what is dialogue team?
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Dialogue Team
A radically better, research-based tool to improve relational skills and overall team intelligence
It’s not only what we talk about that is important. it’s also the way we talk about it
A radically better, research-based tool to improve relational skills and overall team intelligence
It’s not only what we talk about that is important. it’s also the way we talk about it
Some reactions to the Dialogue Team experience
“The team experienced a notable transformation. “Today we look at each other differently. “We trust each other more. “We learned to disagree without being disagreeable.
“Most importantly, we obtain tangible results.
“ There are few landmarks in life. This was one of them.”
There are teams and teams…
There are different levels of teamsSome are teams in name only, some just cope, while the highest performing teams add significant, enduring value.High performing teams make the difference. High performing teams build value, profits and wealth
Do You work in a Team?
Most of us do.
Most of us know that we could:
• Work better
• Work smarter
• Be more productive
• Be more profitable
• Be happier
We know that we are not realizing our full potential
Dialogue Team for teams - Improving relational skills for increased productivity and profitability
Dialogue Team for teams - Improving relational skills for increased productivity and profitability
“It’s all about connectivity.”
High performance teams communicate in ways that create a culture that supports
creativity and innovation.
Long-term research has shown that the way that team members communicate with
each other has a direct incidence on overall team performance.
Dialogue Team measures the real-time relationship of factors which
determine the impact of team communications on team performance.
The ResearchThe actions of 60 teams were observed during team meetings in laboratory conditions.The teams were independently assessed for profitability, customer satisfaction and 3600 evaluation was carried out. Fifteen teams were found be to be rated high (flourishing) on all three criteria; 26 were rated medium (coping) and 19 were rated low (languishing)Regression analysis showed that just three dimensions of behaviour provided the basis for the connectivity and added value of a team.
Self:Other
1:1
Positivity:Negativity
6:1
Inquiry:Advocacy
1:1
Three mutually reinforcing behaviour ratios generate sustained high team performance.
?InquiryAdvocacySelf
Other
-Negativity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity
?Inquiry AdvocacySelfOther
-Negativity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity
Marcial Losada’s Research
Team Performance
level (Losada’s research)
Inquiry / Advocacy
Positive / Negative
Other / Self
High Performing 1/1 6/1 1/1
Middle Performing 2/3 2/1 2/3
Low Performing 1/20 1/3 1/30
?Inquiry AdvocacySelfOther
-Negativity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity
The self/other and question/inquiry ratios build and sustain awareness of each other. They ensure
constant timely feedback.
The positivity/negativity ratio connects team members to each other and their purpose. It makes them feel safe enough to accept occasional, short
negative comments as protective and helpful.
Together, they endow the team with resilience and responsiveness, able to adapt to changing conditions.
?Inquiry AdvocacySelfOther
-Negativity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity
How does it work?
Emotional Space2
SELF
OTHER
INQ
UIR
YA
DV
OC
AC
Y
Low PerformanceP:N = 0.375
Medium PerformanceP:N = 1.875
High PerformanceP:N = 5.625
The mathematics of complexity, reveal how the three dimensions interact to create “emotional space”. High Performance Teams create areas of emotional space about three times larger than
low-performing ones.
High Performance Teams have much more area toward the “inquiry” and “other” poles, while low performing
teams are firmly centred in the “advocacy / self” quadrant.
“Emotional space” is important because it builds the connectedness,
creativity, mental capability and resilience that generate High
Performance.
?Inquiry AdvocacySelfOther
-Negativity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity
Video as areal-time mirror of actions
communication
patterns
3D communicati
on
What does DT show?What does DT show?
Team Performance level (Losada’s research)
Inquiry / Advocacy
Positive / Negative
Other / Self
High Performing 1/1 6/1 1/1
Middle Performing 2/3 2/1 2/3
Low Performing 1/20 1/3 1/30
Example team below 1/2 5/1 1/5
Background
A Dialogue Team measurement was done as part of a
management team’s long-term coaching process. The team
felt that their meeting culture was too formal. Their culture
supported individual expertise more than collaborative working.
The team wanted to become more communicative.
Dialogue Team measurements were done in the beginning and
at the end of six months’ coaching.
