>The teamwork ends at the completion of the performing stage, with an oral,
>usually visual presentation of the team's work to the sponsor, other
>managers and co-workers. This presentation must in our culture include a
>Plus/Delta reflection. That is, what w orked well in the team's work, and
>(delta) what will we work to change in future team process to make the
>experience even better.
Barry, et al,
I always observed another stage in team development after performing,
namely transforming. In the transformation stage, team members deal with
reintegrating back into their respective roles or places from whence they
came. It's also a time for the stages of grieving--having lost
identification with the team--possibly even losing the opportunity to see
the people they've come to know on a regular basis. And it can be a stage
where the organization must rely on the former team members as individuals
who will implement or provide the rationale for making change. So their
individuality re-emerges, leaving a known collective behind. I always
coached teams to be prepared for this stage as well.
Also, I interpreted Enrique's questions to mean; after we've envigorated
teams, what next organizationally? I would suggest, once a "critical
mass" of your people are equipped with the tools and techniques of
teamwork, the next steps are building on the collective sense of community
that can result. Then coaching and facilitation skills must be
demonstrated by the upper echelons of the organization--i.e., senior
management/leadership must also be practicing the tools and techniques of
teamwork to prepare them for community development on an organizational
scale.
Gee, I hope we're helping Enrique...
--Ginger Shafer The Leadership Dimension "Bringing leadership to life!" vshafer@azstarnet.com
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>