5TeamScape Twoday Workshop

2.
Team Building
Two-day Workshop
Time required: Contents

2 consecutive days (15 hours)
Pre-work 2
For a team of 8 people
Workshop materials 2
Activities 3
Agenda 4
Day one
Session 1: Setting the scene 5
Session 2: Getting to know you better 8
Session 3: What do we mean by being a team? 11
Session 4: What does Facet5 tell us? 14
Session 5: What does TeamScape tell us? 17
Session 6: Where to from here for the team? Part 1 20
Day two
Introduction to day two 22
Session 6: Where to from here for the team? Part 2 23
Session 7: There is an I in team! 25
Session 8: Where to from here for the individual? 28
Session 9: Monitoring our progress 30
Session 10: Workshop review 31
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TeamScape Team Building Two-day Workshop
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Pre-work Workshop
materials
Workshop set up Materials for each participant
Issue Facet5 invitations Documentation

Arrange for feedback by an accredited
1 copy for each team member:
Facet5 Facilitator
Select and rehearse team building activities Understanding your TeamScape Report
(see page 3 for links to free online resources) A Participants Guide
Arrange training venue to suit. Individual TeamScape Report (colour)
TeamScape 360 Review Form.
Workshop briefing
PowerPoint presentations
Time required: 1 hour 15 minutes per person
Facet5 Line Dancing.ppt
Individuals receive one-to-one Facet5 Facet5 TeamScape Model.ppt
feedback and workshop briefing:
the purpose and nature of the workshop Other materials
views/concerns shared and addressed
4 flip charts
individuals view of the teams performance
4 sets flip chart pens (black, red, blue
Web based TeamScape 360 process is
and green)
explained
A roll of 3 masking tape
Individuals asked to bring Facet5 Profile to
Thick black marker pen
the workshop
Computer with internet access
TeamScape 360 invitations issued and
Data projector
completed prior the workshop.
Resources/materials for the energisers and
team building activity
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Activities
Activities to prepare Resources
23 team Energisers If your local search is unhelpful, try these sites:

(1015 minutes duration each)
1 experiential Team Building Activity businessballs.com
for day two (2 hours duration) Energiser: Juggling
Team building activity: Any of the newspaper,
We have not included specific activities.
paper or foil construction activities, Tube,
These should be tailored to suit the needs
strings, balls game
of the team you are working with, your
budget, the space you have available and your
squarewheels.com
facilitation style. We offer some suggestions
Team building activities: Construction
but recommend that you spend time on-line
activities using Lego bricks or similar
where you will find inspiration and a large
(www.squarewheels.com/content/legotrdev.
selection of suitable activities.
html)
Google team building exercises and look for
sites that include free downloads of exercises gamesforgroups.com
and activities in your language. Most sites Ice breaker/energiser: What can you
will offer you a choice of activities designed do with this?
to simulate and develop specific work related Team building activity: Lifeline,
behaviours and skills. They provide detailed Bid and build
descriptions and instructions and guidance for
debriefing the activity. wilderdom.com
Energiser: Human Knot, Balloon Juggle and
Use information from the pre-workshop
Sort, Animal Sounds, Helium Stick
sessions and the TeamScape results to identify
Team Building Activity: Great Egg Drop
areas the team could most usefully explore
Pipeline/Gutter-Ball
or develop through such activities. Otherwise,
any activities that focus on decision-making,
Books
planning, creativity and problem solving will
compliment the theme of the workshop. For those who prefer books, the following are
available in most large bookstores and on-line
Familiarise yourself thoroughly with your chosen
from Amazon.com:
activity before running the workshop. Try it out
with friends or colleagues if at all possible. Team-Building Activities for Every Group,
by Alanna Jones, ISBN 0966234162
More Team-Building Activities for Every
Group, by Alanna Jones, ISBN 0966234170
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Agenda
Day One Day Two

Time required: 8 hours including breaks Time required: 7 hours including breaks
Session 1: Setting the scene Welcome back and introduction to day two
Time required: 35 minutes Time required: 10 minutes
Welcome and Introductions Team re-groups
Roles and Expectations Re-cap on day one
Workshop Objectives Revisit ground rules
Ground Rules Day two objectives
Session 2: Getting to know you better Session 6: Where to from here for the team?
Time required: 1 hour 5 minutes Part 2
Individuals share personal information Time required: 1 hour
with the team Team Action Plans are developed
Four process skills that aid development Team strengths confirmed
Coffee break: 15 minutes Coffee break: 15 minutes
Energiser/team activity 1 Experiential team building activity

Time required: 1015 minutes Time required: 2 hours
Team activity that gets the team moving and The team engages in a practical team activity that
interacting is observed and debriefed
Session 3: What do we mean by being a team?

Time Required: 1 hour 15 minutes Lunch break: 1 hour
The Team clarifies its purpose
Defines the characteristics of an effective team Session 7: There is an I in team!
Creates Team Effectiveness Charts Time required: 1 hour 15 minutes
Assesses their current performance Individuals learn how they are perceived by others
in the team
Lunch break: 1 hour
Tea/reading break: 15 minutes
Session 4: What does Facet5 tell us?
Time required: 1hour 40 minutes Session 8: Where to from here for the
Facet5 model re-visited individual?
Profiles are shared Time required: 45 minutes
Team Overlay is created Individuals review data
Team Profile explored Create an Action Plan
Overlay and Snapshot data is interpreted Share findings with the team
Commit to an Action Plan
Tea break: 15 minute
Session 9: Monitoring our progress
Energiser/team activity 2 Time required: 15 minutes
Time required: 10 minutes Team agrees a process for monitoring team and
A team activity that gets the team moving and individual progress
interacting
Workshop debrief and review
Session 5: What does TeamScape tell us? Time required: 15 minutes
Time required: 1 hour 5 minutes Content and outcomes are reviewed
TeamScape explained
Work Cycle and Reaching Agreement data is
interpreted and evaluated
Session 6: Where to from here for the team?

