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You are here: Home > E-Shop > Training Resources > Projectivity™ |
 | Projectivity™Team Management Systems Projectivity™ is a fully comprehensive project-orientation kit that brings the whole of the team into the review and planning process. Get the results of a consultant-lead facilitation without paying expensive fees. | Currently out of stock. |
| Product Details | ||||||||||||
This is product is designed to help teams review their performance and to prepare them for new projects. By using Projectivity™ you can celebrate those aspects of teamwork that your team is doing well. The diagnostic process will also reveal those areas where your team is under-performing. By revealing the Issues, Instances, and Causes, team members can help generate Solutions and then take Action to improve performance. Accountability for various implementation stages can be apportioned to various team members. Projectivity™ can be played in two different ways.
The kit is designed around the Types of Work Wheel and has eight packs of cards containing essential key activities for high performing teams. Team members individually sort the cards, identifying those activities that are being done well and those that need improvement. The cards are then placed on the Wheel and used as a basis for team discussion. The areas of weakness in the team are then addressed using ICSAA (Instances, Causes, Solutions, Action, Accountability) worksheets. Individuals prepare their own analysis and then the results are compared in a group activity. In this way both introverted and extroverted modes of thinking are utilized. Team members go away with clear guidelines and an action plan to develop high performance. Projectivity™ requires no accreditation to use and is ideal for any team that wants a structured way to analyze and improve teamwork. The kit contains:
Projectivity™ can be played with teams of any size. However the basic kit listed below is equipped to meet the needs of teams from 1 to 8 members. Extra components may be purchased for larger teams.
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| Applications | ||||||||||||
Ten Good Reasons Why Projectivity™ Can Help Your TeamProjectivity is
Team or project performance reviewProjectivity™ is designed to combine the dual-learning aspects of introverted reflection and extroverted discussion. The facilitator first describes the area that the team is reviewing. It might be the team's performance in general or it might be the review of a particular project. The board is laid out on a table and each participant is given a set of statement cards and a set of category cards. Participants sort the statement cards into four columns corresponding to their degree of satisfaction. Next the facilitator asks participants to select the column containing the cards describing the activities they are satisfied with 'to a very great extent'. These cards are then ranked in order and the top few cards selected (normally between two and four cards, depending on participant numbers). Each person then places the cards on the board, smiley face upwards, so that the card color is matched to the appropriate board color. The facilitator then chooses the Wheel sector where there are the most number of cards and asks each team members to indicate why they think the team is so good in this area. After a suitable discussion, one or two more sectors may be chosen, depending upon card numbers. This process enables the team to reflect on its successes and relaxes the team members for the second part of the process. Now team members choose between two and four cards from the column containing the activities with which they are least satisfied. These cards are then placed on the Wheel, frowning face upwards. The sectors with the higher number of cards represent the areas where the team as a whole is least satisfied. The facilitator selects the area with the highest number of cards and asks participants to record the issues on the appropriate chart in their Projectivity™ Handbook. Each person then reflects on instances that might have led to these Issues, what the Cause might be and possible Solutions that might overcome the problem. Discussion now takes place on the sector in question with participants sharing their potential solutions. To promote interaction this may be done using 'post-it' notes and a flip chart or a board. Participants can then read and review everyone's analysis and suggestions. Eventually agreement is reached on possible solutions and then actions are recorded on each person's IICSAA chart. Finally accountability is assigned for various parts of the agreed action. Once the sector with the highest number of dissatisfactions has been analyzed the next highest sector is dealt with, either in this meeting or deferred to a later stage. Over a number of meetings all areas where there is high dissatisfaction will have been discussed and hopefully plans implemented for improvement. Project PlanningProjectivity™ is designed to combine the dual-learning aspects of introverted reflection and extroverted discussion. This option is suitable at the start of any project where little work has been undertaken and team members want to determine the key areas on which to focus their attention. The facilitator first describes the project that the team is about to consider. The board is laid out on a table and each participant is given a set of statement cards and a set of category cards. The obverse side of the category cards are used for this activity. These headers ask participants to sort the statement cards into those of very great importance in the project, those of great importance in the project, those of some importance in the project, those of little or no importance in the project and those which are not applicable to this project. Next the facilitator asks participants to select the column containing the cards describing the activities that are of very great importance in the project. Each person then places their cards on the board, smiley face upwards, so that the card color is matched to the appropriate board color. The facilitator selects the area with the highest number of cards and asks participants to record the issues on the appropriate chart in their Projectivity™ Handbook. Each person then considers possible solutions to ensure that this issue is adequately addressed in team plans and enters comments in their workbook accordingly. Discussion now takes place on the sector in question with participants sharing their potential solutions. To promote interaction this may be done using 'post-it' notes and a flip chart or a board. Participants can then read and review everyone's analysis and suggestions. Eventually agreement is reached on possible solutions and then actions are recorded on each person's planning chart. Finally accountability is assigned for various parts of the agreed action. Once the sector with the highest number of dissatisfactions has been analyzed the next highest sector is dealt with, either in this meeting or deferred to a later stage. If there are not enough cards available in the 'very great importance' classification then the 'great importance' activities are processed and dealt with in a similar manner. Over a number of meetings all areas of the project of great or very great importance will have been discussed and hopefully action plans implemented. | ||||||||||||
