engaging the team with its systems module 8

© 2021 Copyright owned or licensed to GTCI by Renewal Associates, Coaching andMentoring International or other copyright owners as stated on the materials. All Rights Reserved.

Global Team Coaching institute (GTCI)

Practitioner in Team Coaching Program- Complex Adaptive Systems (PERILL) Stream

MODULE 8:Engaging the Team with its Systems

Module 8: Engaging the Team with its Systems

2

MODULE 1

Our Practitioner journey

Contracting and working in pairs

The discovery and preparation phase

Scoping the assignment

The first session

Building relationships, enhancing learning, distributing leadership functions

Working with the room

Engaging the team with its systems

Disengagement and evaluation

Building your TC business

The Role of the Team Coach

MODULE 2

MODULE 3

MODULE 4

MODULE 5

MODULE 6

MODULE 7

MODULE 8

MODULE 9

MODULE 10


3

1. Engaging the team with its narratives to suit the organizational purpose and team objectives

2. Enhancing influencer and stakeholder engagement

3. Visualizing and clarifying multiple interacting systems that affect the team

Learning Outcomes for Module 8


4

1. PERILL to enhance stakeholder engagement and ensure the organizational purpose and team objectives are being met

2. Stakeholder mapping tool

3. Multiple interacting systems tool

4. Co-creating a narrative for the team including both the organizational purpose and team objectives

Multiple tools and techniques


5

Handouts Learning Outcome

Using Anecdote and Story - David Clutterbuck #1

Stakeholder Mapping - a brief overview #2

Linear, systemic or complex adaptive systemic team interventions #3

The team as a system or part of multiple systems #3

Building your Systemic Thinking Ability #3

Reading for Module 8


6

“I once asked one of the most successful leaders of the telecom industry what she considered to be the essence of her leadership work.

She responded, ‘I am facilitating the opening process so my team can sense and seize emerging opportunities as they arise from the fast-paced business environment we are operating in.”

C. Otto Scharmer, MIT Senior Lecturer

7

Learning Outcome #1Engaging the team with its narratives

to suit the organizational purpose and team objectives


8

Narrative Coaching

● Narrative coaching is a process that allows teams and team members to address issues in their present by relating stories from their past

● The stories we remember about ourselves have a powerful impact on our values, beliefs, assumptions, and our behaviors

● The more we as team members tell our leadership stories and challenges, the more it reinforces our values. It also encourages others and affirms their testimonies/narratives too.


9

Why is a Narrative useful for a Team?

● Enhances the team’s awareness

● Informs the team on how to engage within its systems

● Creates the team’s shared purpose

● Can be an indicator of how the team is listening to its influencers and stakeholders and each other


10

Understanding the Team Narrative Using SelfBrain: How does the team make sense of its environment?

Eyes: What does it see (notice) and not see?

Ears: What does it hear and not hear? What does it not want to hear?

Nose: What instincts does it have? What instincts does it need?

Heart: What does it care about?

Arms: How does the team makes sure things get done?

Guts: Where does it draw its courage from?

Legs: What gives the team its sense of motion and progress?

Blood: What gives the team its energy?


11

Understanding the Team Members’ Narratives

What narrative does each team member hold about themselves?

What narrative do they hold about this team?

What narrative do they hold about the systems that connect them?

How do they want to be heard by each other?

How do they want to be heard by others outside the team?


12

Using the Q&A box, let us know:

● How does your sense of self enable you as a team coach to support the team in understanding its narrative?

● How might you help a team reflect upon and change its narrative?

Chat box

13

Questions?

14

Learning Outcome #2Enhancing Influencer

and Stakeholder Engagement


15

Stakeholders and Influencers

Stakeholder: any person or entity that is affected by the team’s activities

Influencer: any person or entity that exerts or is able to exert influence over the team’s resources, processes or culture


16

Linking Narrative to Stakeholders and Influencers

● What narrative does each stakeholder and influencer hold about themselves?

● What narrative do they hold about this team?

● What narrative do they hold about the systems that connect us?

● How do they want to be heard by us?

● How do we want to be heard by them?


