I was interested to hear Justine Whitaker, Nurse of the Year, talking on the Today programme this morning about her decision to leave the NHS.
One thing (among many) that she mentioned was her frustration at having to attend meetings at which nothing was decided, and at which she was "the cheapest there, at £35,000".
All organisations, not just public sector, are under constant pressure to make the most value from the talent they have and poorly run meetings, as well as being demotivating and boring, are an incredibly expensive way of getting sod all done!
I would say this, but I think management teams should get talented expert facilitators in to teach them how to run their meetings more effectively...
All the best,
Dave Bull
Team Coaching Network Ltd
http://www.teamcoachingnetwork.com
Wednesday, October 17, 2007
Monday, October 15, 2007
Are any of these theories actually true?
I think it would be fascinating and very useful to find out whether team building models that are currently being taught in management courses and used in companies are actually transferable.
Wouldn't it be great if we could look at what one team / manager was doing, identify the essence of it, and transfer that to another team / manager?
I'm concerned that despite all our best efforts this may not be the case and in fact success cannot per purchased in book form. Leadership trait theory is rightly challenged in courses, even basic ones like the CIMA management module. The more you look for leadership traits, the longer the list gets and the more exceptions you find. The same may well be true for team development and management theories, including heavyweight stuff like Belbin Team Roles, Tuckman's team development sequence and Adair's Action-Centered Leadership.
If this is true, what are the consequences for teams, for consultants and for academics? Well, I imagine that most people will either not be interested, or will choose to ignore it. Throwing out 107 years of management textbooks is unlikely to happen, however much Paul Davies might want it.
Those of us that really want to make a difference and for that difference to be founded in demonstrable truth, however, would sit up an take notice. We'd pool our forces and efforts ina determined effort to find out what would make a real difference. Is it the democratisation / abdication approach (depending on your viewpoint) of companies like Semco? Is it team development based on educating people in psychological preferences, as promised by companies like Insights Learning & Development? Is it something else?
I've had an idea for some time now to bring together people who really want to find out the truth about how teams work; to sweep away the superstitions and rituals of the past and move workplaces forward in a positive and constructive way that works, sticks and is true. Those who feel the same calling probably will want to call me.
All the best,
Dave Bull
Team Coaching Network Ltd
http://www.teamcoachingnetwork.com
Wouldn't it be great if we could look at what one team / manager was doing, identify the essence of it, and transfer that to another team / manager?
I'm concerned that despite all our best efforts this may not be the case and in fact success cannot per purchased in book form. Leadership trait theory is rightly challenged in courses, even basic ones like the CIMA management module. The more you look for leadership traits, the longer the list gets and the more exceptions you find. The same may well be true for team development and management theories, including heavyweight stuff like Belbin Team Roles, Tuckman's team development sequence and Adair's Action-Centered Leadership.
If this is true, what are the consequences for teams, for consultants and for academics? Well, I imagine that most people will either not be interested, or will choose to ignore it. Throwing out 107 years of management textbooks is unlikely to happen, however much Paul Davies might want it.
Those of us that really want to make a difference and for that difference to be founded in demonstrable truth, however, would sit up an take notice. We'd pool our forces and efforts ina determined effort to find out what would make a real difference. Is it the democratisation / abdication approach (depending on your viewpoint) of companies like Semco? Is it team development based on educating people in psychological preferences, as promised by companies like Insights Learning & Development? Is it something else?
I've had an idea for some time now to bring together people who really want to find out the truth about how teams work; to sweep away the superstitions and rituals of the past and move workplaces forward in a positive and constructive way that works, sticks and is true. Those who feel the same calling probably will want to call me.
All the best,
Dave Bull
Team Coaching Network Ltd
http://www.teamcoachingnetwork.com
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