| Case Studies | ||||||||||||
Accelerated outcomes with Projectivity™I was recently faced with the challenge of running a series of six team-building workshops in five days. The client was the IT division of a major organization in the recreation industry, who wanted a one-day team development event for each of the six departments within the IT division. For me there were two major challenges involved in approaching the program. The first was the time constraints in terms of being able to achieve the objectives of improved communication, trust and processes within one day. The second constraint involved the limits of my personal stamina with regard to being able to facilitate the same program to a high standard with similar outcomes for each team, for five days straight. When developing the workshop outline I decided to use Projectivity™. It was the first time I had used Projectivity™ with a client and was thrilled with how easy it was to explain and apply. The teams were able to quickly and easily identify agreed areas of weakness and develop specific action plans as solutions. This was all achieved well within two hours, which left plenty of time to focus on other issues such as communication and pacing. What's more, the structure of Projectivity™ made the very difficult process of 'eliciting' ideas and action plans from participants much easier and thus proved to be an energy saver for me! Justine Coleman - Manager, TMS Asia Projectivity™ at work!We have used Projectivity™ with a number of clients all ready and getting fantastic results - issues are quickly identified and discussed - action plans have been developed and followed up which involved extra business for me. One client reported that one of his managers spoke more in this two hour session than he has in the past two years of normal team meetings. The team really became energized quickly and asked for Projectivity™ to be conducted with their own project teams. Another client used Projectivity™ to review their executive team's performance and were delighted with the process - three critical areas were identified and action plans developed to implement strategies. We have promoted Projectivity™ as an effective way of reviewing a team's progress and are in fact offering Projectivity™ on a complementary basis for organizations to evaluate its effectiveness. I have now obtained the opportunity to establish a working relationship with new clients and have been successful in using Projectivity™ as a valuable marketing tool. It is extremely effective, due to its ability to quickly identify issues and enables the team to implement change strategies. Phil Schluter, Where are we going wrong?This was the one question which Dan and his team could not answer. They were not short on ability or enthusiasm but something was definitely amiss. They seemed to have all the systems in place and yet they were not performing as they should. They were also experiencing conflict with other teams. All agreed that they would try Projectivity™ as ordinary meetings and brainstorming sessions had been unable to diagnose any significant problems. They put aside a whole day and held all calls. They dressed casually and organized for lunch to be brought in. They had all read the overview of Projectivity™ before attending the session, so they were able to start immediately with sorting the cards. They grouped the cards into four columns describing how satisfied they were with the team's performance in various activities. They then placed their To A Very Great Extent cards onto the corresponding sectors of the Wheel. This process took about 20 minutes and they all worked individually, carefully considering each card. They were asked to be honest and to think deeply about each activity. RESULTSThe results showed a high satisfaction with many of the team factors, as there were a few cards on each area. They began to be skeptical that Projectivity™, like other tools, may not help. They knew they worked hard and did a good job. The cards were just confirming that. Next they moved on to the activities that the team had rated with satisfactions of To A Little or No Extent. There were only a few of these cards but they were concentrated on Linking, Advising, Developing and Inspecting. They analyzed each area in turn, following the facilitator's guidelines. Advising The activities which were highlighted by a number of the team members were Consulting Key External Stakeholders at an Early Stage and Gathering Up-to-date Information from Sources Outside the Team. Discussions revolved around the way they dealt with their customers. They conducted marketing events regularly for their customers to keep them up-to-date with new products but did they actually ask them what they wanted? Some team members thought they knew more than the customers and that it was better for the team to decide what the new products were and then persuade the customers to use them. Developing Assessing the Viability of Possible New Approaches. They did test out the new ideas but only with in-house focus groups. If they involved customer-focus groups the time it took to get the product out quadrupled and it was no longer 'trendy' by the time it was launched. They considered themselves to be good judges of what would work and what wouldn't. Inspecting Auditing and Checking Procedures; Accuracy. This was an area in which they knew they were weak, but they didn't feel that a few minor typos were the end of the world. They had a number of complaints but all were easily dealt with and not many people read things thoroughly anyway. Linking Effectively handling disagreements with other teams or groups. This was a history issue. There had always been disagreements between the groups and to save more conflict Dan and his team kept to themselves. Occasionally they would seek the opinions of other teams but as they were always so negative in their responses they felt they could do without input from others. After all, what did other people know about their area of the business? ACTION PLAN The five activities that had been highlighted with satisfactions of only To A Little or No Extent were used as the basis for their action plan. They completed IICSAA charts in their workbooks, looking first at the Issues, Instances, Causes, and Solutions to the low performance in these areas. They shared possible solutions and after lunch were ready to agree Actions and Accountability. During the lunch break the team chatted casually about the results and decided that breaking down their performance into so many different activities had been enlightening. Overall their performance on each work function was good, but those six areas were the cause of their declining sales and inter-team relationships. The final solutions agreed were as follows: Advising and Developing Redesign the customer events to include a session for new ideas and customer input as well as focus groups and new launches. They could encourage more customer participation by spending a little more of their budget on providing better refreshments and offering focus groups at different times throughout the day. Inspecting and Linking Agreed actions were:
At the end of the day, all team members had part of the action plan to implement and a date and time for an update meeting. It had been a positive and energizing day and everyone felt ownership of the new plan. |