17

The psychological contracts with stakeholders and influencers

In each relationship, there is a social exchange, which consists of three elements:

● The worth exchange – how we add value for each other

● The respect exchange – how we create emotional capital for each other

● The beliefs exchange – having shared perspectives about what is important


18

PERILL within the whole system

What is the purpose of the system?

Who are the stakeholders and influencers outside the system?

What are the patterns of relationships within the system?

What are the key internal processes that link the

parts of the system?

How does the wider system learn? (Is learning haphazard and partial

or organized and comprehensive?)

Where do the formal and informal leadership lie

within the system?


19

Stakeholder (and/or influencer) mapping

● Identify the stakeholders (those who are impacted by what we do) and influencers (those who impact what we do)

● Draw a map showing all these players, with the team in the middle

● What is the nature of the impacts between all of the parties in the system?

● Change the location of the team on the map: how does that affect your understanding of the system?

❖ Case study on Stakeholder Mapping


20

Stakeholder and Influencer Mapping

Large retailers

Consumer focus groups

Health Concern

Finance

Alice’s Team

Ravi

Alice’s bossTechnical product

development

21

Questions?

22

Learning Outcome #3Visualizing and clarifying multiple

interacting systems that affect the team


23

What are multiple interactive systems?

● Also called ‘nested’, ‘complex adaptive’ or ‘networked’

● The concept comes from eco-systems

● What happens in one part of the system affects the whole


24

Linear Systemic Complex, adaptive systemic

The too busy team

We can create more team spirit if we get to know each other better

Team spirit will be best generated by addressing the whole internal team system -- our purpose, how we work together and how we value and support each other

How can we extend or establish greater collegiality and mutual support with the organization as a whole?

➣Handout: Linear, systemic and complex adaptive systemic Team interventions

Linear, systems and complex adaptive systems approaches to teams


25

Internal systems

External Systems

Alice’s Team

Large wholesaler

Ravi

Independent consumer

groups

Corner shops and stores

Product development

Multiple interactive systems


26

Interventions: Stakeholder mapping vs. interactive systems

Stakeholder mapping

● Stakeholders and influencers are easy to identify

● The team members or their direct reports regularly interact

● Team can benefit from hearing more often from them

Interactive Systems

● Stakeholders, influencers and other systems outside the team are more likely to be ‘hidden’

● Interactions between systems are more complex and need careful exploration to understand

● Less likely to see relationship between each other

● Most opportunity to positively benefit the organization when working well together


27

● How do PERILL and stakeholder mapping work cooperatively in a team coaching engagement?

● When is it appropriate to use stakeholder mapping?

● At what stage would you introduce stakeholder mapping to a team?

● When would you use interactive systems with a team?

● What benefit to the team? The wider system?

Key Considerations


28

What has been your experience with PERILL, stakeholder mapping, and interactive systems with teams?

Panel Discussion

29

Questions?

30

Next Steps:● Practicum● Q&A Session● Homework & Reading


31

Practicum

During the practicum you will work in breakouts using the team coaching case provided:

Break-out #1: Practice the use of self technique using the chocolate factory scenario

Break-out #2: Using the stakeholder and influencer mapping techniques that you have learned, coach the team to look at the complexity of its relationships with stakeholders and influencers.


32

Homework assignmentsHere are a few key points you should reflect on:

● Actively practice using your body to gauge what’s happening in the moment. Journal your observations. What are the patterns that emerge? This can be part of your final essay

● Using your practice team, run a stakeholder mapping activity with them. How aware were they of people or groups outside of the team? What did they learn?

● Journal: What have you learned so far about complex adaptive systems? How can you extend your understanding?

Mandatory Reading Coaching the Team at Work (2nd edition) by David Clutterbuck

● Chapter 1 (What do we know about coaching?)● Chapter 2 (What do we know about teams?)

Suggested further reading● The Body in Coaching and Training by Mark Walsh

Thank you for joining us!

Please, join us for

Practicum Sessions on Tuesday 22 June 2021

Q&A Session on Tuesday 29 June 2021

engaging the team with its systems module 8

Documents