Part 1
Time required: 30 minutes
Key Team Development areas are agreed
and ranked
Review of Day One

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Session 1:
Setting the scene 1.0
Total time required: 35 minutes Exercise:
Expectations concerns and fears
Welcome and introductions: Time required: 10 minutes
Roles and expectations
Purpose: To clarify expectations. Acknowledge
Time required: 10 minutes up front any concerns, skepticism or anxieties
that might be present in the team. Individuals
Purpose: In this session you are settling the
take responsibility for their learning. Gain
team, setting the scene and agreeing roles and
commitment. Encourage an atmosphere
ground rules for the day.
of openness and honesty.
Welcome the team and thank them for coming.
Note: Many people will be looking forward
If the event is residential check that people to the workshop and feeling positive about its
have settled in and are comfortable with value and potential. Others may be skeptical
arrangements. or feeling apprehensive and uncomfortable.
This is usually because of their personalities
Ask people to introduce themselves:
and/or preconceived ideas about the purpose
Their name and content of the workshop. Most of the
Their role concerns should have been addressed in the
Amount of time with the organisation pre-workshop session but it is worth re-visiting
and the team these and allowing individuals to voice them
Previous experience of team building. openly to the team.
Introduce yourself and explain your role Begin by asking each person to present his
as facilitator. or her expectations for the day:
The event is theirs to own and the responsibility What they would like to achieve from the
for learning and progress lies with them. They Workshop
will get out of it what they are prepared to put What concerns or fears do they have
in. You are there to provide a structure and What they will do to ensure that they get the
process to enable that learning and progress. best out of their time at the workshop.
Invite someone to begin and work round

the group.
Record the responses on a flip chart [flip].
Once everyone has responded, summarise

what you have heard, acknowledging and
addressing any concerns or fears that you can
at this stage.
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Presentation: Exercise:
Objectives and methods Ground rules for the day
Time required: 5 minutes Time required: 10 minutes
Purpose: To let the team know what they will Purpose: To make the group feel safe. Create
be doing over the course of the workshop. an atmosphere and environment that suits the
This should be kept brief and to the point. purpose of the workshop
Place your emphasis on the overall objective
Now that people have an idea about what they
and the types of activities and methods
will be required to do, ask them to produce
to be used rather than on the detail.
a set of operational ground rules for the day:
Workshop objectives This is a rare opportunity for you to take time

out to reflect on how well you are working
To improve our effectiveness as a team though
together and on your effectiveness as a team.
a better understanding of:
This will require you to think about what you do
what we do well and what you do not so well as individuals
who we are and a team. In order to do this properly you
and how well we work together. will need to be prepared to critically appraise
your own and others actions and behaviours
This will be achieved using a mix of activities
and to air your thoughts and perceptions.
including:
Some people find this easier to do than others,
Group, team and individual exercises but what is important is that everyone feels
Group discussions confident that they are in an environment where
Brief presentations on skills and data. what they say will be listened to and accepted
in the spirit in which it is meant. How would you
Invite questions and clarify where necessary.
describe such an environment?
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Below is an example of the sorts of things you If the following have not been included add
are aiming to pull from the group: them to the list:
Openness and honesty Keep focused and avoid thinking about what
is going on back at the office
Safe and supportive Time keeping return from breaks on time
Mobile phones and all electronic means of
communication must be fully switched off
Atmosphere of trust
and put away.
Mutual respect Blu-tack ground rules to a wall.
People listen to each other
One person speaks at a time
Confidentiality what is said in the room/

team stays in the room/team
Non-judgmental, non-hierarchical
Feedback is constructive
People accept feedback in the spirit in which

it is meant
Positive thinking
Sense of humour to have fun
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Session 2:
Getting to know you better
Total time required: 1 hour 5 minutes One thing they are proud of in this team
What they bring to the Team:
three strengths.
Exercise:
Personal banners After 10 minutes, ask for a volunteer to be
the first to present their Banner. The team
should be instructed not to make comments
Purpose: In this session individuals will share or ask questions of the individual during their
some personal information about themselves presentation.
with their colleagues. Some team members
Presenters fix (Blu-tack) their Banner to the wall
may already have disclosed such information
before nominating the next person.
to each other, but you will be surprised at how
many have not. Once everyone has presented, thank the team.
Review and debrief the exercise:
This is an exercise in disclosure and goes a long
way in terms of breaking the ice and setting How did they find the exercise?
the scene for the rest of the workshop. The Did they learn anything new?
topic is non-threatening, individuals control Has it changed their perception of anyone?
the content, gain practice in talking about Why might it be useful?
themselves and learn something new about
their colleagues.
Provide each person with a piece of flip chart

paper and a pen.
Individuals are allowed 10 minutes to design

a Personal Banner that they will present
verbally to the team in a presentation lasting
no more than 5 minutes.
The Banner should include the following type

information:
Background information, for example:

