Team Development and Learning

Written by CMOE Development Team

A tight knit team is a group of competent individuals who care deeply about each other and are fiercely committed to their mission. The members are highly motivated to combing their energy and expertise to achieve a common objective. From our observation and studies on team development, we have found three primary conditions that have to be met in order to attain higher levels of team performance and member satisfaction.

  1. Resources and Commitment
  2. Ownership and Heart
  3. Learning

These three conditions arerepparttar heart and soul of team development and yet these conditions are not blueprints. Each developing team is unique, and its needs and details of teamwork have to be worked out separately. Let’s look closer at condition number three - Learning.


In order to harvestrepparttar 150763 enormous power of teamwork, one’s knowledge, skills and abilities have to be sharpened. This is required to supportrepparttar 150764 values describe in “Condition No. 2 – Ownership.” (This is because values with skills will result in good intentions. But withoutrepparttar 150765 skills and behaviorrepparttar 150766 values alone can not produce results. Likewise, nifty skills and techniques withoutrepparttar 150767 heart and soul of values will likely be perceived as manipulative and just another management ploy to trick people into giving more torepparttar 150768 organization atrepparttar 150769 expense of its members.

How does a team learn best about teamwork? How to take back responsibility? What exactly is there to learn from experiences in teamwork? We have found thatrepparttar 150770 principles of teamwork can best be explored by adult learning modules where people try out their team development skills on actual tasks and activities. We usually select tasks that are uncommon so that participants have a level experience field. Once a task is completed, we carefully leadrepparttar 150771 learners back through their experience and encourage them to discussrepparttar 150772 positives and negatives ofrepparttar 150773 team’s effort. We look for common threads of thought and weave together, with their experiences,repparttar 150774 key concepts of principles of sound team development. Learners are then asked to plan and transfer their experiences back torepparttar 150775 work place and develop plans to turn their learning into productive ideas or strategies. This approach to learning is fun and exciting. It usually leaves a lasting impact and memorable reference points forrepparttar 150776 future. Groups really acquirerepparttar 150777 language andrepparttar 150778 concepts of teamwork.

The insights about teamwork are broad and deep. The following is basically an unaltered flip chart session of lessons and insights from a team located inrepparttar 150779 Midwest that produces heavy equipment.

  1. We typically underestimaterepparttar 150780 importance ofrepparttar 150781 role ofrepparttar 150782 leader.
  2. Cross training really enhancesrepparttar 150783 strength ofrepparttar 150784 team.
  3. Careful management and control ofrepparttar 150785 team’s resources is crucial.

Ahead of the curve to be on top

Written by Stephanie Tuia

I once heard a statement that no matter how good you think you are, there is always someone else who is better. This appears to be a pessimistic view even to a point of degrading one’s self-worth. However, this saying provides a starting point to understanding one’s gifts or setbacks, one’s strengths or weaknesses in comparison to potential counterparts.

Do you remember in your school band when you wererepparttar third chair among allrepparttar 150686 clarinet players? Do you recall your high school student council campaign? Who was voted in asrepparttar 150687 president and who wererepparttar 150688 runner-ups that year? Who wasrepparttar 150689 starting quarterback who wasrepparttar 150690 2nd string quarterback forrepparttar 150691 college football team? Who wonrepparttar 150692 role of Juliet and who was her understudy forrepparttar 150693 community play?

While being first or second was prevalent in school, it is inevitable in a work force setting and even in everyday occurrences. You might have been a candidate for a lucrative job offer, but was disappointed becauserepparttar 150694 job went to someone else. You might have rushed to a music store to buy an artist’s greatest hits collection only to find out that someone else boughtrepparttar 150695 last CD five minutes before you came in.

Being first or second may be inescapable, but you can take your placement in life’s occurrences as a positive factor to help move you towardsrepparttar 150696 top. Think about these motivating characteristics that can help move leaders ahead ofrepparttar 150697 curve.

Innovation: Many people associaterepparttar 150698 term innovative withrepparttar 150699 act of invention, but we think of innovation as looking at opportunities in a new way or “thinking out ofrepparttar 150700 box.” The fast food industry provides us with an example of one such man. No one will argue that McDonalds’ Ray Croc was “Ahead ofrepparttar 150701 Curve” in this industry. McDonalds was notrepparttar 150702 first hamburger chain in America; other chains can claim that fame. Finding a way to turn burgers and fires into a mass market enterprise set McDonalds “Ahead” and apart fromrepparttar 150703 other chains inrepparttar 150704 1950’s and 1960’s. However, Ray Kroc’s innovative foresight was to standardize menus and restaurants and to makerepparttar 150705 meals affordable that led torepparttar 150706 popularity of McDonalds’s today.

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