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At Human Architecture we define organizations as networks of conversations. There are internal and external conversations. These conversations have taken place most of the time by chance, as a need to resolve a problem or the need to fulfill a goal. Team Architecture is about identifying the vision or purpose of the organization. If there is not one that has been created we will work with the management team and the staff to create one that is owned by all members of the organization.When the vision or purpose is in place we look and analyze the existing conversations, the story the company has created and then see how that support or contradict the new vision or purpose. If there are contradictions we work with the people in the organization creating new conversations for action that will match and support the vision or purpose to move forward.Leaders in the organization have to be ready to produce profound changes on themselves in orther to move the company forward. |
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 Team training is more than just team building - the lessons learned are not forgotten, because they become the driving force behind each team. Human Architecture’s team training starts by identifying the mission of the team and the outcomes it is chartered to produce. Next, we look at the skill and knowledge gaps, both collectively and individually. The training is tailored to address those gaps. If there are other issues relevant to team performance, Human Architecture will raise those issues for discussion and resolution.
We don’t do rah rah training. Human Architecture’s approach is to attack the heart of the team’s problems, not to build exercises that are fun for one day and disappear the next. Participants can expect to walk away understanding the dynamics of their team, how to tackle problems, and what key ingredients make up a successful team. As teams evolve over time, they will gain from the training experience to overcome any challenges with confidence and competence. Results of Team Training · Identify and address obstacles
· Align personal and team accountability
· Learn how to give and receive criticism
· Develop new problem-solving techniques
· Increase communication competencies
· Build trust (become trustworthy)
· Learn to work as a team
· Agree on decision-making process
· Set meeting ground rules
· Create a climate conductive to learning |
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Rewarding a team, or a member of a team, is more than just recognition of "a job well done." It promotes team loyalty and
commitment, advocates motivation for others, and contributes to the organizational values and culture. What gets measured, gets done
What gets rewarded, gets done Reward and recognition efforts must reinforce the behaviors and the results you desire. Carefully consider whether you want to reinforce team behavior, individual behavior, or a mix. Team rewards should be anchored to the accomplishment of a team product. Individual rewards and recognition are very personal and need to have real meaning to that employee. Always, always be aware of the significance of the message you are sending through what you reward/recognize and how you do it. Why Team Rewards? · Work becomes fun and rewarding
· People feel challenged rather than pushed
· People know that they are being observed and performance measured
· Creates healthy competitiveness
· People get to grow
· People become emotionally attached to their work
· Team work and collaboration are encouraged |
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Human Architecture begins defining Specific Measurable Results by asking the right questions. · What outcomes should the team be producing?
· How well is the team working together?
· Are the work processes in place for success?
· How are decisions being made?
· Do team members understand how their
results/products are being used?
· Are communications effective – within the team
and with the rest of the organization?
· Are rewards and recognition providing
positive motivation? Human Architecture provides you with a systematic, compelling planning process that translates your data into plans to address the most pressing issues. Team specific measurable results should be tied to the team’s mission and desired outcomes. Most should be results-based; a few can be process-based. They should foster team behavior, but account for individual contributions. Human Architecture helps you define what is important to measure, then when and how to measure it. We also work with you to ensure that the commitment and processes are there to make decisions and improvements based on the feedback from these measurements. Every organization is different, and every team has its own unique dynamic. Therefore, a tailored set of specific measurable results can be built to meet the requirements of each team, including the ability to carry out assessments from within the organization |
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