where they were born and educated,
their family
a significant event or milestone in their life
a hobby or interest outside work.
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Group discussion and presentation: 2 Introduce the Johari Window [ppt slide] and
Process skills that aid development the importance of disclosure and feedback to
development. If you are unfamiliar with this
Purpose: To introduce some basic process
model there are numerous detailed descriptions
skills for use in the workshop and beyond.
freely available on the web. Make the link
Stress the importance of self-awareness.
between the Johari message and the workshop
Highlight the impact that disclosure, feedback
agenda. The workshop is an opportunity to
and reflection can have on team and individual
increase awareness about others and yourself.
development.
3 Facilitate a discussion on Feedback.
How does it currently occur within this
1 Open a group discussion by asking:
team?
Q What do you know about me that What stops us doing it?
I dont know? How should it be given and received?
A How I impact on you, how I make you feel
Offer some current wisdom on Feedback:
or how you see me.
Operating a process for Feedback that is
Follow up question:
specific, timely, behavioural and quick is an
Q How could I find out about these sorts essential component of any high performing
of things? team.
A We tell you or you ask us. Feedback should always include a What
statement followed by a Why statement,
Follow up question:
eg When you interrupted me in the meeting,
Q Why would this be useful to me and to you? it made me feel that you were not really
A Because the more we know about a person, listening or interested in my opinion
the better the chances that our interactions Feedback is only helpful if it is constructive.
with that person will be effective. Draw and describe the 2x2 Feedback Table,
below:
Positive Bland Constructive

Praise Feedback
Sarcasm Developmental
Feedback
Criticism
Blame
Put downs
Negative
Unhelpful Helpful
Research from the Positive Psychology movement has also shown that feedback
is most effective when delivered in a 5:1 ratio of positive to negative
[Losanda and Heaphy 2005]
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4 To end the session, introduce the concept Team activity:

of self-observation the value of standing Energiser
back and reflecting on our behaviour and
contribution. Talk through the Dance Floor and
Balcony analogy: Purpose: A fun activity? To get the team up
and on their feet. To get them interacting and
Picture a dance floor that has a balcony
co-operating on a shared activity
all around it. You are on the dance floor,
participating in whatever is happening. Suggestions: Group Knot or Hellium Stick
Occasionally take yourself mentally up to the
Debrief the exercise according to instructions
balcony and observe yourself on the dance
and the learning point that you wish to illustrate.
floor. Reflect on what you see, and change your
behaviour if it will improve your performance
and outcomes!
The workshop is designed to encourage and

rehearse Balcony behaviours!
Break
15 minutes
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Session 3:
What do we mean by being a team?
Total time required: 1 hour 15 minutes Stop the discussion and ask them to comment
on what is happening their process and
Purpose: To discuss why they exist as a team
dynamics. Provide them with your own
and what being an effective team means for
behavioural observations and feedback.
this group. To give them something to work
Encourage them to convert the negative energy
towards. To establish a sense of commitment
in to some positive and constructive outcomes.
for improve team performance.
Divide the group in to pairs. Each pair has
5 minutes to complete the following sentences,
Exercise 1:
and flip their responses:
Why do we exist/what is our
purpose? The purpose of our team is to (purpose)
Success of this team means (future
aspirations).
Purpose: It is surprising how many teams
Bring the team together for pairs to present
struggle to define their objectives as a team.
their responses.
Some may question whether they are a team
or need to be one. For some it is simply that Attach flip charts to the wall.
they all work in the same department or have
Facilitate a group discussion:
a manager in common. For others it will be
because they share common goals and rely How did they find the exercise?
on one another to achieve their individual Is there consistency?
objectives. Whatever the views and opinions What did they learn?
it is important that they are aired, and that the Any surprises?
group begins, or continues, to think
of themselves as a team for the purposes
of the workshop.
Note: If the team has been operating for

a while and has a clear understanding of its
objectives, then this review will help focus
subsequent discussion. If the organisation
is going through, or has recently gone
through, a period of change, or if there has
been a change in the make-up of the team,
its circumstances or responsibilities, then
now is a good time for this to be discussed.
If this discussion produces a lot of negative
comments, let it run for a short while.
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Exercise 2: Exercise 3:
Benchmarking: What does an Creating Team Effectiveness Charts
effective team look like?
Purpose: To create a set of detailed Team
Purpose: To define the characteristics of high Effectiveness Flip Charts, each with a main
performing teams. To create a benchmark heading and a list of behaviours associated with
or an ideal that means something to this team it. The outputs from this session will be used
and can be used to measure their current and to structure activities and discussions for the
future effectiveness. remainder of the workshop
Note: This is an important exercise and teams Fix four or five blank flip chart sheets to the wall.
do not always find it easy. They often produce
One group reads out one of their Post It notes
a list of tasks. If this happens push the team to
to the team and attaches it to one of the blank
describe the actual Behaviours that an effective
flip chart sheets.
team engage in when they perform these tasks.
The next group reads out one of their Post It
Divide the team in to two groups. Issue each
notes.
group with a set of large scale Post It notes.
If the team decides this behaviour or activity
Each group is given 15 minutes to brainstorm
is related to the first one, then the Post It note
behaviours they associate with effective, high
joins the previous on one the same chart.
performing teams, and to record each of them
Otherwise the note is attached to one of the
on a separate Post It note.
other blank flip chart sheets.
Remind the team of the rules of brainstorming:
Continue the process until all the Post It notes
All contributions are valid, have been grouped and attached to a flip chart
People should offer ideas as they think sheet.
of them dont worry about the wording
Keep the pace moving, adding additional flip
or terminology
chart sheets to the wall if required.
Add to ideas but do not comment on or
discuss any of the ideas generated. Lead a discussion to agree a heading for each
of the flip chart sheets
Observe the groups closely, making sure that
they are capturing behaviours. If progress Ask the team to review the charts and to add
is slow prompt with a series of questions: any new behaviours that they can think of.
Who has been a member of an effective

team in the past?
Tell us about some of the things that you
remember about that team?
How did it make you feel?
What were the sorts of behaviours that
occurred to make you feel that you were part
of an effective team?
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Exercise: Lunch break

