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Title: TEAM%20BUILDING%20WORKSHOP%20OUTCOMES


1
TEAM BUILDING WORKSHOP OUTCOMES e-LEARNING
UNIT August 2010
2
Team Maturity and Change
  • Transformational Change
  • Old state and worldview are forced to die. New
    state is unknown. It emerges from visioning,
    trial and error and learning. New state requires
    fundamental shift in mindset, organising
    principles, behaviour and/or culture, designed to
    support new business directions. Critical mass of
    organisation must operate from new mindset and
    behaviour for transformation to succeed.

3
Team Maturity and Change
Human reaction to change
The biggest challenge is managing this cycle
Active
Anger
Acceptance
Bargaining
Emotional response
Testing
Stability
Denial
Immobilisation
Depression
Passive
Time
4
Style Preferences and Implications for Behaviour
Belbin Team Roles Team role preferences and
behavioural implications IPIP-Neo Five factor
personality profile (30 personality traits) and
behavioural implications MBTI Myers-Briggs Type
Indicator, 4 factor profile based on Jungian
typologies and behavioural implications Fog
Index Eddie Obeng phase preferences, match with
organisation needs and behavioural implications
5
Leadership and Team Role Research
In looking at the role of the formal leaders in
teams
  • Successful leaders were not more mentally able
    than their unsuccessful counterparts
  • Extremes in either mental ability and/or critical
    thinking did poorly
  • Those with the following profile performed best

Positive thoughts about others Secure enough to
listen Strong enough to reject Trusting
Dominant Moral commitment to goals Calm Unflappabl
e in the face of adversity
Practical realist Self-disciplined Enthusiastic Ex
troverted Capacity for excitement
6
Leadership and Team Role Research
The following team roles were identified as
making a significant and necessary contribution
to team success (in order of impact)
7
Leadership and Team Role Research
8
Team role contribution boundaries
ALLOWABLE
NOT ALLOWABLE
Preoccupation with ideas and neglect of practical
matters
Plant
Strong ownership of idea when co-operation with
others would yield better results
Resource Investigator
Loss of enthusiasm once initial excitement has
passed
Letting clients down by neglecting to follow-up
arrangements
Co-ordinator
An inclination to be lazy if someone else can be
found to do the work
Taking credit for the effort of a team
Shaper
A proneness to frustration and irritation
Inability to recover situation with good humour
or apology
Monitor evaluator
Scepticism with logic
Cynicism without logic
Team worker
Indecision on crucial issues
Avoiding situations that may entail pressure
Implementer
Adherence to the orthodox and proven
Obstructing change
Completer
Perfectionism
Obsessional behaviour
Specialist
Acquiring knowledge for its own sake
Ignoring factors outside own area of competence
9
Role Preferences
Most likely to be placed in formal
organisational leader roles
10
Primary and secondary team roles
Primary roles
Secondary roles
Least preferred roles
11
E-Learning Actual Belbin Profiles
12
E-Learning Actual Belbin Profiles
Summary
  • Unit dominated by Task roles (Shaper and
    Implementer)
  • All roles represented
  • Small number of Plants (ideas people)
  • Small number of Completer-Finishers (University
    environment)

Strengths
  • Strong task focus means the Unit will deliver
  • A full set of roles preferences should lead to
    good cohesion as well as good performance

Challenges
  • Leadership will tend to be task focused rather
    than ideas focussed or relationship focussed
  • Identifying Plants and ensuring they are engaged
    in tasks requiring creative thinking
  • Engaging the sole Completer-Finisher without
    overburdening her, in ensuring all loose ends are
    tidied, Is dotted and Ts crossed

13
Eddie Obeng Change Leadership Styles (Fog Index)
PAINTING by NOS
QUESTING
FOG
MAKING MOVIES
Original Source Eddie Obeng
Note This is the intellectual property of The
Process Works
14
Eddie Obeng Change Leadership Styles (Fog Index)
Adaptor
Pioneer
Comfortable complying with scripted working rules
and methods to produce consistent outcomes,
efficiently, on time, every time
Likes to go on quests. Has some goals but no
defined means (how). Early adopters are pioneers.
Craftsman
Innovator
Most comfortable working in the fog, copes well
with uncertainty. Has no great need to structure
as this might undermine creativity.
Takes pride in acquiring/ deploying skills. Wants
to produce unique, high quality outcomes (movie
making), never a poor quality one. Associates and
collaborates with other craftsmen.
Note This is the intellectual property of The
Process Works
Original Source Eddie Obeng
15
E-Learning Actual Profile
Note This is the intellectual property of The
Process Works
Original Source Eddie Obeng
16
E-Learning Actual Obeng Profiles
Summary
  • The Unit is dominated by Innovators, Pioneers and
    Craftsmen
  • Only 1 Adaptor

