measuring and managing team synergy resulting in improved collaboration and interaction

ICF Team and Group Coaching Community of Practice

May 3rd 2016

Measuring and Managing Team Synergy resulting in improved Collaboration and InteractionJohan Van de Put

President of ICF Belgium

“My people don’t solve problems or work together effectively as a team – they tend to work against each other rather than with each other”

Souce: Human Synergistics International PRO Consulting bvba - Johan Van de Put 2

Operating C & I

OCI Norms

Individual

Outcomes

GroupOutcomes

Organizational

Outcomes

Mission

and

Philosophy

Causal Factors

Levers for Change

Structures

Systems

Technology

Skills/Qualities

Ideal C & I

Values

Outcomes

Effectiveness

Criteria


Collaboration & Interaction: the Process

Group Styles Circumplex



1 2 3 4 5 6

0 = not at all1 = to a slight extend2= to a moderate extend3= to a great extend4 = to a very great extend

Completed Group Styles Profile


Passive/Defensive Styles

• Approval• Conventional• Dependent• Avoidance

These groups accept lessthan optimal solutions.

In cooperation safety prevails.


Validation is collective instead of one

responsible

“Process-mania”

No stable decisions

Aggressive/Defensive Styles

• Oppositional• Power• Competitive• Perfectionistic

The quality of solutions is often marginal and is limited by the members who exert power and control.


Judgement…

Too much emphasis on

form……

Too many people

involved…

Constructive Styles

• Achievement• Self-Actualizing• Humanistic-

Encouraging• Affiliative

The Group exploits the full potential of the members and comes to effective solutions


Don’t forget to have fun…

Share the same goal…

October 2015

Support…

A good plan builds

confidence…


Less Effective Groups

Effective Groups


Effective Solution = Quality Solution x Acceptance Solution

Interpersonal skills and processes• Listening• Supporting• Differing• Participating• Striving for Concensus

Rational Skills & Processes• Analyzing the solution• Setting objectives• Simplifying the problem• Considering alternatives• Discussing the consequences

EffectiveSolutionQuality Acceptance

Task SkillKnowledgeResources

1. HUMANISTIC-ENCOURAGING :members are constructive, sensitive and supportive for one another.

2. AFFILIATIVE : members are friendly, cooperative and relaxed.

12. SELF_ACTUALISATION: members are optimistic, enthusiastic and interested.11. ACHIEVEMENT : members are concerned with getting things done and perform well.


Case Study


16

ProviderClient Client

Req

uire

men

ts C

onte

nt &

tim

e

Rev

erse

Kno

wle

dge

Tran

sfer

Kno

wle

dge

Tran

sfer

Wor

kpro

duct

s

Deliver Deliver

Programme / Release P l a n n i n g

Fixed Price

Planning, Support, KT & RKT, Structure of meetings,Structure of processes,

…Collaboration between PL’s,

Skill Leads, PMO, Team members,…

GovernanceProject, Release, Programme,

Steering Committees…

Trust, confidence,…

Climate/Atmosphere in meetings,Behaviour of team members,Impact of team on individuals,

IntroductionCollaboration & Interaction in an IT Outsourcing Project PROJX


17

ClientClient ProviderProviderRespecting Respecting the the deadlinesdeadlines(style 11)(style 11)

- Focus on the date of delivery- Less discussion and more decisions- Time-boxing

Planning Planning (style 11)(style 11)

- Impression of blind navigation - Lack of impact analysis

- More macro- Planning not the only essential tool; accept ranges of uncertainties

GouvernancGouvernance/e/OrganisatioOrganisation (style 4)n (style 4)

- Review gouvernance (frequence…)- Release Committee not efficient- 2 organisations not aligned (multiple interlocuteurs ex. PL vs SKL et Delivery vs Test Factory)

- Difficult communication at all levels at Provider’s

- R&R at Client not clear- Delegation of decisions

Quotes from Assessment WorkshopQuotes from Assessment Workshop

Listening

18

ClientClient ProviderProviderWork Work meetingsmeetings(styles 1 et (styles 1 et 11 )11 )

- Format vs content- Accept proposals for a solution made by Client- Do more online & collaborative work in writing DFD

- Client not enough sollicited- Project-oriented meetings more content instead of the project management

- Timing of meetings- Respecting the agenda- More constructive step-back

Processs Processs (styles 6, 7, (styles 6, 7, 8)8)

- Too much work in repository- Be able to discuss failors without judgement

- Too much oriented Client, - too long, too many players - too much focus on process issues and risks in RIC db as a judgment

Alignment Alignment (style 7)(style 7)

- no Alignment of the Provider’s authorities

- no Internal alignment Client

OtherOther - Rôle CT (11)- Lack of transparancy (6)

- Don’t forget the fun(12)- Scope and operation of the Fixed Price knowledge / concept of package (4)- No strategic decisions taken(6)- Lack of work space (rooms city) (1 et 2) - Collaborative mode instead of an audit mode (-10)

Quotes from Assessment WorkshopQuotes from Assessment Workshop

Listening

19

Global View of Collaboration in PROJX

ActualActual DesiredDesired


Creating awareness

20

ProviderProvider ClientClient

Actual View of Collaboration in PROJX


Creating awareness

21

ProviderProvider ClientClient

Desired View of Collaboration in PROJX


Creating awareness

22

GSI Forming GSI Norming

GSI Storming GSI-Performing

Getting out of the Storming Phase


Calling to Action

Chosen & Prioritized change levers

• A responsible person by deliverable product

• 4 - Define the role of each, governance • 1 - Have (share) a vision: scope, solution, macro-planning +

the “nice to have” out of the critical path • 3 - Collaborative work among skill centers • 2 - Production of deliverables with “4 hands”

Translate into smart objectives at short term (2weeks) and long term (3months)



Thank You

measuring and managing team synergy resulting in improved collaboration and interaction

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