Hybrid Example 1

The following example is an Outline of a Team Development Process.

Team Development

Purpose

We are continuously involved in on-going Team Development projects.

The nature and scope of these projects vary as much as our clients' industries. In addition, some organizations are at a primarily Facilitative, exploratory stage. Others are simultaneously at Training and Consulting stages. Still others may be well into a multi-year Team-structured environment, and need specific changes and alterations to regain momentum or create the next levels of challenge for their participants and their organization as a whole.

Regardless of any inherent complexity, Team Development projects demand up-front clarity.

Computer-Aided Teams (GroupWare)

As Teams further rely on various forms of technology to aid their communication, new and challenging issues arise. Computer-aided groups, groupware users, and virtual teams all share unique developmental paths which must account for their diverse communication modes and channels. For these clients, we utilize specifically customized developmental Models.

Models

There are many Models used in Team Development. We first distinguish between two overall approaches (Participative and Non-Participative), and then adapt a Model to your specific organizational needs.

Team Development Model 2

STEP 1

Information is gathered. Following is a sampling of questions:

	What will team structuring allow the organization to do?
	What is the current skill level of participants?
	What is the organization's support of teams?
	Who will select and organize teams?
	How structured will teams be?
	Will "empowerment" be used?

Option: Surveys, interviews and accompanying tools are used to collect information.

STEP 2

	Available information is analyzed.
	Option: Consistency/Compatibility charts are developed which outline organizational policies and values concerning Teams.

STEP 3

	Team Development information is overlaid on the Strategic Plan.
	Option: Future scenarios of successful team growth and operation are created.

STEP 4

	A "Map" of potential Team structuring is devised.
	Option: Time Lines for implementation may be constructed.

STEP 4.1

Managers may be involved in facilitated sessions to discuss implications of the proposed structure.

STEP 5

	Team Development infrastructure is designed, including Orientation, Training, and Tracking programs.
	Optional Analysis: Progressive Training is explored on both an individual and team scale.

STEP 5.1

Team members are trained in "core," "advanced," and "elective" topics, as outlined in Step 5.

STEP 6

	Teams are facilitated to generate their own Norms and Expectations.
	Optional Analysis: Previous/Pending issues are identified and addressed.

STEP 7

	Periodic reviews of individual teams and of the larger process are suggested.
	Specific recommendations may be included and benchmarking introduced as a measuring tool.