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Third Power Teams

Competent, Committed, and Collaborative

Third Power Teams is the most comprehensive overview of high performance teams you will find in a single workshop - a must for anyone who wants to truly understand what it takes to create high performance teams in business organizations. Especially those looking to establish New Product Development Teams, Business Development Teams, Major Project Teams, and Self-Directed Work Teams.

P1 — The Power of COMPETENCE

To achieve high performance team members must have the ability to perform. Team members with high levels of Personal, Interpersonal, Team and Organizational competence maximize their participation and contribution to the team.

P2 — The Power of COMMITMENT

To achieve high performance teams must be willing to perform. Teams that develop high levels of ownership and commitment work longer and harder to be successful.

P3 — The Power of COLLABORATION

To achieve high performance teams must have the opportunity to perform. Teams that establish a collaborative work relationship with management are more able to overcome organizational roadblocks to team performance.

In this workshop you will learn what it takes to create the ability, willingness, and opportunity for teams to achieve high performance!

Best Practices

Third Power Teams was developed over twenty years of applied research at 3M Company, one of the most innovative and respected companies in the world. Our work with teams started in their Occupational Health & Safety Product Division where we implement Action Teams for new product development. A Harvard Business school study concluded that the use of Action Teams resulted in a 50% reduction in new product development cycle time.

Over the next 15 years we worked in 75 3M Divisions and staff groups to implement high performance teams and teamwork. We conducted over 400 teambuilding and team training events. We also followed team development in divisions for up to ten years to understand the relationships between teams and management. We conducted a Sector wide study of Pacing Plus teams in the 3M's Industrial and Commercial Sector to understand how teams varied across divisions. The result of this effort was the identification of the best practices of high performance teams.

Our work at 3M allowed us to identify the best practices of functional management is supporting high performance teams. High performance teams often created a bid for power between teams and management for authority and control. We defined specific roles and responsibilities for teams and management to resolve this problem and create a collaborative relationship between teams and management.

Our work at 3M increased our understanding of the organizational dynamics that affect high performance teams. Our initial new product teams integrated activities across organizational boundaries in order to do the right things for the new product. But doing the right thing for a specific new product was not always the right thing to do for a given functional manager. To resolve this conflict we started creating Global Business Teams to get functional management focused on doing the right things for the business.

Business teams that were doing the right things for the business often found themselves in conflicts with executives that were focused on doing the right things for they area of operations. To resolve this problem we crated strategic executive teams that were focused on doing the right things for the business long-term development.

New Product, Business and Executive teams were creating integration across organizational boundaries at each level of the organization. In effect this team structure was creating a Virtual Business Organization of high performance team.

Workshop Specifications
Third Power Teams

Target Audience

Individuals participating on or leading high performance teams

Organizations considering using high performance teams

Organizations looking to increase the performance of existing teams

Design

This overview workshop that provides a comprehensive understanding of what it takes to consistently create high performance teams. The workshop examines teams, the organizational dynamics team work within, and the relationship between teams and management.

The workshop is based on three learning and diagnostic models — the Organizational Playing Field, the Stages of Team Development model and the Performance Equation.

Length

Two Days

Class Size

20 Participants

Pre-Work

None

Materials

Participant Binder

Customization

Content, design and delivery are customizable for different populations.

Train-the-Trainer

No

Workshop Agenda

I. Four Competencies of High Performance Teams

  1. Organizational Effectiveness — Why Teams?
    1. Team Roles and Responsibilities
  2. Team Effectiveness — How Teams?
    1. Team Tasks — What teams must do
    2. Team Processes — How teams must accomplish their tasks
    3. Team Dynamics — 10 Key Success Factors
    4. Team Leadership — Shared Leadership
  3. Personal Effectiveness
    1. The Six Characteristics of high performing team members
  4. Interpersonal Effectiveness
    1. Building Work Relationships based on trust and risk taking
    2. Creating Shared Understanding on complex issues

II. Maximizing Ownership and Commitment

  1. Orienting — Getting everyone on the same page
  2. Organizing — Maximizing Ownership and Commitment to Team Mission and Goals
  3. Action — Team Norms and Team Meetings
  4. Results — Maximizing the Return on Investment in Team Development

III. Overcoming Organizational Roadblocks

  1. Low Performance Loop Analysis — Identifying roadblocks
  2. Teams and Management
  3. Power and Empowerment — The Rules of Engagement