�ݺ�ߣshows by User: MohamedGraisa

�ݺ�ߣshows by User: MohamedGraisa / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: MohamedGraisa / Fri, 16 Jan 2015 02:13:58 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: MohamedGraisa Organization Development �Team and Interteam Levels /slideshow/organization-development-43575935/43575935 organizationdevelopment-150116021358-conversion-gate01
1 . Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than front persuasion (Lindahl, 1996). 2 . Team building has long been a core intervention for OD and continues to be widely used. Objectives of team building : Establish and/or clarify goals and objectives. Determine and/or clarify roles and responsibilities. Establish and/or clarify policies and procedures. Improve interpersonal relations. 3. Ground rules can be established by a team early in the forming process. These are often put on flipchart paper and posted whenever the team meets. Sample Ground Rules : Come prepared - Begin on time - End meeting when the business is over - Use an agenda with times for each item - Review the agenda at the beginning of each meeting; modify by consensus - Distribute agenda with the purpose of the meeting - Take minutes of all meetings to record actions taken - Use personal statements such as "I think," "I feel," "I want,“ - Wait until others are finished before speaking - Acknowledge what others have contributed . 4 . Process consultation is also a keystone of the OD profession. Its primary purpose, also consistent with the objectives of team building, is to improve team effectiveness. In Figure, participant D, the isolate, did not participate at all in the conversation. Participant B connects with everyone except D, which suggests that B may be the leader. The dominant conversation occurs between A and B. Perhaps this outcome is driven by the content and the expertise of the participants. 5. Reference has already been made to some tools to improve the effective functioning of a team. Another process that can be used to improve effectiveness is to identify ongoing role identification and description. A sample document of how role identification and descriptions might appear, based on the PDCA model. 6. Another way that an OD professional can help team members understand their own dynamics is to use a fishbowl. This approach works best with a large team. A subset of the team is selected to sit in a circle, with the rest of the team sitting around this subgroup. 7. A very common process used in teams to generate ideas is brainstorming. Brainstorming Rules : Everyone participates in generating ideas. - Spontaneous, freewheeling responses are encouraged. Be creative! - Build on others' ideas. - Quantity, not quality, is desired. - No discussion or critique of ideas is allowed until all ideas are listed. - Negative nonverbal responses are discouraged. - All responses arc written down on the flipchart by the facilitator. 8. At times, unhealthy conflict can arise between task forces, functional areas, or teams. If these groups need to work together, the unhealthy conflict can interfere with productivity and creativity. Mirroring Process Objectives 1. To develop better mutual relationships betw]]>
1 . Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than front persuasion (Lindahl, 1996). 2 . Team building has long been a core intervention for OD and continues to be widely used. Objectives of team building : Establish and/or clarify goals and objectives. Determine and/or clarify roles and responsibilities. Establish and/or clarify policies and procedures. Improve interpersonal relations. 3. Ground rules can be established by a team early in the forming process. These are often put on flipchart paper and posted whenever the team meets. Sample Ground Rules : Come prepared - Begin on time - End meeting when the business is over - Use an agenda with times for each item - Review the agenda at the beginning of each meeting; modify by consensus - Distribute agenda with the purpose of the meeting - Take minutes of all meetings to record actions taken - Use personal statements such as "I think," "I feel," "I want,“ - Wait until others are finished before speaking - Acknowledge what others have contributed . 4 . Process consultation is also a keystone of the OD profession. Its primary purpose, also consistent with the objectives of team building, is to improve team effectiveness. In Figure, participant D, the isolate, did not participate at all in the conversation. Participant B connects with everyone except D, which suggests that B may be the leader. The dominant conversation occurs between A and B. Perhaps this outcome is driven by the content and the expertise of the participants. 5. Reference has already been made to some tools to improve the effective functioning of a team. Another process that can be used to improve effectiveness is to identify ongoing role identification and description. A sample document of how role identification and descriptions might appear, based on the PDCA model. 6. Another way that an OD professional can help team members understand their own dynamics is to use a fishbowl. This approach works best with a large team. A subset of the team is selected to sit in a circle, with the rest of the team sitting around this subgroup. 7. A very common process used in teams to generate ideas is brainstorming. Brainstorming Rules : Everyone participates in generating ideas. - Spontaneous, freewheeling responses are encouraged. Be creative! - Build on others' ideas. - Quantity, not quality, is desired. - No discussion or critique of ideas is allowed until all ideas are listed. - Negative nonverbal responses are discouraged. - All responses arc written down on the flipchart by the facilitator. 8. At times, unhealthy conflict can arise between task forces, functional areas, or teams. If these groups need to work together, the unhealthy conflict can interfere with productivity and creativity. Mirroring Process Objectives 1. To develop better mutual relationships betw]]> Fri, 16 Jan 2015 02:13:58 GMT /slideshow/organization-development-43575935/43575935 MohamedGraisa@slideshare.net(MohamedGraisa) Organization Development �Team and Interteam Levels MohamedGraisa 1 . Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than front persuasion (Lindahl, 1996). 2 . Team building has long been a core intervention for OD and continues to be widely used. Objectives of team building : Establish and/or clarify goals and objectives. Determine and/or clarify roles and responsibilities. Establish and/or clarify policies and procedures. Improve interpersonal relations. 3. Ground rules can be established by a team early in the forming process. These are often put on flipchart paper and posted whenever the team meets. Sample Ground Rules : Come prepared - Begin on time - End meeting when the business is over - Use an agenda with times for each item - Review the agenda at the beginning of each meeting; modify by consensus - Distribute agenda with the purpose of the meeting - Take minutes of all meetings to record actions taken - Use personal statements such as "I think," "I feel," "I want,“ - Wait until others are finished before speaking - Acknowledge what others have contributed . 4 . Process consultation is also a keystone of the OD profession. Its primary purpose, also consistent with the objectives of team building, is to improve team effectiveness. In Figure, participant D, the isolate, did not participate at all in the conversation. Participant B connects with everyone except D, which suggests that B may be the leader. The dominant conversation occurs between A and B. Perhaps this outcome is driven by the content and the expertise of the participants. 5. Reference has already been made to some tools to improve the effective functioning of a team. Another process that can be used to improve effectiveness is to identify ongoing role identification and description. A sample document of how role identification and descriptions might appear, based on the PDCA model. 6. Another way that an OD professional can help team members understand their own dynamics is to use a fishbowl. This approach works best with a large team. A subset of the team is selected to sit in a circle, with the rest of the team sitting around this subgroup. 7. A very common process used in teams to generate ideas is brainstorming. Brainstorming Rules : Everyone participates in generating ideas. - Spontaneous, freewheeling responses are encouraged. Be creative! - Build on others' ideas. - Quantity, not quality, is desired. - No discussion or critique of ideas is allowed until all ideas are listed. - Negative nonverbal responses are discouraged. - All responses arc written down on the flipchart by the facilitator. 8. At times, unhealthy conflict can arise between task forces, functional areas, or teams. If these groups need to work together, the unhealthy conflict can interfere with productivity and creativity. Mirroring Process Objectives 1. To develop better mutual relationships betw <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/organizationdevelopment-150116021358-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> 1 . Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than front persuasion (Lindahl, 1996). 2 . Team building has long been a core intervention for OD and continues to be widely used. Objectives of team building : Establish and/or clarify goals and objectives. Determine and/or clarify roles and responsibilities. Establish and/or clarify policies and procedures. Improve interpersonal relations. 3. Ground rules can be established by a team early in the forming process. These are often put on flipchart paper and posted whenever the team meets. Sample Ground Rules : Come prepared - Begin on time - End meeting when the business is over - Use an agenda with times for each item - Review the agenda at the beginning of each meeting; modify by consensus - Distribute agenda with the purpose of the meeting - Take minutes of all meetings to record actions taken - Use personal statements such as "I think," "I feel," "I want,“ - Wait until others are finished before speaking - Acknowledge what others have contributed . 4 . Process consultation is also a keystone of the OD profession. Its primary purpose, also consistent with the objectives of team building, is to improve team effectiveness. In Figure, participant D, the isolate, did not participate at all in the conversation. Participant B connects with everyone except D, which suggests that B may be the leader. The dominant conversation occurs between A and B. Perhaps this outcome is driven by the content and the expertise of the participants. 5. Reference has already been made to some tools to improve the effective functioning of a team. Another process that can be used to improve effectiveness is to identify ongoing role identification and description. A sample document of how role identification and descriptions might appear, based on the PDCA model. 6. Another way that an OD professional can help team members understand their own dynamics is to use a fishbowl. This approach works best with a large team. A subset of the team is selected to sit in a circle, with the rest of the team sitting around this subgroup. 7. A very common process used in teams to generate ideas is brainstorming. Brainstorming Rules : Everyone participates in generating ideas. - Spontaneous, freewheeling responses are encouraged. Be creative! - Build on others' ideas. - Quantity, not quality, is desired. - No discussion or critique of ideas is allowed until all ideas are listed. - Negative nonverbal responses are discouraged. - All responses arc written down on the flipchart by the facilitator. 8. At times, unhealthy conflict can arise between task forces, functional areas, or teams. If these groups need to work together, the unhealthy conflict can interfere with productivity and creativity. Mirroring Process Objectives 1. To develop better mutual relationships betw

Organization Development Team and Interteam Levels from Mohamed Graisa

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0 https://cdn.slidesharecdn.com/profile-photo-MohamedGraisa-48x48.jpg?cb=1523493421 MBA - Brawijaya - Malang - Indonesia www.ub.ac.id/