Teams that think well
Team coaching, dynamics and problem structuring methods.
A half day on teams that think well: team coaching and reflexivity, Tavistock and systemic coaching, managing team dynamics, the discipline of dissent and problem structuring methods for messy choices.
- Level
- Explore
- Learning time
- 4 hours 30 minutes
- Where
- Leading people
- Price
- £129
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
Senior and middle leaders, team coaches and OD practitioners across the public and voluntary sectors
Overview
Experience alone does not make a team better: teams that stop to think go further. Completing the Immerse Raising the team's game, this half day begins with team coaching and team learning, through Michael West's reflexivity cycle and the After Action Review. It explores the Tavistock tradition and systemic coaching with Wilfred Bion, Peter Hawkins and David Clutterbuck, then managing team dynamics through Lencioni's five dysfunctions and Alan Willett on the difficult performer. It ends with groupthink and the discipline of dissent, and with problem structuring methods, from Checkland's Soft Systems Methodology to Rosenhead's Robustness Analysis, showing that soft describes the problem, not the rigour.
Aims
What it sets out to do is help leaders build teams that reflect as well as act: coaching at the right moment, reading the dynamics beneath performance, handling difficult performers, designing dissent into decisions and giving shape to messy problems that people genuinely disagree about.
In summary, you will be able to:
- Use West's reflexivity cycle and the After Action Review to build regular habits of team reflection and learning.
- Diagnose team dynamics using Lencioni's five dysfunctions and the Tavistock tradition, and respond constructively to a difficult performer.
- Apply problem structuring methods such as Soft Systems Methodology and Robustness Analysis to messy problems that people disagree about.
What you'll develop
Across this Explore, you will develop the ability to:
- Distinguish group coaching from team coaching and explain why design comes before coaching.
- Describe Edmondson's team learning behaviours and West's team reflexivity cycle.
- Describe Bion's three basic assumptions and recognise them in groups and in the coaching relationship.
- Distinguish individual, team, group and systemic coaching and choose where the most useful leverage lies.
- Distinguish a group from a team using Katzenbach and Smith's conditions, and judge whether the work in front of you actually needs a team.
- Describe groupthink and identify its four symptoms while a decision is still open.
- Identify the signs that a situation needs problem structuring before any option is chosen.
- Match motivational, consultative and educational coaching to the right point in a team's life, and describe Hawkins's five disciplines.
Built from 7 modules.
4 hours 30 minutes of learning.
- 01Team CoachingTeam Development37 min
- 02Team Learning, Reflexivity and DebriefsTeam Development37 min
- 03The Tavistock Tradition: Systems-Psychodynamic CoachingCoaching and Mentoring38 min
- 04Systemic, Team and Group CoachingCoaching and Mentoring37 min
- 05Managing Teams: Dynamics, Development and PerformanceManagement47 min
- 06Groupthink and the Discipline of DissentSolving Complex Problems and Decision Making39 min
- 07Problem Structuring Methods: Making Sense of Messy ChoicesSolving Complex Problems and Decision Making40 min