PROJECT TEAM BUILDING
Staff members from various sub-agencies were brought together by a
successful bid for funds to generate a nationwide training scheme
for staff development. Conflicting demands between existing work-commitment
and the new range of skill-commitment demanded by the project imposed
a threat to the success of the project. A facilitated workshop provided
the platform for members of the team to foster ownership of the project.
A company faced changes that required, amongst others, an examination
of the effectiveness of a key service within the company. Imposed
external changes dictated that some new options needed to be considered
and their benefits and weaknesses assessed against each other as well
as against the current strategy. The modelling processes resulted
in raising the decision makers' awareness of the merits of the different
choices under evaluation and allowed the group to reach a consensus
The increasing demand on a company division that provides customer
support (both internally and externally) rendered the current strategy
ineffective. A rapid increase in customer volume and the introduction
of new support schemes meant that the current team structures were
unable to cope with demand. Through a facilitated process, the re-structuring
of collective activities within that division was achieved. Subsequent
team building sessions helped the group to implement a new strategy.
A director with major shares in a company felt that it was time to
re-evaluate his personal involvement and position in the company.
A series of one-to-one sessions with a facilitator helped him to explore
concerns within and beyond the work environment, which included his
family life and other interests. He was able to identify factors which
he felt would significantly affect his decision and to see how different
aspects of his life influenced his thinking. With the assistance of
the facilitator he also assessed the possible consequences of his
action and finally, drew out a plan that he felt would satisfy his
own needs as well as the needs of the organisation.
Changes in organisational structure posed difficulties for an I.T.
department. Management of the transition period, that was to last
for 6 months, was required. During this period, the department was
also to undergo market testing with the objective of examining the
viability of handing over I.T. responsibilities to an outside agency.
A scenario planning session which looked at various possible ways
of moving forward helped the group to make interim decisions that
allowed them to continue to provide a service whilst at the same time
complying with the restrictions imposed by work conditions.
At the beginning of their financial year, a public transport company
faced a major decision regarding the various premises that housed
their training facilities. In order to comply with health and safety
regulations, many of the buildings required differing degrees of renovation.
This was to be judged against a limited amount of resources. A facilitated
session helped the group to assess the benefits of each building given
differing levels of cost. Consequently, the group developed a priority
listing based on a cost-to-benefit ratio that provided the structure
for a new strategy plan.
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