Strengths
  • Good alignment between personal style preferences
    and creative needs and expertise required of unit
  • Profile consistent with low need for
    repetition/scripted delivery

Challenges
  • Engaging the sole Adapter in tasks that require a
    degree of repetition
  • With a significant preference for Innovation,
    keeping others involved and informed and creating
    some structure within which new ideas may be
    institutionalised

17
IPIP-Neo (OCEAN) 5 Factor Personality Profile
  • OPENNESS
  • Openness to Experience describes a dimension of
    cognitive style that distinguishes imaginative,
    creative people from down-to-earth, conventional
    people. Open people are intellectually curious,
    appreciative of art, sensitive to beauty and
    aware of their feelings. They tend to think and
    act in individualistic and nonconforming ways.
    People with low scores tend to have narrow,
    common interests, prefer the plain,
    straightforward, and obvious over the complex,
    ambiguous, and subtle. They may regard the arts
    and sciences as of no practical use, prefer
    familiarity over novelty are conservative and
    resistant to change.
  • CONSCIENTIOUSNESS
  • Concerns the way in which we control, regulate,
    and direct our impulses. Conscientious
    individuals avoid trouble and achieve high levels
    of success through purposeful planning and
    persistence. Unconscientious people may be
    unreliable, lack ambition, and fail to stay
    within the lines, but they will experience many
    short-lived pleasures and will not be seen as
    stuffy.
  • EXTRAVERSION
  • Extraverts engage with the external world. They
    enjoy being with people, are energetic,
    experience positive emotions, are enthusiastic,
    action-oriented and are likely to say "Yes!" or
    "Let's go!" Introverts tend to be quiet, low-key,
    deliberate, and disengaged from the social world,
    they simply need less stimulation and prefer to
    be alone.

18
IPIP-Neo (OCEAN) 5 Factor Personality Profile
  • AGREEABLENESS
  • Agreeableness reflects concern with cooperation
    and social harmony. Agreeable individuals value
    getting along with others, are therefore
    considerate, friendly, generous, helpful, and
    willing to compromise their interests with
    others'. Disagreeable individuals generally
    unconcerned with others' well-being. Sometimes
    their skepticism about others' motives causes
    them to be suspicious.
  • Agreeable people are better liked than
    disagreeable people but this may not be useful
    in situations that require tough or absolute
    objective decisions.
  • NEUROTICISM
  • Refers to the tendency to experience negative
    feelings. Those who score high on Neuroticism may
    experience negative feelings such as anxiety,
    anger, stress or depression and are emotionally
    reactive. Those who score low in Neuroticism are
    less easily upset and are less emotionally
    reactive. They tend to be calm, emotionally
    stable, and free from persistent negative
    feelings.

19
E-Learning IPIP-Neo Profile
20
E-Learning Actual Obeng Profiles
Summary
  • Peak in Closed preference although overall
    positive level of Openness
  • Peak in Conscientiousness although offset tp
    some extent by smaller peak with low levels of
    Conscientiousness
  • On balance more Extraverted than Introverted
  • Polarisation around extreme Agreeableness and
    Disagreeableness
  • Low levels of Neoroticism

Strengths
  • On balance, open to new ideas and alternative
    realities
  • Primarily an external rather than internal focus
    and also relationship focus
  • Positive mindset with freedom from negativity

Challenges
  • Learning to appreciate alternative realities if
    you believe there is only one reality
  • Surfacing and openly addressing issues arising
    from low levels of Conscientiousness before they
    cause relationship and delivery problems
  • Assisting highly Agreeable people to make
    difficult choices and to continue engaging, even
    when tensions arise

21
Myers-Briggs Type Indicator (MBTI)
EXTRAVERSION - INTROVERSION This is how your
relate to the world and direct your energy E -
Outer world of action I - Inner world of
ideas SENSING - INTUITING This is how you take
in information S through the 5 senses I from
the inner world of ideas THINKING - FEELING
This is how your make decisions T using the
head F using the heart JUDGING - PERCEIVING
This is how you manage or orient your lives J
in a planned, organised way P in a spontaneous,
flexible way Most common profile ESTJ (23)
Most common IT profile INTJ Least common
profile ISFP (1.7)
22
E-Learning MBTI Profile
23
E-Learning Actual MBTI Profiles
Summary
  • Unit dominated by ENFJ (responsive, responsible,
    popular, charismatic idealists) and INFJ (quiet,
    forceful, single minded, cares, best effort)
    variation primarily around Introversion-Extroversi
    on

