More than the sum of its parts
Building Teams.
A day for managers and leaders developing a stronger team: how teams form, what makes them effective, and how to lead and coach them.
- Level
- Immerse
- Learning time
- 9 hours 30 minutes
- Where
- Leading people
- Price
- £249
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Managers and leaders building stronger teams
Overview
Calling a group a team does not make it one, and public services pay for the gap. More than the sum of its parts brings together the evidence on what makes teams work, from Katzenbach and Smith and Hackman's conditions for real teams to Tuckman, Gersick and the IMOI model. It works through purpose, goals and team charters, roles and composition, trust and psychological safety, collective intelligence, groupthink and conflict, then turns to the quieter dynamics that undermine teams, drawing on Bion. The day closes with leading teams as designer, coach and member, team coaching from Hawkins and Clutterbuck, the Tavistock tradition and team reflexivity.
Aims
This programme aims to help managers and leaders build teams that are genuinely more than the sum of their members. It develops the ability to design a team's conditions deliberately, to read the visible and hidden dynamics at work, and to lead and coach the team as a whole so that it keeps improving.
In summary, you will be able to:
- Assess whether a group is a real team and diagnose its stage, conditions and hidden dynamics using evidence-based models of team effectiveness.
- Design a team's purpose, goals, roles and ways of working so that trust, psychological safety and productive conflict can develop.
- Lead and coach a team as a whole, using reflexivity, debriefs and team coaching to strengthen performance over time.
What you'll develop
By the end of this Immerse, you will be able to:
- Distinguish a working group, a pseudo team and a real team using Katzenbach and Smith's team performance curve.
- Explain Hackman's three essentials and three enablers, and why design matters more than coaching.
- Describe Belbin's nine team roles and explain why they suit conversation rather than selection.
- Explain the hidden profile problem and why groups tend to lose information that only one member holds.
- Distinguish task, relationship and process conflict and explain what the meta-analyses say about each.
- Use the functional team leadership model to identify which leadership functions your team is missing.
- Describe Edmondson's team learning behaviours and West's team reflexivity cycle.
- Distinguish individual, team, group and systemic coaching and choose where the most useful leverage lies.
Built from 7 parts.
9 hours 30 minutes of learning.
- 01What makes a teamTeam development: Tuckman and team effectivenessBitesize · Team Development3 modules
- 02Clear purpose, right peopleTeam charters, goals, roles and compositionBitesize · Team Development2 modules
- 03Trust at the centreTrust and psychological safety in teamsBitesize · Team Development2 modules
- 04Better decisions togetherGroupthink, dissent and team conflictBitesize · Team Development2 modules
- 05Beneath the surfaceTeam dynamics and the role of the team leaderBitesize · Team Development2 modules
- 06Teams that learnTeam coaching, reflexivity and debriefsBitesize · Team Development2 modules
- 07Seeing the whole systemTavistock psychodynamic and team coachingBitesize · Coaching and Mentoring2 modules