment.


Authorities, accountabilities and power                                ½ day

Theory description

Leaders need to have certain authorities in order to be held to account for the quality of their work.  With these authorities in place, leaders need to be aware of ways in which they can exercise their authorities without the use of power in order to get work done by team members

Application to the workplace

Groups will explore to what extent the leaders in their organisation have the minimal authorities which would enable them to do their work.  The use of power to get work done in the organisation will also be investigated.

Learning through feedback

Teams will present their findings to the rest of the group for their feedback, reflection and comment.


The work of a leader                                                               ½ day 

Theory description

The fundamental work of a leader is “to create, maintain and improve a group of people, so that they can achieve their objectives and continue to do so over time.”  Examining the implications of this definition for the leaders of organisations will provide insights into the distinction between real leadership and mere management behaviours

Application to the workplace

Specific behaviours which demonstrate good and effective leadership in the work place will be identified and shared. The importance of sincerity in word and deed, and what real engagement with team members means.

Learning through feedback

Teams will present their findings to the rest of the group for their feedback, reflection and comment.


Systems design and review                                                         ½ day

Theory description

Simple, elegant, fit-for-purpose systems are vital for any organisation to operate effectively.  Designing such systems and reviewing and redesigning existing systems is essential and difficult work for leaders. As ‘systems drive behaviour’ dealing with inadequacies and defects in systems improves workplace culture.  There are twenty questions which assist designers to develop, audit and monitor systems so that they enable users to achieve their objectives.

Application to the workplace

With assistance, teams will design or review a system using the twenty questions as a guide for their work. Recognition must be made that this will be a skeleton design only, as systems work is complex and requires a longer time than is available in this workshop.

Learning through feedback

Teams will present their systems design to the rest of the group for their feedback, reflection and comment.


The importance of symbols                                                         ½ day

Theory description

The importance of symbols in the workplace to enhance or undermine the messages which the leaders would like to convey to their workmates cannot be underestimated.  They are a vital part of the creation of a work culture.  Leaders need to be aware of the messages sent by these symbols, whether they are as simple as examples such actual signage, where people sit and whether doors are open or closed.

Application to the workplace

Teams will identify existing symbols in their workplace, and then decide whether they would choose to keep the symbol or modify it in some way or reject it entirely and/or create new ones.

Learning through feedback

Teams will present their systems design to the rest of the group for their feedback, reflection and comment.


Giving and receiving feedback                                                      ½ day

Theory description

An essential part of good teamwork is for the team members and team leader to be willing and able to give safe, honest, specific and timely feedback to each other on their work performance.  This is an essential skill if team participants are to improve their contributions and output.

Experiential learning

Teams will participate in a challenging and enjoyable activity, where the tasks expected of each participant are clear, and, if well done, will contribute to a positive output by the team.

Learning from feedback

Following demonstration of the use of effective feedback by the presenter, team members will engage in the process of giving each other feedback on things they believe others in their team did well, and also on behaviours they consider could be areas for improvement.

Application to the workplace

Teams will be asked to identify opportunities, missed or taken, in the workplace where good feedback would prove to be encouraging and/or motivating.  Their findings will be presented to the rest of the group.