Strengths
  • High N - strongly intuitive Unit, well aligned
    with expected demands
  • High F - staff care, also well aligned with
    expected demands
  • High J plan rather than evolve, structured in
    approach

Challenges
  • Encouraging Introverts to share and engage rather
    than just reflect and then do their own thing
    regardless
  • Managing emotional tendencies in decision-making

24
E-Learning Keirseyan Profile
25
E-Learning Actual Keirseyan Profiles
Summary
  • Unit dominated by Blue Sky, Idealists
  • Moderate level of Rationals and Achievers

Strengths
  • High N - strongly intuitive Unit, well aligned
    with expected demands
  • Blue Sky/Idealist profile in line with demands of
    the Unit
  • Sufficient level of Rationals/Achievers to keep
    the Unit in touch with reality

Challenges
  • None here

26
E-Learning Compiling Operating Plan (process)
  1. How should organisations be designed and
    implications for E-Learning?
  2. Context Wits 2022, Wits Strategy 2010, Teaching
    and Learning Plan, Kim Strategy, KIM Service
    Models, E-Learning Strategy, Low Hanging Fruit
  3. Core E-Learning Process (TIPS Model,
    Instructional Design..)
  4. Purpose/Role, Products and Services of E-Learning
  5. Operating Plan imperatives

27
E-Learning How do we Design Organisations?
Define Context
Identify Services
Design Processes
Define Roles
Define Jobs
Design Structures
Define Technologies
Design Performance Measures
Populate Structures
Address Inter-Personal Dynamics
28
Organisation Design Implications for E-Learning
  • E-Learning has evolved bottom up rather than
    designed top down and its still continuing this
    way
  • Projecting the E-learning Unit as a
    niche/specialist consultancy providing
    supplementary services to teaching and learning,
    customer facing activities/roles (urgent) should
    take up most resources with support
    activities/roles (important) then taking up the
    balance. The Unit is not structured this way at
    present.
  • Current roles and structures contain both
    customer facing (urgent) and support (important)
    responsibilities. The urgent generally prevails
  • Some aspects of communication and PR combined
    with Technology responsibilities, by default
    rather than design
  • Comms and Project responsibilities currently
    combined with customer facing activities (Content
    Services) confusing to client and within the
    Unit
  • Content Development a misnomer rather Content
    Services
  • Instructional Design possibly old fashioned
    rather Learning Design
  • Organisation Design needs to be urgently
    re-visited top down

29
Core E-Learning Process TIPS Instructional
Design
  • Revisit this core process along with Content
    Services process(es), as part of the top down
    organisation design

30
Purpose/Role of E-Learning
Enhancing teaching and learning
practices/capacity of the university through the
innovative deployment of technology A new
meaning for the E in E-Learning, Enhancing the
Teaching and Learning pratices/capacity of the
University E-Learning to focus on the client
Experience (another E) rather than Visibility or
Credibility, as it is a hybrid provider of both
products and services (Parasuraman, Zeithaml,
Berry)
31
Products of E-Learning
LMS assessment tools LMS content management
and communication tools LMS administration
tools Content repositories Content tools e.g.
podcasts, search services, integration and
embedding Integration tools Embedding tools
Training manuals Teaching and learning specs
for other providers
32
Services of E-Learning
Training services (LMS, Content rep, Cont tools)
Customer support/helpdesk Instructional
design services Content services
(editing..) Advice, guidance, advocacy services
(teaching and learning) Will not provide
development services for non teaching and
learning content repositories Will not administer
clickers/notebooks
33
Operating Plan (Imperatives) for next 12 months
  1. Strengthen ties with KIM partners
  2. Strengthen ties with stakeholders
  3. Governance framework for E-learning, approved by
    the University
  4. Define knowledge domains of E-Learning
  5. Rev-visit E-Learning organization design top down
  6. Strengthen external partner engagement
  7. Student Literacy Project
  8. Academic Digital Literacy
  9. Branding, Look Feel, Name
  10. Accessibility Tools
  11. Structure and present outcomes of planning
    breakaways
  12. Proposal to KIM - project to visit
    rationalisation of KIM governance structures
    which involve E-Learning

34
Operating Plan (Imperatives) for next 12 months
  1. Determine university climate for technology
    change
  2. Strategies and tools for Collaboration
  3. Initiative (1st in KIM) to investigate taxonomy,
    integration and search across knowledge resources
  4. Address Training infrastructure problem
  5. Revisit processes around ESLI website
  6. CMMI QA of S/W development FR through Faculty of
    Engineering Science
  7. Take Inter-personal relationships exercise to
    next step
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