Rating current performance
1 hour
Purpose: Self-assessment by the team of their Afternoon

current level of effectiveness. By the end of the
The remainder of day one (see sessions 46)
session the team will have a full set of ratings
is dedicated to using Facet5 data to identify
next to each of the behaviours on each of their
possible reasons why the team is better at
Team Effectiveness Charts.
some aspects of team working than others.
Draw a 5 point rating scale on to a flip
The aim is to build a picture of the behaviours
chart, where a rating of 1 represents poor
that are prevalent in the team as indicated by
performance and a rating of 5, excellent
Facet5 data, and to compare these with the
performance.
strengths and development areas they have
Working alone, each person visits each of the previously identified.
Team Effectiveness Charts to rate how well they
The insight these sessions provide, with respect
believe the team is currently performing each
to both team effectiveness and an appreciation
of the behaviours listed.
of individual differences, will significantly
Instruct them to record their rating (15) beside improve the quality of the outputs one can
each behaviour and to work quickly. You want expect when the team and individuals create
to capture peoples immediate responses and their action plans on day two.
avoid debate or discussion.
If they are consistently giving themselves

high ratings, or are having difficulty in rating
particular items, ask them to consider how
other teams or people in their organisation
might rate them.
Complete the exercise by using coloured

marker pens to draw a:
Green circle around behaviours with

a majority of high ratings (45) to represent
What they do well
Red circle around behaviours with a majority
of low ratings (12) to represent what they
could do better
Blue circle where there is a wide range of
ratings or a majority of 3s, to represent where
performance is inconsistent or average.
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Session 4:
What does Facet5 tell us?
Total time required: 1 hour 40 minutes Exercise 2:

Sharing profiles
Exercise 1: Time required: 45 minutes
Review of the Facet5 model
Purpose: Individuals learn how they are seen
Time required: 15 minutes by others in the team and reveal their actual
scores. Disclosure is combined with feedback
Purpose: To remind the team of the Facet5
using a common framework and language.
factors and what they are measuring.
The team creates an Overlay, one profile
Ask for a volunteer to name one of the four at a time. Similarities and differences begin
factors that make up the Facet5 circle. to emerge.
Write the factor name on the top of a flip chart This should be a fun and light hearted exercise.
and ask the team to describe: Keep the process moving and ensure people
adhere to the ground rules they set earlier.
What behaviours would you expect to see
from someone who scores very high/low Use different coloured pens or symbols
on this factor? to differentiate individual profiles
Flip the responses under the Factor heading. Team members take it in turns to be the
Correct and add information as necessary. subject, and to stand between 2 flip charts.
The charts are labeled A and B and have a blank
Ensure an equal amount of positive and
Facet5 profile chart (including Emotionality)
negative behaviours.
drawn on them
Repeat the process for each of the four main
Every person guesses the subjects score
factors.
on Will and explains why
Review Emotionality by asking the team:
I think you score x on Will because
What do you remember about the factor
The subject marks the range of scores guessed
called Emotionality?
on to flipchart B. He/she then marks their actual
Record responses. Add to the information, score on flipchart A.
reminding them of its function as an interpretive
Repeat the process for each of the 5 Facet
factor. How emotionality can explain why we
factors.
will see different behaviours in people with
very similar profiles. How High emotionality The subject completes their diamond shape on
will accentuate and lift a profile, and Low Flipchart A and the next person takes their turn
emotionality dull and flatten a profile. at the flipcharts.
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Continue until the team Overlay is complete. Now instruct them to create a horseshoe
shape, so that those with High scores are facing
Debrief and review the exercise:
those with Low scores.
What did you learn?
Ask those with lower Will to describe what
What did you find most surprising?
it is like to work with people with higher Will?
Many of the surprises will have their routes Ask those with higher Will to describe what
in Emotionality. This is because emotionality it is like to work with people with lower Will?
is the most difficult Factor to identify in others,
Help out, making sure the main issues are
especially if they are also Low Energy.
covered. Use examples of any relevant
If relevant, show where Emotionality has been
behaviours you have observed during your time
responsible for surprises and discrepancies
with the team. Remind the team:
expressed earlier in the session
that there are strengths and downsides
to all the factors, and it is extremely unlikely
Exercise 3:
that you will have all of the positive and none
Line dancing
of the negative attributes
Time required: 30 minutes that Facet5 is a measure of personality,
it indicates behaviours that one can expect
Purpose: To explore the impact that the
to see if a person is not self-aware or is
spread of scores has on the team. Increase
operating on automatic pilot. Personality
understanding of how similarities and
is stable, but we are able to adapt and
differences affect how individuals operate and
change our behaviour.
work together. The team profile begins to come
to life. It gets people on their feet and never fails Repeat the process for Control, Energy,
to generate some valuable observations. Affection and Emotionality.
Use masking tape to make a line across the

floor. The line should be as long as possible.
Write numbers at equal points along the line
to represent scores of 110, with 5.5 marking
the midpoint.
Use the Line Dancing PowerPoint Presentation

to introduce each factor in turn.
Starting with Will, ask the team to stand on the

line of tape using their Will score to position
themselves.
Let them settle. If surprises are voiced again,

let these be explored, invite and offer possible
explanations.
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Presentation: Debrief and discuss:

The Team Overlay and Snapshot
Are there any outliers? What are the
Time required: 20 minutes implications for them? Invite the outlier(s)
to speak for themselves
Login to the Facet5 web site and appropriate
Which quadrant do they think is the most
Project and project the Team Overlay.
dominant in their organisation?
Lead a brief discussion on the general What are the implications for them
distribution of profiles. as a team?
What does the data tell us about the team?
Present the TeamScape Snapshot and explain

how this is calculated and why: Tea break
The Snapshot reduces each persons profile 15 minutes

to a single data point. This has obvious
limitations, but is useful when there are more
Team activity:
than four profiles. It shows the spread of
Energiser
styles within the team, is a good indicator
of a teams culture, and clearly illustrates Time required: 15 minutes
profiles that fall outside of the main cluster.
Purpose: A fun activity? To get the team up
Scroll through the Snapshots, showing how and on their feet? To get them interacting and
the team looks from the perspective of each co-operating on a shared activity?
individual.
Suggestions: What can you do with this?
Divide the team into two groups. Give them or Lifeline.
5 minutes to brainstorm and flip:
Debrief the exercise according to instructions
The advantages and disadvantages and the learning point that you wish to illustrate
of the dominant style:
approach to work?
values and culture?
interpersonal style?
communication style?
How does this information help us
to understand the red, green or blue rate
items on their Team Effectiveness Charts?
Team re-groups to share their findings.
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Session 5:
What does TeamScape tell us?
Total time required: 1 hour 5 minutes Move through the presentation quickly and be
selective about the slides you use. The team will
Purpose: To focus on the insights TeamScape
be keen to see their results rather than get
has to offer.
in to the finer detail of the theoretical model.
Teams are brought together to perform specific You should aim to show how:
tasks for which they have to find solutions.
Facet5 Factors relate to established models
This work-pattern follows the structure of
of problem solving and conflict resolution
problem solving. TeamScape helps to give an
The Facet5 data is re-interpreted and
understanding of why some teams produce
re-presented with a focus on the outputs
more creative solutions than others, why some
The content of the TeamScape Report,
teams take a month over something that would
including the 360 data if this has been
take another four days. It also highlights the
collected.
different approaches individuals have to conflict.
How will your team reach agreement? Will it Switch back to the online presentation of the
defer to the loudest voice, or will it discuss the teams data.
problem rationally and impersonally?
Explain that each person will receive
a TeamScape Report and a Guide at the end
Presentation: of the presentation. They will also be given time
The TeamScape model to explore and interpret the results in detail
Time required: 20 minutes Scroll through the Work Cycle results:
Purpose: To introduce the components of the The individual Work Cycle graphics
TeamScape model: demonstrate the diversity and similarity of
approach within the team. Showing each
How does the team do what it does?
persons predisposition or tendency to enter
The TeamScape Work Cycle
the work cycle at a particular phase and/or
What happens when things go wrong or
ignore or skimp on some phases
get difficult? The TeamScape Reaching
The Team Comparison chart shows how
agreement and resolving disputes.
individual preferences impact on how
Use the Facet5 TeamScape PowerPoint effective the team is likely to be at each
presentation to outline the model. stage of the work cycle. The results of
the 360 review are shown in the bar and
whisker charts.
Present the data, allow time for people to get

a feel for the results, ask questions and
comment freely.
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Move on to present the Reaching agreement The groups have 10 minutes to discuss
and resolving disputes data: the Work Cycle Team Comparison Chart
(page 5 of the Report) and flip:
The Orientation table plots each individuals
preferred orientation and shows the spread The teams strengths in each phase of the
of conflict management styles within Work Cycle?
the team Where are the gaps? Where in the cycle are
The Tactics chart allows us to see the range we most likely to fall short?
of behaviours or reactions we are likely see
Each group should prepare what/why
from team members when attempting to
explanations to show how their findings might
resolve a dispute
impact on their ability to match two or three
The Proportionality chart shows the differing
of the characteristics listed in their half of the
levels of reactivity in the team and the degree
Team Effectiveness Chart:
of urgency or discomfort that each person
is likely to experience. What could be helping us to be effective?
What could be hindering us in our
Provide each person with:
effectiveness?
A copy of Understanding your TeamScape
Offer examples:
Report Participants Guide
Their TeamScape report. The data suggests that we like to spend a lot
of time discussing ideas and consulting with
The Guide explains the model in detail and
people. This could help us to involve other
is provided as a reference document for people
people in our decision making and be seen
to keep.
as an approachable and supportive team.
Give people a 5 minutes to read their reports. It may also make us appear to procrastinate
and to spend too long in meetings
Many of us make quick decisions without
Exercise 1:
a lot of thought or discussion. This makes
TeamScape in action
us quick to act and allows us to get thing
Time required: 20 minutes done quickly. It may also mean that we make
assumptions, get accused of not keeping
Purpose: To explore and understand what
people informed and being unimaginative.
the data is suggesting about the way they
work, and how this could help or hinder their Team re-groups to share their findings.
effectiveness as a team
Divide the team in to two groups. Draw a line

across the Team Effectiveness Chart so that half
the characteristics are above the line and half
below. Allocate one half of the characteristic
to each group.
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Exercise 2: What is the dominant or most accepted style

