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Team Dynamics - Developing the 'Flight Crew'
This five-day programme focuses on both team leadership and team dynamics and, by using Theory of
Constraints (TOC) methodology, develops highly focused teams that truly perform.
The power of teams is not in doubt. However, many function well below their capability. The common
problem with many teams is that they are functionally not teams, but simply a collection of
people called a team. Some operate only as a loosely affiliated work group whilst others fail to display
even the barest minimum of what constitutes a team. It is no wonder then that many fail to perform.
This state of affairs is then compounded by conflicting measurements within the team and between teams
throughout the organisation. There is often no coherent direction, each group being allowed to choose
which measurement they will achieve today, leaving the more difficult ones until they are forced to do
something.
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Yet there are teams which exceed all expectation, and from them we can learn and use the techniques
they use to improve the performance of our own team. This is, of course, a function of leadership and
direction. So this programme focuses on both team leadership and the development of the 'Flight Crew'
- a high performance team that can cascade direction and decision-making throughout any
organisation.
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Key issues here include:
- Obtaining balance within the team: this applies both within the team itself and to the relationships
the team has with other teams, inside the organisation and outside.
- Making good team choices: this is all about ensuring that the goals and objectives of the team are
properly communicated and that everyone understands the importance of the choices presented with
respect to the goal.
- Making good team decisions: this is driven by the ability to make the right choices and therefore
is predicated by the need to understand the assumptions upon which decisions are made.
- Measuring team progress: without measurements we have no idea whether we are travelling in the
right direction, so we need to be able to determine measures that work, measures that enhance the
behaviours we want to see and discourage those we do not. The measures must be seen to be fair and
achievable – tough, perhaps – but still achievable.
The programme comprises five days, usually one day per week, coupled with exercises to be carried out
by each person attending, plus individual coaching and mentoring throughout the programme and for a
few weeks afterwards.
Day 1: Introduction to the Leadership Coaching Cycle and the concept of the Flight Crew.
Prior to attendance each person will have completed a Belbin Team Roles self-perception analysis.
This is used as part of the initial debate regarding the definition of “team” and the importance of a
common consensus for any real performance to be achieved apropos of the goal. The Belbin analysis
is used to help those attending to understand both their preferred role within a team and how others
see them within the team.
Day 2: Resolving conflicts:
Conflicts are almost a way of life; often they are resolved in a win-lose manner – which in turn leads
to a depressing sequence of ever more conflicts to be resolved. Time is allocated on Day 2 to the use
of a simple approach to resolve such conflicts known as the “Cloud”.
Day 3: Understanding negative consequences:
Sometimes we make decisions that result in unforeseen and negative outcomes, and often they do not come
out of the blue - some people will have known intuitively that such consequences might happen. This
aspect of the programme uses the approach known as “Negative Branch Reservation” to tap into that
intuition and uses it to carry out a powerful risk assessment and modification of the solution in order
to achieve the positives and avoid the negatives.
Day 4: Delegating:
We cannot do everything ourselves – we have to learn how to delegate properly. Often team leaders find
themselves doing what others within the team should be doing. Part of Day 4 is spent developing
rules and procedures that people will actually follow. In both cases a simple tool is introduced that
enables both good delegation and the creation of rules that enable people to follow the right path.
Day 5: Achieving ambitious team targets:
We need to learn how to engage with people in such a way that obstacles to progress are recognised and
dealt with in a systemic manner. The use of the appropriate tools and the rigour required to construct
robust plans is covered and those attending are expected to practice them in-house.
Team Dynamics: developing the flight Crew - Venue & Booking Information
This 5-day programme - usually one day per week - is held at our Training Centre in Melton Mowbray,
Leicestershire, UK and is delivered by Theory of Constraints expert
Ted Hutchin.
The fee is £1,500 plus VAT per person.
This is an organisation-specific programme and as such, dates are arranged on a bespoke basis.
To arrange a Programme, please contact Diane Jeary on 01664 502860 or via email:
dianej@constraintmanagement.co.uk
If you would like further information about the Team Dynamics programme, please
contact course leader Dr Ted Hutchin:
tedh@constraintmanagement.co.uk
Please click here for a printable version of this page.
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