The era of the individual achiever is over. Today’s industry’s success is based on the power of highly synergistic teams. Many tools exist to understand and influence the dynamics of teams in order to improve efficiency and output. The answer in fact is simple. In analogy with the saying “happy cows produce more and better milk”, team members who feel safe and happy in their team will look for a good balance between personal goals and team objectives, thus contributing to a better synergy in their team. Join the Team and Group Coaching Community of Practice with presenter Johan Van de Put as he shares a toolset that helps in identifying the current team’s synergy and maps the degree of collaboration and interaction in 12 orientations and three clusters, helping in creating awareness of the team members’ contribution to synergy. A case study will illustrate the theory, and participants will learn how awareness can be created for team members about their personal contribution to an improved team synergy. *This live webinar session will take place on Tuesday May 3, 2016 at 11:00am ET.

1. ICF Team and Group Coaching
Community of Practice
May 3rd
2016
Measuring and Managing Team Synergy resulting in improved
Collaboration and Interaction
Johan Van de Put
President of ICF Belgium

2. “My people don’t solve problems or work
together effectively as a team – they tend to
work against each other rather than with each
other”
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3. Operating C & I
OCI Norms
Individual
Outcomes
Group
Outcomes
Organizational
Outcomes
Mission
and
Philosophy
Causal Factors
Levers for Change
Structures
Systems
Technology
Skills/
Qualities
Ideal C & I
Values
Outcomes
Effectiveness
Criteria
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Collaboration & Interaction: the Process

4. Group Styles Circumplex
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5. Group Styles Circumplex
©
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6. Souce: Human Synergistics International PRO Consulting bvba - Johan Van de Put 6
1 2 3 4 5 6
0 = not at all
1 = to a slight extend
2= to a moderate extend
3= to a great extend
4 = to a very great extend

7. Completed Group Styles Profile
©
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9. Passive/Defensive Styles
©
• Approval
• Conventional
• Dependent
• Avoidance
These groups accept less
than optimal solutions.
In cooperation safety prevails.
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Validation is collective
instead of one
responsible
“Process-
mania”
No stable
decisions

10. Aggressive/Defensive Styles
©
• Oppositional
• Power
• Competitive
• Perfectionistic
The quality of solutions is often
marginal and is limited by the
members who exert power and control.
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Judgement
…
Too much
emphasis on
form……
Too many
people
involved…

11. Constructive Styles
• Achievement
• Self-Actualizing
• Humanistic-
Encouraging
• Affiliative
©
The Group exploits the full
potential of the members and
comes to effective solutions
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Don’t forget to
have fun…
Share the
same goal…
October
2015
Support…
A good plan
builds
confidence…

12. Group Styles Circumplex
Less Effective Groups
©
Effective Groups
©
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13. Effective Solution = Quality Solution x Acceptance Solution
Interpersonal skills and
processes
• Listening
• Supporting
• Differing
• Participating
• Striving for Concensus
Rational Skills & Processes
• Analyzing the solution
• Setting objectives
• Simplifying the problem
• Considering alternatives
• Discussing the consequences
EffectiveSolution
Quality Acceptance
Task Skill
Knowledge
Resources
1. HUMANISTIC-ENCOURAGING :
members are constructive, sensitive and
supportive for one another.
2. AFFILIATIVE : members are friendly,
cooperative and relaxed.
12. SELF_ACTUALISATION: members
are optimistic, enthusiastic and
interested.
11. ACHIEVEMENT : members are
concerned with getting things done and
perform well.
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14. Case Study
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15. 6
ProviderClient Client
RequirementsContent&time
ReverseKnowledgeTransfer
KnowledgeTransfer
Workproducts
Deliver Deliver
Programme / Release P l a n n i n g
Fixed Price
Planning, Support, KT & RKT,
Structure of meetings,
Structure of processes,
…
Collaboration between PL’s,
Skill Leads, PMO, Team members,
…
Governance
Project, Release, Programme,
Steering Committees
…
Trust, confidence,
…
Climate/Atmosphere in meetings,
Behaviour of team members,
Impact of team on individuals,
Introduction
Collaboration & Interaction in an IT Outsourcing Project PROJX
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16. 7
ClientClient ProviderProvider
Respecting theRespecting the
deadlinesdeadlines
(style 11)(style 11)
- Focus on the date of delivery
- Less discussion and more decisions
- Time-boxing
PlanningPlanning
(style 11)(style 11)
- Impression of blind navigation
- Lack of impact analysis
- More macro
- Planning not the only essential tool; accept
ranges of uncertainties
Gouvernance/Gouvernance/
OrganisationOrganisation
(style 4)(style 4)
- Review gouvernance (frequence…)
- Release Committee not efficient
- 2 organisations not aligned (multiple interlocuteurs ex. PL vs SKL et
Delivery vs Test Factory)
- Difficult communication at all levels at
Provider’s
- R&R at Client not clear
- Delegation of decisions
Quotes from Assessment WorkshopQuotes from Assessment Workshop
Listening

17. 8
ClientClient ProviderProvider
Work meetingsWork meetings
(styles 1 et 11 )(styles 1 et 11 )
- Format vs content
- Accept proposals for a solution made by Client
- Do more online & collaborative work in writing DFD
- Client not enough sollicited
- Project-oriented meetings more
content instead of the project
management
- Timing of meetings
- Respecting the agenda
- More constructive step-back
Processs (stylesProcesss (styles
6, 7, 8)6, 7, 8)
- Too much work in repository
- Be able to discuss failors without
judgement
- Too much oriented Client,
- too long, too many players
- too much focus on process issues and risks in
RIC db as a judgment
AlignmentAlignment
(style 7)(style 7)
- no Alignment of the Provider’s
authorities
- no Internal alignment Client
OtherOther - Rôle CT (11)
- Lack of transparancy (6)
- Don’t forget the fun(12)
- Scope and operation of the Fixed Price
knowledge / concept of package (4)
- No strategic decisions taken(6)
- Lack of work space (rooms city) (1 et 2)
- Collaborative mode instead of an audit
mode
(-10)
Quotes from Assessment WorkshopQuotes from Assessment Workshop
Listening

18. 9
Global View of Collaboration in PROJX
ActualActual DesiredDesired
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Creating awareness

19. 0
ProviderProvider ClientClient
Actual View of Collaboration in PROJX
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Creating awareness

20. 1
ProviderProvider ClientClient
Desired View of Collaboration in PROJX
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Creating awareness

21. 2
GSI Forming GSI Norming
GSI Storming GSI-Performing
Getting out of the Storming Phase
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Calling to Action

22. Chosen & Prioritized change levers
• A responsible person by deliverable product
• 4 - Define the role of each, governance
• 1 - Have (share) a vision: scope, solution, macro-planning +
the “nice to have” out of the critical path
• 3 - Collaborative work among skill centers
• 2 - Production of deliverables with “4 hands”
Translate into smart objectives at short term (2weeks) and long term (3months)
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Thank You