Reaching agreement and in the organisation as a whole?
resolving disputes What are the implications for this group?
Time required: 20 minutes Remind the team of the rule of thumb they
saw in the TeamScape PowerPoint presentation:
Ask the team recall when conflict or tension
has existed in the team. Get them to describe
the situation. What were the main sources of
tension, and how was it left or resolved? If they
cannot come up with a specific example, ask
them to identify the main sources of tension
within the team. Add any new insights to an
appropriate Team Effectiveness Chart:
Divide the room in to five quadrants

as found in the Orientation diagram in
TeamScape. Identify which part of the room
represents each of the five Orientations.
Use flip chart paper to label the quadrants
In theory, a team will tend to adopt the conflict
Ask the group to form a physical Orientation
management style associated with the most
diagram, by moving to the part of the room
populated quadrant.
that matches their TeamScape result
(page 6 of their Reports). Is this the case for this team?
[Whatever the response] What are the
Starting with the most populated quadrant:
implications for the team?
Ask each group to read out their Orientations,
Objectives and Tactics for managing conflict Proportionality
Ask people from other Orientations to say what
Show the group chart:
it is like to work with the presenting quadrant.
What does this say about the level
This will illustrate the differences well and
of reactivity in the group?
should lead to some interesting comments and
How does this match with their experience?
observations.
How does it compare with the rest of the
The team should remain in their Orientation organisation?
groupings for the remainder of the session. What are the implications for the group?
Facilitate a discussion on: Finish the exercise by asking the team

to brainstrom and flip:
What are the pros and cons of the
dominant style? How might the team improve on their ability
How does this impact on their team to manage conflict or tension in the future?
performance ie does it help us to
understand the red, green or blue rated items
on our Team Effectiveness Charts?
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Session 6:
Where to from here for the team?
Part 1
Total time required: 30 minutes
Purpose: To agree and prioritise key

development areas for the team.
Exercise 1:
Identifying key team development
areas
Remind the team of the work they have

already done. Suggest that they use the Team
Effectiveness/Ratings and other flip chart
outputs from the day to help them prioritise key
areas for improvement.
Instruct the team that they have 10 minutes to:
Identify key development areas for the team

Rank them according to the level of impact
each would have on their effectiveness
as a team.
Leave the team to decide on a process

for reaching their decision.
Debrief the exercise:
How did they find the exercise?

The choice of process?
Did everyone participate?
How committed to the choices are
people feeling?
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Close of day one: Provide any observations of your own

Reflection and feedback
Thank the team for all their hard work.
Remind them of the start time for day two and
Purpose: To review the content and outcomes any other arrangements as appropriate.
of the day.
1. Ask each person in turn to complete the

following sentence:
The most useful thing I have learned
today is
2 Draw the following Smiley Face/Straight

Face chart. Briefly review the content
of the day by asking the team to list what
they found:
Most helpful
Least helpful.
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Introduction to day two

2.0
Welcome the team back
Ask how people are feeling.
The focus on day two is the creation of team

and individual action plans.
Having explored and documented their

strengths and development areas in detail in
day one, the team now set themselves specific
objectives for improving and monitoring their
effectiveness.
The team will then be set a practical Team

Building exercise which they will de-brief
in detail.
The focus then shifts to the individual and

their contribution to the team. Facet5 data
is combined with feedback on how they are
perceived by team members and used to
develop individual action plans.
Explain that they will now be expected to

take on more responsibility for organising
themselves and monitoring their own
performance than was asked of them yesterday
Ask if anyone has any questions?
Remind the team of their ground rules.

Invite and add any additions.
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Session 6:
Where to from here for the team?
Part 2 If necessary remind the team of what

constitutes a SMARTER goal:
Time required: 1 hour
S specific
Purpose: To develop action plans.
M measurable
To acknowledge the strengths and potential
A achievable
of the team.
R relevant
Exercise 1: T timed
The creation of action plans E exciting
R recorded (written down)
Time required 50 minutes
Provide each pair with a flip chart and pens.
Purpose: At the end of this exercise the team
will have a set of detailed action plans. After 10 minutes check with the pairs.
Give them a time check and offer assistance
Divide the team in to pairs and ask each pair
if they are struggling.
to choose an area they would like to work on.
The number of areas that can be covered will The team re-groups for pairs to present their
depend on the number of pairs (in this instance action plan(s) to their colleagues. Debrief the
four). Pairs could take on more than one area exercise:
each or select from the four highest ranking
What did people think about this exercise?
areas. Brief the pairs that they have 20 minutes
What did they learn?
to complete an action plan which should
include:
Exercise 2:
Smarter goals
On the positive side
A named person who will take ownership
of the goal(s) Time required: 10 minutes
How the team will monitor and measure
Purpose: To end the session on a positive note
progress
by reminding the team of their strengths and
What could hinder their ability to reach the
potential.
goal and how will they ensure that this does
not happen. The last exercise helped identify key areas
in which the team can improve. It is equally
important to recognize and acknowledge the
advantages that the team has in its favour. Its
strengths and successes to date should not
only provide the team with the confidence and
motivation to continue doing what they do well,
but also offer some assurance that they will be
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able to implement the changes that they Observers should sit at a discrete distance
have identified. from the team, but where they can see and
hear what is happening. They should not
Ask the team to name flip:
distract, assist or help the team in any way.
Five things that they are currently doing well Observations should be verbatim and not
and will continue to do interpreted or categorized in any way.
Five strengths that will assist them with their
The debrief should be done as thoroughly as
efforts to improve.
possible and not be hurried. Remind the team
about the role of feedback and the spirit in
Coffee break which it should be given and received.
15 minutes Make use of any de-briefing notes and

