×

Contact with Primitivo Cachero Viejo

Contact

Nombre

Correo electrónico *

Mensaje *

Menu
  • CONSULTING
    • Organisational Agility
      • ES
      • EN
    • Kanban Coaching, KMM, F4P, ESP, FLSA
    • Lean, Kaizen, Toyota-Kata, Hoshin
    • Leadership, Culture, Identity, Purpose
    • Antifragile and Resilient Organizations
  • COACHING
    • Business Coaching
    • Personal Coaching
    • Agile Coaching
    • TESTA Method Coaching
  • ABOUT ME
    • ES
    • EN

Organisational Flow

Buscar este blog

  • septiembre 2020 (1)
  • agosto 2020 (7)
  • julio 2020 (12)
  • junio 2020 (2)
  • mayo 2020 (2)
  • julio 2019 (3)
  • febrero 2019 (1)
  • septiembre 2018 (3)
  • julio 2018 (8)
  • junio 2018 (2)
  • mayo 2018 (2)
  • diciembre 2017 (1)
  • enero 2017 (3)
  • noviembre 2016 (1)
  • octubre 2016 (1)
  • septiembre 2016 (1)
  • agosto 2016 (2)
  • abril 2016 (2)
  • julio 2015 (4)
  • diciembre 2014 (2)
  • agosto 2014 (2)
  • mayo 2013 (1)
  • febrero 2012 (2)
  • octubre 2011 (1)

Follow by Email

Denunciar uso inadecuado

Páginas

  • Página principal

Las habilidades adaptativas a través de las lecciones de "El principito"

Las llamadas habilidades blandas o soft skills son habilidades sociales, habilidades de comunicación, personalidad, actitudes y atributos pr...

12 septiembre 2018

What makes out a great team?

  miércoles, septiembre 12, 2018 Primitivo Cachero Viejo   No comments



This question has been going on for a while, specially since the digital transformation brought the awareness into the enterprises that individuals can not face the complexity of todays business anymore: different perspectives are required to seek solutions to complex challenges, and this is the reality in the XXI century. Nowadays it is a fact, that most of the work done in many organizations, is done collaboratively by teams.

So what makes up a good team? Google was also dealing with this question, so they launched the project Aristotle, and 2016 came out with the result of their investigation (published in New York Times ).

Project Aristotle’s research team identified 180 teams to study (115 project teams in engineering and 65 pods in sales) which included a mix of high- and low-performing teams. The study tested how both team composition (e.g., personality traits, sales skills, demographics on the team) and team dynamics (e.g., what it was like to work with teammates) impact team effectiveness. Ideas were pulled from existing research as well as Google’s own experience with what makes an effective team (ReWork google).

The results of this investigation are impressing. A great team neither heavily depends on the skills and knowledge of their members (that is, six Harvard graduates together do not necessary create a good team), nor play the size of a team a big role.

The researchers found that what really mattered was less about who is on the team, and more about how the team worked together.

Our goal when creating effective, self-organized, mature, energized, great teams is to look for ways to increase the collaboration and communication within the team members, and so introducing room for creativity.

LEARNING:
One tool that I really like are personal maps (more about personal maps): it is a fantastic exercise when it comes to understanding people within the team better. It's simple, no materials are required (a piece of paper), simple to explain and still powerful!

It can go well:
However, before introducing a personal map exercise into a team, we must ensure that there is a safe environment, since different cultures may have different reactions.

I have observed that the cultural background of the country in which you are working plays a decisive role when it comes to personal maps: not everyone likes to talk about private aspects, and in some cultures it is not usual to talk about you at work.

Only consider this experience when applying personal maps with your equipment!


It is important to know that empathy improves communication and trust (one of the problems I encounter more and more when I work with teams). With this we help create a much better work environment. Personal maps can be used on computers that start from home, are not known or there is not enough trust even between them. Many times you can hear situations like "here you come to work and not to socialize".

If the dynamics open up, at once writing your personal map, it is presented one at a time, like who introduces a new person for the first time.

Another technique I used is to do it in pairs, but not in the whole room, if not in a couple, and the rest is in sight. As if it were a job interview based on the personal map made. Finally, the interviewer introduces the interviewee to the rest and the interviewee provides a brief feedback in case he considers that the details of his personal map have been forgotten.

This technique helps to create a secure context, to get to know each other better and to empathize with colleagues, it is very useful in new teams that are not known, in situations of relocated teams where it is clearly seen that there is no communication or link, as I commented in another dynamic ( delegation poker), it is very important to create a safe working context. This dynamic, if it arises from that approach, can be very useful.

One way of presenting it is in teams or areas where one is going to act as coach, facilitator, etc., and the team is already established.
I ask the question, "guys, I don't know them and if they are so kind I would like us to make a personal map to find them." Later I generate synergies of the type, X, did you know the love / taste of Y? Did you know that you and Z have a predilection for XXX?

It can go wrong:
In contexts where the area or group with which the dynamics will be carried out, there is a great hierarchy, the dynamics have not always gone well, the information has been hidden or we have not wanted to participate.

My opinion:
From my experience, it is important or to be in a safe context if there is a hierarchy in the group or if it is done with people within the same context or group without hierarchical disparity in ability. And always in a constructive way, asking if they will feel comfortable with the dynamics, never forcing, that also gives them a temperature level of their confidence to express themselves in public, open or how safe their context is.