Case in point: Renewing the cultureAn IT Company Management TeamCase in point: Renewing the cultureAn IT Company Management Team
Diagnosis – what did we see and hear?
• A strong ‘expertise culture’ created lots of
advocating and only few inquiring
comments
• The excessive advocacy reflected little trust
between team members
Dialogue - what changed as a result of this?• The team started to concentrate on “How do we
talk?” as well as “What do we talk about?”• The team understood what kind of communication
patterns were creating their culture• The team started to appreciate all the different
individual styles of communication
Performance level (Losada’s research)
Inquiry / Advocacy
Positive / Negative
Other / Self
High Performing 1/1 6/1 1/1
Middle Performing 2/3 2/1 2/3
Low Performing 1/20 1/3 1/30
Management Team 1/6 1/1 1/5
Diagnosis to Dialogue
Case: From laptops to presenceA Public Sector Management TeamCase: From laptops to presenceA Public Sector Management Team
Background
A Public Sector Organisation’s Management Team grew from four to
eight people in one year. They wanted to start building a new kind of
professionalism and culture in their work.
Dialogue Team was part of three months’ coaching that was strongly
focused on communication, on strategy work and on the role of the
management team. The first measurement was done during the
team’s strategy day.
Diagnosis - what did we see and hear?• There was a strong culture of “being right” (highly
advocating style of communication)• The laptops disturbed the concentration level of team
members (notification from the video)• Only few people participated actively, others were silent
during the meetings
Dialogue - what changed as a result of this?• The team members changed their roles and behaviors
Decisive role < ---- > Inquiring role• The team started to concentrate on positive
communication practices• They removed their laptops from strategy meetings
Performance level (Losada’s research)
Inquiry / Advocacy
Positive / Negative Other / Self
High Performance 1/1 6/1 1/1
Middle Performance 2/3 2/1 2/3
Low Performence 1/20 1/3 1/30
Management Team (public sector) 1/7 2/1 2/3
Diagnosis to Dialogue
Myllykoski Rhein Papier GmbH (2008, Germany)
After the Dialogue Team assessment and coaching, productivity results went up so that in spring 2008, the factory set a world record in paper production.
"The world record was a good example of the outcome when people are working together."
- Juha Ebeling, General Manager of Rhein Papier
Client experienceClient experience
JYVÄSKYLÄ UNIVERSITY OF APPLIED SCIENCES - Measuring and coaching of
all the five management teams (2009)
TURKU UNIVERSITY OF APPLIED SCIENCES - Management team coaching
(2010)
LAUREA UNIVERSITY OF APPLIED SCIENCES - Developing team
communication (2009)
CITY OF HELSINKI - Henkilöstötiimin palaverikäytäntöjen herättely (2008)
JYVÄSKYLÄ REGIONAL DEVELOPMENT COMPANY JYKES LTD - Developing
the meeting practices (2008)
VTT TECHNICAL RESEARCH CENTRE OF FINLAND - Renewing and developing
of meeting practices (2008)
VOIMATEL LTD - Management team coaching (2009)
Dialogue Team client experienceDialogue Team client experience
Example of a Dialogue Team processExample of a Dialogue Team process
Agree on goals with
client.
What do we want to do?
Carry out first
DialogueLife-measuremen
t.
What do we see and hear in your team
meeting?
Provide feedback workshop with
the client.
What are our conclusions and recommendations based on what
we have seen and heard?
Agree on and
implement improveme
nt plan. What do we want to do to improve?
Second DialogueLife
-measureme
nt.What
progress have we
made and what are the next steps?
How does Dialogue Team Assess the Team?
The Dialogue Team assessment is simple and unobtrusive, so that it does not distract the team from its core purpose.
With a camera with a 3600 lens, we record for 90 -120 minutes a team meeting. We get best results with a strategic business planning meeting.
Dialogue Team experts study the recording, noting the precise times of the relevant behaviours on special software.
The software produces an exact timeline of the team’s actions, a multi-dimensional graph of the complex interactions and an assessment of the team’s likely future performance, based on those interactions.
This 3600 camera on the meeting table
records the meeting.
?Inquiry AdvocacySelfOther
-Negativity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity
+Positivity