questions that come with the activity. Include
the following elements if not already covered:
Team building activity
A team assessment of what they did well,
Time required: 2 hours
not so well, or could have done differently
Purpose: To engage the team in an absorbing Individuals assess what they contributed to
practical activity that requires them to the activity and what they think they could
demonstrate teamwork skills and behaviours. have done differently or better.
To induce typical behaviours, through
Team members, then Observers should add any
a simulation that takes the team outside of their
feedback that they have for the individual:
comfort zone or area of expertise. To observe
the team in action, in real time, and provide Links should be made with the Team
them with feedback. Effectiveness Charts and Action Plans
whenever possible:
Suggestions: A building/construction exercise
A discussion about:
with complex instruction and constraints.
how the activity relates to their experiences
Notes: You will need to observe the team in the workplace
closely during the exercise. Observations what have they learned about the value
including actions, behaviours, what was said of talking about the activity. Is it something
by whom and to whom need to be recorded as they should do on a regular basis in the
they happen. This is difficult for one person to do workplace? How might this be done
well with a team of eight people. It is advisable effectively to improve performance?
to find someone who will act as an additional
observer for this session. They could either be
a colleague of yours or someone from within
the client organisation who is not involved with Lunch break
the team. HR or training departments can be a
1 hour
good source of objective observers, and often
come with feedback skills and experience too.
Observers can then concentrate on four people
each during the activity.
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Session 7:
There is an I in team!
Total time required: 1 hour plus 15 minutes Exercise 1:

if the 360 data is available TeamScape 360 Review
Purpose: To highlight the contribution that Time required: 15 minutes
individuals make to the functioning of the team.
Purpose: To produce a summary of individual
Individuals learn about how they are perceived
360 results that can be used for action
by their colleagues.
planning.
Open the session by asking the team to recall
Individuals are given 10 minutes to review their
what they learned about feedback in Session 2.
TeamScape 360 results.
Explain that they are about to undertake two
360 feedback exercises: Provide them with the TeamScape 360 Review
Form to guide their analysis. Instruct them to:
1 A review of the 360 data in TeamScape.
This provides individuals with feedback Complete column 2 by listing the TeamScape
following the TeamScape structure. phases or elements where their results
match with the consistency patterns
2 An interview based process. This provides
provided
individuals with general free form feedback
Complete the task at the bottom of the table.
from their colleagues.
As the focus is now on individuals, some

people will find the idea of this session very
daunting. Like many behavioural processes the
idea of giving and receiving feedback is worse
than the reality. Reassure them that they will
find it a lot easier to do than they think, and
that people invariably find it to be a positive,
constructive and valuable experience.
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TeamScape 360 Review Form
Degree of consistency TeamScape Phases or Elements with Implications

between viewpoints results that fit this pattern
The Facet5 position on the Behavioural Consistency

phase/element (shaded area) offering a very clear picture
matches the average rating of your strengths and
of your colleagues (red box downsides on this phase/
and whisker chart) and your element
self-rating (blue line).
The Facet5 position matches A self-awareness issue?

your colleagues ratings but Others are seeing your
not your self rating natural style but you believe
that you are behaving
differently. Are you trying to
behave differently? Is this
necessary?
The Facet5 position does Hidden skills? You believe

not match your colleagues that you are behaving in
ratings but does match your character but others are not
self rating seeing this. You should find
it easy to apply your natural
style what is stopping
others from seeing this?
The Facet5 position does You and others are seeing

not match your colleagues behaviour that is out of
ratings or your self rating character. Do you have
potential that you are not
using is it a result of being
in this particular team? Is this
how you want to be seen?
This could be demotivating or
a source of stress if sustained
longer term.
The brown box and whisker charts in your

report show how you compare to the team as
a whole on each TeamScape phase or element.
Identify the phases or elements where you are
very different from the rest of the team:
TeamScape Phase What do you offer that is different? What is the effect of this?
or Element
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Debrief: Exercise:
The Live 360 Review
How did they find the exercise?
Did they learn anything new about Time required: 1 hour
themselves?
Purpose: To allow individuals to understand
Any surprises?
which behaviours their colleagues would like
The table does not make any reference to the them:
spread of ratings as shown in the box and
To do more of, ie behaviours that the team find
whisker charts. If the team has not questioned
helpful
this already, ask them the following questions:
To do less of, ie behaviours that the team find
Q What does it mean if you have a narrow unhelpful.
range of ratings?
Team members take responsibility for collecting,
A Most people are seeing this behaviour.
collating and feeding back information to one of
Q What can you conclude from this? their colleagues.
A Your behaviour is the same regardless
Divide the team in to pairs to create feedback
of whom you are dealing with.
Partnerships.
Q What does it mean if there is a wide range
Each person takes responsibility for collecting
of ratings?
information on his or her partner by:
A People are seeing you very differently.
Interviewing [in private] every member of the
Q What can you conclude from this?
team and recording:
A Your behaviour changes according to whom
three things that they think the partner does
you are dealing with.
well and are helpful
There is no right or wrong about any of these two things they find unhelpful about them
positions. On the one hand, it may be highly Adding their own feedback to this information.
appropriate to vary ones behaviour according
Partners then collate the information they have
to whom you are interacting with. On the
collected and list it under two headings:
other hand it may be easier for people to
understand you if you are highly consistent in The things we think you do that are helpful
your behaviour. Individuals will need to consider The things we think you do that are
their results alongside other feedback they unhelpful
receive and what they have learned about their
Every comment should be included, recorded
colleagues preferences.
verbatim and must be anonymous (comments
must not be attributable to any one individual) and
written in a way that is easy to read.
Pairs re-group and provide verbal feedback to their