My conclusion:
I believe that the level of secure context or hierarchy of the group in which the dynamics are carried out is very important to avoid the lack of involvement or transparency. It can be introduced as an innocent technique of "let's meet" but first we should know the context of the group, unless they have no relationship between them because they are from different areas or departments and not work together.
Enviar por correo electrónicoEscribe un blogCompartir con TwitterCompartir con FacebookCompartir en Pinterest
  • Share This:  
  •  Facebook
  •  Twitter
  •  Google+
  •  Stumble
  •  Digg
Entrada más reciente Entrada antigua Inicio
Related Posts Widget

No hay comentarios:

Publicar un comentario

Nota: solo los miembros de este blog pueden publicar comentarios.

Entrada más reciente Entrada antigua Inicio
  • Popular
  • Video
  • Category

Popular Posts

  • Somos habilitadores de la emergencia en las organizaciones
    Aunque el fenómeno de la emergencia en las organizaciones no puede ser ni precedido ni controlado, sí puede ser facilitado dentro de cier...
  • Delegation Poker
    I discovered this dynamic a long time ago, as Jurgen Appelo says: "delegation is not easy. Managers often fear a loss of control when...
  • What makes out a great team?
    This question has been going on for a while, specially since the digital transformation brought the awareness into the enterprises t...
  • rewards and merit money for the whole
    When I talk in my courses about rewards, I always like to recall a support request I received from a Spanish customer. This software ...
  • evolution and happiness of management
    This dynamic arose from the attempt to create sources of empathy based on the work experience of the members of the company. When i learne...
  • Happy motivators
    A long time ago, we conducted a retrospective of clients based on the Moving Motivators cards (More info at : https://management30.com/pract...
  • Are you prepared to implement the Obeya Room in your company?
    The maturation process of digital transformations, or agile transformations, is being significant. There comes a point where the approach to...
  • learning agility as a basis for a new more humane leadership and antifragile
    It is clear that in the world we live in, a fixed mentality does not bring many advantages. Every leader has to embrace change in the presen...
  • El coste de los proyectos Agile
    Con motivo de la última CAS (Conferencia Agile Spain) 2016 celebrada en diciembre en Vitoria, en los corrillos apareció un tema interesante ...
  • La holocracia sin filosofía no es holocracia
    En los últimos años estamos escuchando el término Holocracia en muchas empresas, que por una u otra razón implantan este modelo en su estruc...

Video Of Day

Popular Posts

  • Somos habilitadores de la emergencia en las organizaciones
    Aunque el fenómeno de la emergencia en las organizaciones no puede ser ni precedido ni controlado, sí puede ser facilitado dentro de cier...
  • Delegation Poker
    I discovered this dynamic a long time ago, as Jurgen Appelo says: "delegation is not easy. Managers often fear a loss of control when...
  • What makes out a great team?
    This question has been going on for a while, specially since the digital transformation brought the awareness into the enterprises t...
  • rewards and merit money for the whole
    When I talk in my courses about rewards, I always like to recall a support request I received from a Spanish customer. This software ...
  • evolution and happiness of management
    This dynamic arose from the attempt to create sources of empathy based on the work experience of the members of the company. When i learne...
  • Happy motivators
    A long time ago, we conducted a retrospective of clients based on the Moving Motivators cards (More info at : https://management30.com/pract...
  • Are you prepared to implement the Obeya Room in your company?
    The maturation process of digital transformations, or agile transformations, is being significant. There comes a point where the approach to...
  • learning agility as a basis for a new more humane leadership and antifragile
    It is clear that in the world we live in, a fixed mentality does not bring many advantages. Every leader has to embrace change in the presen...
  • El coste de los proyectos Agile
    Con motivo de la última CAS (Conferencia Agile Spain) 2016 celebrada en diciembre en Vitoria, en los corrillos apareció un tema interesante ...
  • La holocracia sin filosofía no es holocracia
    En los últimos años estamos escuchando el término Holocracia en muchas empresas, que por una u otra razón implantan este modelo en su estruc...

Blog Archive

  • ►  2020 (24)
    • ►  septiembre (1)
    • ►  agosto (7)
    • ►  julio (12)
    • ►  junio (2)
    • ►  mayo (2)
  • ►  2019 (4)
    • ►  julio (3)
    • ►  febrero (1)
  • ▼  2018 (15)
    • ▼  septiembre (3)
      • Appraisals & feedback
      • Delegation Poker
      • What makes out a great team?
    • ►  julio (8)
    • ►  junio (2)
    • ►  mayo (2)
  • ►  2017 (4)
    • ►  diciembre (1)
    • ►  enero (3)
  • ►  2016 (7)
    • ►  noviembre (1)
    • ►  octubre (1)
    • ►  septiembre (1)
    • ►  agosto (2)
    • ►  abril (2)
  • ►  2015 (4)
    • ►  julio (4)
  • ►  2014 (4)
    • ►  diciembre (2)
    • ►  agosto (2)
  • ►  2013 (1)
    • ►  mayo (1)
  • ►  2012 (2)
    • ►  febrero (2)
  • ►  2011 (1)
    • ►  octubre (1)

Followers

Top Sites

  • ShiftUp
  • The flow system
  • Management 3.0

Contact Today!


primitivo@cacheroviejo.com
Copyright © Organisational Flow | Design by Primitivo Cachero Viejo
Con la tecnología de Blogger.