DYNAMIC RETEAMING: ACKNOWLEDGE REALITY, CHART YOUR PATH - HEIDI HELFAND
•
3 j'aime•265 vues
DYNAMIC RETEAMING: ACKNOWLEDGE REALITY, CHART YOUR PATH - HEIDI HELFAND
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à DYNAMIC RETEAMING: ACKNOWLEDGE REALITY, CHART YOUR PATH - HEIDI HELFAND
Similaire à DYNAMIC RETEAMING: ACKNOWLEDGE REALITY, CHART YOUR PATH - HEIDI HELFAND (20)
Plus de agilemaine
Plus de agilemaine (20)
Dernier
Dernier (20)
DYNAMIC RETEAMING: ACKNOWLEDGE REALITY, CHART YOUR PATH - HEIDI HELFAND
- 1. D Y N A M I C R E T E A M I N G A C K N O W L E D G E R E A L I T Y, C H A R T Y O U R PAT H H E I D I H E L FA N D @heidihelfandheidihelfand.com
- 5. TEAM CHANGE IS INEVITABLE. GET GOOD AT IT.
- 6. NEW PEOPLE WILL JOIN • New ideas • Differences • Personality -CRR GLOBAL
- 7. ONE PERSON CHANGES THE DYNAMIC
- 8. PEOPLE WILL LEAVE • Identity change • What else leaves? -CRR GLOBAL • Rename team
- 11. SOMETIMES THEY LINGER ON LIKE GHOSTS -CRR GLOBAL
- 12. WHEN YOUR TEAMS CHANGE YOU ARE NOT “DOING IT WRONG”
- 13. “Bounded and stable membership is less and less the norm as teams become more dynamic and are frequently overlapping.” -Wageman, Gardner & Mortensen, 2012 https://onlinelibrary.wiley.com/doi/full/10.1002/job.1775
- 14. “More and more people… are now working on multiple teams that vary in duration, have a constantly shifting membership, and pursue moving targets. .” https://hbr.org/2012/04/teamwork-on-the-fly-2
- 15. FROM 15 TO 800
- 16. FROM 10 TO 600
- 17. FROM 800 TO 1300
- 18. H E I D I H E L FA N D H E I D I H E L FA N D . C O M @ H E I D I H E L FA N D
- 19. LET’S DIG IN
- 20. DYNAMIC RETEAMING IS TEAM CHANGE
- 21. MATURITYBIRTH DISRUPTION RENEW AL ADOLESENCE GROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless, Henri Lipmanowicz & Fisher Qua, Liberating Structures TEAMS AGE & CHANGE
- 22. • Growth/attrition • New work or focus • Knowledge sharing • Stagnation & learning WHY TEAMS CHANGE
- 24. IT HAPPENS IN DIFFERENT WAYS Kaner, 2014
- 25. • One by One • Grow and Split • Switching • Isolation • Merging PATTERNS
- 26. 1 ONE BY ONE PATTERN
- 28. STAGNATING DISRUPTION RENEW ALGROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless & Fisher Qua, Liberating Structures DOMINATING ITNEW HIRE GETTING THE HANG OF IT! STRUGGLING NEW HIRE PATH
- 29. Add new people to existing teams or create new teams? ORGANIZATIONAL VISION
- 31. CREATE NEW TEAMS? •START TEAM •OFF TO THE SIDE •GROW FROM THERE ISOLATION PATTERN
- 32. -Direct report? -Peer? -Senior? -New manager? -New exec? -Different role? EACH CASE FEELS DIFFERENT
- 33. How can you help them be successful? Why don’t you have lunch with them? What can you learn from them?
- 36. TALK ABOUT THE PLANS TO GROW
- 37. THE BUDDY SYSTEM
- 38. -Culture Code by Daniel Coyle - Bradley Staats, WIPRO call center Bangalore, India “What is unique about you - to survive deserted on an island?”