Partner and give them the written feedback.
Give the team a 15 minute tea break to read and

prepare for the next session.
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Session 8:
Where to from here for the individual?
Total time required: 45 minutes 3 According to my 360 feedback my most

helpful contributions to the team include
Purpose: To give people time to review the
[feedback comments are read out verbatim]:
information the workshop has provided them
with about themselves. To develop individual
development plans.
Exercise 1:
Review, reflection and action
planning 4 I need to do less of the following
[feedback comments are read out verbatim]:
Individuals are required to:
Read through their 360 feedback

Review their Facet5 and TeamScape Reports
Prepare a presentation for the team:
Each presentation should conclude with:

1 According to my Facet5/TeamScape data my
Commitments: What I commit to doing
strengths include:
to improve my contribution to the team
a An action plan with at least one SMARTER
goal
b
Requests: What I need from the team
c (assistance/support).
2 I need to be aware that I can also be

(negative attributes):
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Exercise 2:
Reporting back to the team
Purpose: To place the information in the team

domain. For individuals to disclose what they
have learned about themselves and commit
to an individual action plan.
Individuals present to the team.
Debrief:
How did people find the exercise?

What did they learn?
Add your own observations.
How well did the feedback match the Facet5

data? The feedback gives us a picture of what
people are currently seeing and Facet5 provides
us with an idea of why this might be the case.
The exercise can reveal how some people have
learned to address some of the downsides
of their personality. The lack of discipline in
Low Control, for example, is often something
that individuals have had to learn to manage.
The Facet5 profile can also help us to
understand which behaviours a person will
find easier or more difficult to change.
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Session 9:
Monitoring our progress
Total time required: 15 minutes
Purpose: To agree on a way of ensuring that

their work and progress during the workshop
does not go to waste.
The team and individuals now have action

plans that should enable them all to work more
effectively together. There remains one more
thing for the team to decide, and that is how
are they going to monitor their progress?
Ask the team to suggest how this could be

done? Flip responses.
Options could include:
A regular (quarterly/monthly) review built

in to their usual meeting schedule
Appointing someone (perhaps on a rota
basis) to be responsible for collecting
peoples opinions of the teams progress and
reporting back to the team.
Including a review of individual action plans
in an existing performance appraisal system
Creating coaching pairs within the team.
Once the team has agreed on a method or

methods, Ask for a volunteer to take overall
responsibility for ensuring that it happens.
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Session 10:
Workshop review
Time required: 15 minutes 1 Draw the following Smiley Face/Straight

Face chart. Briefly review the content
Purpose: To review the workshop content
of the day by asking the team to list what
and outcomes.
they found:
Most helpful
Least helpful.
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2 Draw the following scales on to a flip chart If ratings are low, ask individuals to say
and ask each person for a rating on both: what would need to happen for their rating
to increase.
The workshop has been a good use of my time.
Strongly disagree 1 2 3 4 5 6 7 8 9 10 Strongly agree
I believe that we will improve our effectiveness as a team.
Strongly disagree 1 2 3 4 5 6 7 8 9 10 Strongly agree
3 Offer any observations of your own.

End on a positive note!
Close the workshop
Thank the team for all their hard work and

wish them well.
32 NL Buckley 2011

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2.

Time required: Contents

Session 1: Setting the scene 5

Session 2: Getting to know you better 8

Session 3: What do we mean by being a team? 11

Session 4: What does Facet5 tell us? 14

Session 5: What does TeamScape tell us? 17

Session 6: Where to from here for the team? Part 1 20

Introduction to day two 22

Session 6: Where to from here for the team? Part 2 23

Session 7: There is an I in team! 25

Session 8: Where to from here for the individual? 28

Session 9: Monitoring our progress 30

Session 10: Workshop review 31

Workshop set up Materials for each participant

Issue Facet5 invitations Documentation

Activities to prepare Resources

23 team Energisers If your local search is unhelpful, try these sites:

Day One Day Two

Coffee break: 15 minutes Coffee break: 15 minutes

Energiser/team activity 1 Experiential team building activity

Session 3: What do we mean by being a team?

Session 6: Where to from here for the team?

Review of Day One

Invite someone to begin and work round

Record the responses on a flip chart [flip].

Once everyone has responded, summarise

Time required: 5 minutes Time required: 10 minutes

Workshop objectives This is a rare opportunity for you to take time

Mutual respect Blu-tack ground rules to a wall.

People listen to each other

One person speaks at a time

Confidentiality what is said in the room/

People accept feedback in the spirit in which

Sense of humour to have fun

Provide each person with a piece of flip chart

Individuals are allowed 10 minutes to design

The Banner should include the following type

Background information, for example:

Positive Bland Constructive

4 To end the session, introduce the concept Team activity:

The workshop is designed to encourage and

Note: If the team has been operating for

Who has been a member of an effective

Exercise: Lunch break

Purpose: Self-assessment by the team of their Afternoon

If they are consistently giving themselves

Complete the exercise by using coloured

Green circle around behaviours with

Total time required: 1 hour 40 minutes Exercise 2:

Use masking tape to make a line across the

Use the Line Dancing PowerPoint Presentation

Starting with Will, ask the team to stand on the

Let them settle. If surprises are voiced again,

Presentation: Debrief and discuss:

What does the data tell us about the team?

Present the TeamScape Snapshot and explain

The Snapshot reduces each persons profile 15 minutes

Team re-groups to share their findings.

Time required: 20 minutes Scroll through the Work Cycle results:

Present the data, allow time for people to get

Divide the team in to two groups. Draw a line

Exercise 2: What is the dominant or most accepted style

Divide the room in to five quadrants