What is a workshop? Workshop is a kind of team development technology and process under the guidance of the host, and the team can solve practical problems through learning, activities and discussions. The workshop not only focuses on problem solving, but also on the improvement of team mental model. The mental model of a team consists of the mental models of team members, which determines the behavior habits of the team and then determines whether a team can succeed. The workshop is to create a field (environment) to enhance the mind, with the help of the strong control of the group over the individual, to explore and practice in the process of solving practical problems step by step, to constantly question and reflect, and to lead the team members to improve their minds step by step.
The level of teamwork (which can also be said to be the health level of the team) depends on the mental model of teamwork. By overcoming the five functional obstacles of the team (hereinafter referred to as FDT), we can effectively improve the team members' awareness of team cooperation, improve the level of cooperation, and finally push the team forward.
FDT faces five obstacles, such as lack of trust, fear of conflict, lack of commitment, evasion of responsibility and neglect of results, and solves these five problems through five steps. But there is a premise that the team must have the willingness to cooperate. Without will, no tool will work.
Step one: lack of trust. The basis of teamwork is trust, and trust is the basis for solving other problems. The establishment of team trust requires members to accept each other's weaknesses, and the other is to prevent fundamental attribution errors from finding problems from themselves. FDT provides a tool-hands-on practice. Team members sit around and share the following three questions: Where did you grow up? How many brothers and sisters do you have? Where do you rank? What was the most difficult, important or special challenge you experienced in your childhood?
There is a theory about interpersonal communication called "johari Window", which divides interpersonal communication information into four quadrants: openness, privacy, blind spots and potential quadrants according to the two dimensions of "self-knowledge-ignorance" and "others know-others don't know". The privacy quadrant can be divided into three levels. The deepest layer is the skeleton in my closet, the middle layer is the secret that we are embarrassed to tell (such as our dissatisfaction with our colleagues), and the next layer is the secret that we forget to tell (such as the information that we think others know, so we often confuse others by not explaining it). Gaining trust between people is the process of expanding the public quadrant, narrowing the privacy quadrant and telling others the forgotten secrets. Personal experience exercises provide an opportunity to tell other members of the team their "forgotten secrets", thus expanding everyone's public quadrant, narrowing the privacy quadrant, and gaining trust among members of the team.
When practicing personal experience, we should invite the leaders of the team members to speak first, so that the team members can get into the state more easily and tell some stories about their childhood. After completing this course, you can insert the evaluation CD.
Step 2: Control the conflict. Team conflict is a constructive and positive conflict around the important issues of the team. A team allows benign conflicts, but it is not advisable to attack each other, destroy each other, appear harmonious and avoid conflicts. Benign conflict is based on team trust. Team members can speak freely, talk about their own views on the problem and ask constructive questions. At the same time, some people will feel uncomfortable in this process. In the end, an output and team conflict contract will be formed in this link. The conclusion of conflict contract is helpful to form a unified norm in the team, embody the team's values and reduce the communication cost.
Step 3: Keep your promise. Team commitment means that in a team, when members do not fully agree with a resolution, they can express their support. At this stage, the primary goal of the team should be output (there is only one primary goal, and the description should conform to the SMART principle). The results of the meeting (main objectives and conclusions of progress, etc.). ) bring it back to your team and convey it in time. This can convey the goal of the team and promote it effectively.
Step 4: * * Take responsibility. The responsibility of a team is not the responsibility of leading a person, but that everyone in the team should take the initiative to be equal. In this lesson, there is an exercise about the effectiveness of teamwork. Around the primary goal, team members share with each other: which behaviors of this member enhance the advantages of the team, and which behaviors hold the team back and interfere with team cooperation? Also in this exercise, we should start with the leader and let everyone give him advice first.
Step 5: Pay attention to the results. Whether a team is excellent depends on whether it has achieved its own goals and output corresponding results. We don't work for the sake of work, and whether there is output of results is the test standard of the effectiveness of work (teamwork). There is a concept of a first team in FDT. What's Team One? Every member of the workshop may have his own team when he goes back, so who is more important? It must be the most important team in FDT now. Because this team has more resources, it can achieve higher goals. Therefore, every member should abandon the prejudice between departments in order to achieve the primary goal of the team. In the process of promoting team goals, we can use the team scorecard as a tool to track the progress of achieving the goals and track and correct them in time.