Identifying Critical Team Behavior Changes
Step 1 - Identify the current member experience of Teams - "OldTeam"
Step 2 - Identify the required approach to Teams for this project to succeed - "NewTeam"
Step 3 - Establish Most Critical Team Behavior Challenges
Step 4 - Establish Priority Team Behavior Changes
All references are to a team behaviour change spreadsheet.
This technique uses "Cultural Polarity" based on international best practice in categorising different business cultures with specific extensions for teams.
This technique will also identify if conflicting dominant sub-cultures exist within a team.
Step 1 - Identify the current member experience of Teams - "OldTeam"
Using the "Cultural Polarities" defined below with specific extensions for teams
Record this in the Old Team Column (1-6)
Step 2 - Identify the required approach to Teams for this project to succeed - "NewTeam"
Record this in the New Team Column (1-6)
Step 3 - Establish Priority Team Behavior Challenges
Note the Variance (ie the difference between Old Team and New Team Cultural Polarity)
Assess the Outcome Impact (3=High, 2=Medium, 1=Low)
Estimate the Change Difficulty (3=High, 2=Medium, 1=Low)
Calculate the Overall Composite Risk (Variance * Outcome Impact * Change Difficulty)
Maximum score here is 81 but any score over 8 (2*2*2) needs carefully looked at
Step 4 - Establish Priority Team Behavior Changes
For the priority areas (3 max)
Identify the key team behaviour changes
Establish whether the change is so big that an interim bridge practice is required
Cultural Polarity - The key areas
18 “Polarities” which categorise a Business Culture
From the “Cross-Cultural Business Pocketbook” by John Mattock and based on work by Edward Hall, Geert Hofstede, Terence Brake, John Mole, Fons Trompenaars and Richard Lewis
Perception & Cognition
PC1
Decisive - we control our lives, make free choices, anticipate consequences
Submissive - our destinies are dictated by our god(s), fate or environment
PC2
Theoretical - ideas are more useful within an orthodox conceptual framework
Pragmatic - its OK to meet phenomena case by case, learning by experience
PC3
Universal – some ideas/concepts are absolute and can be applied in all situations
Circumstantial – theories are interpreted in the with common sense/human need
PC4
Loose Time – deadlines are only guidelines – they won’t mind waiting a bit longer
Tight Time – delay equals failure: “This project must run to schedule or else…..”
PC5
Multiple Event – clever people handle several ideas at once: the art of juggling
Single Event – One at a time to avoid confusion: interruptions/distractions are bad
PC6
Quick Results – mechanistic/impatient; actions now should bring satisfaction soon
Big Picture – holistic/patient; we think and act in the broad context of past and future
Self & Society
SS1
Outgoing/Informal – our circle of acquaintance is wide and flexible – we do not harbour secrets
Private/Reserved – we share our inner thoughts only with close friends and family
SS2
Personal Fulfilment – encouragement and reward for individual talent and initiative
Loyalty to the Tribe – duties are fixed by tradition, autocratic leaders or team needs
SS3
Prescriptive – rules of conduct must not be bent – society suffers if they are
Flexible – sometimes we can ignore laws; respect your conscience and friends
SS4
Doing & Measuring – high status goes with performance and achievement
Being & Feeling – living life well is the greatest achievement; work is only part of it
SS5
Relationship – “if we get on well, the work will be pleasant and fruitful”
Task – “if we can do a good job together, we might get closer as people”
SS6
Cooperation/Consensus – decisions by group synergy can be smoothly implemented
Competition/Conflict – forceful advocacy defeats opposition and brings success
Decisions & Communication
DC1
Suggestion – “I’m sure you’ll get the gist of my idea without tedious over-explanation”
Statement – “We’ll both be more comfortable if I spell this out to avoid ambiguity”
DC2
Contextual – plenty of background information helps us to understand things better
Direct – we move directly to the proposal, handling context questions later
DC3
Emotional – few inhibitions about expressing joy, anger, fear, passion, regret ….
Contained – embarrassment and friction can come from displays of emotion
DC4
Avoiding Risk – beware precedents/consequences; Look before you leap
Embracing Risk – seize every opportunity without dithering; who dares wins
DC5
Hierarchical – good organisation requires clear direction from above
Democratic – power is distributed; everybody contributes to decisions
DC6
Merit – respect is given to those who have earned it – leaders included
Standing – respect goes to those with of right age/grade/class/qualifications
Comments