- 41. 2 GROW & SPLIT PATTERN
- 42. RIGIDITY TRAP DISRUPTION RENEW AL POVERTY TRAP GROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless & Fisher Qua, Liberating Structures MATURITYBIRTH ADOLESCENCE TEAMS GROW “BIG”
- 43. • Planning ~ forever • Decisions ~ harder • Work ~ unrelated
- 44. RIGIDITY TRAP DISRUPTION RENEW AL POVERTY TRAP GROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless & Fisher Qua, Liberating Structures MATURITYBIRTH ADOLESCENCE GROW AND SPLIT PATTERN
- 47. “…a shared understanding of what a role involves…is one way for a team to cope with changing membership…” R O L E C L A R I T Y -Wageman, Gardner & Mortensen, 2012
- 49. Why does this happen?
- 52. LARGE TEAMS WORK TOO! MERGING PATTERN
- 53. WHO DECIDES?
- 54. WHAT IF THE PEOPLE DECIDE?
- 56. RETRO ABOUT TEAM COMPOSITIONS
- 57. TECTONIC SHIFTS
- 59. Kaner, 2014
- 60. WHEN PLANNING TEAM CHANGE • Which people will be impacted? • How can we involve the people as early as possible? • What will the ripple effects be? From by Rod & Fridjhon, Creating Intelligent Teams
- 63. OVERCOMMUNICATE THE PLAN Say it 7 times!
- 65. DISRUPTION RENEW ALGROW TH MATURITYBIRTH ADOLESCENCE CONCERNS OF THE “FIRST TEAM”
- 67. Open space
- 68. Is it OK if I…What am I allowed to do? Who owns that?Is that her job?
- 69. Don’t they care? Why aren’t people stepping up? What’s his name again?
- 70. “How do we maintain our culture?”
- 72. Pay attention to the people.
- 73. RE-BELONGING
- 74. People don’t fear change, they fear loss. Leadership on the Line, Heifetz & Linsky
- 75. YOU BELONG HERE… Culture Code by Daniel Coyle
- 76. Current State (primary, known) Future State (secondary, unknown) -crrglobal, arne mindell EDGE BEHAVIOR X X XX X X X
- 77. OUR COMPANY
- 78. FIND SHARED CAUSES VIA OPEN SPACE
- 79. @heidihelfand THE STORY OF OUR TEAM
- 82. SYMBOLS
- 84. ANCHOR TO VALUES
- 88. I’m so sick of this guy
- 90. RIGIDITY TRAP DISRUPTION RENEW AL POVERTY TRAP GROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless & Fisher Qua, Liberating Structures MATURITYBIRTH ADOLESCENCE
- 91. RIGIDITY TRAP DISRUPTION RENEW AL POVERTY TRAP GROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless & Fisher Qua, Liberating Structures MATURITYBIRTH ADOLESCENCE
- 94. HELP EACH OTHER NOMAD
- 95. IN OVER YOUR HEAD?
- 96. GIVE YOURSELF OPTIONS FOR LATER
- 97. FLEXIBLE, ADAPTIVE TEAMS https://www.glassdoor.com/Photos/Pivotal-Office-Photos-E687287.htm SOME SWITCH AT REGULAR CADENCE
- 98. SOME PAIR SWITCH 100%
- 99. THE PEOPLE MAKE IT HAPPEN
- 100. ONE BY ONE GROW & SPLIT SWITCHING DYNAMIC RETEAMING
- 102. WHAT ABOUT YOU?
- 103. PEOPLE COME & GO IT FEELS DIFFERENT
- 105. YOU WILL GET CURVE BALLS
- 107. YOU COULD GET EJECTED
- 108. When were you energized? When were you stagnating? When were you in flow? REFLECT ON LAST WEEK -Burnett & Evans, Designing Your Life
- 109. you companyx
- 110. THINK BIGGER THAN YOUR COMPANY
- 112. STAY WHERE YOU ARE?
- 113. W R I T E Y O U R O W N S TO RY
- 114. linkedin.com/in/ heidihelfand P R O C O R E . C O M / J O B S