Teameffektivität - Blue Change Solutions
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Individuen und Interaktionen sind wichtiger als Prozesse und Werkzeuge
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Blue Change Agile Transformation
- 1. Agile Transformation 1 Blue Change Solutions Mit uns erfolgreiche Changes, Transformations und funktionierende Teams
- 2. 2 Definitionen
- 3. 3 Unter TRANSFORMATION Prozess versteht man den der Veränderungen vom aktuellen Zustand angestrebten Ziel-Zustand in der nahen Zukunft. hin zu einem
- 4. 4
- 5. 5 Eine TRANSFORMATIONrepräsentiert einen fundamentalen dauerhaften Wandel.und
- 6. 6
- 7. 7 agil [aˈɡiːl] Individuen und Interaktionen sind wichtiger als Prozesse und Werkzeuge Funktionierende Software ist wichtiger als umfassende Dokumentation Zusammenarbeit mit dem Kunden ist wichtiger als Vertragsverhandlung Reagieren auf Veränderung ist wichtiger als das Befolgen eines Plans Agiles Manifest
- 8. 8
- 9. Methoden 9
- 10. Methoden 10 Individual Change Active Listening Archieving results Behavorial Approach Change Curve Adams. Change Technique Cognitive Coaching Cognitive Approach Conscious Competence Cycle Feedback Gestalt Cycle GROW Humanistic Approach Change Process Kubler-Ross Kolb Learning Cycle Learning Cycle Management intervention through Change Process Management intervention to personal approaches Maslow Pyramide MBTI MBTI Quadrant MBTI Teams McGregor XY Theorie Personal Growth Rogers Propensity for Change (5 factors) Psychodynamic Approach Reinforcement Strategies Reward & Punishment Strategies Satir Model Schein model (adaption of lewin) Theorie X – Theorie Y Weinberg Change Process XY Theorie Team Change Action Learning Facilitation Improving Team effectivenes John Adair Model MBTI in Teams Moving through cohesion and cosiness Moving through conflict Moving through dependency Moving towars creativity Team Roles Belbin Team Leader Team Types Team vs. Group Tuckman 4 Stages Tuckman 4 Stages LS Behaviours Leading Change 4 role for change 5 LS qualities Cameron 6 LS Style Goleman 6 Strengths of a connective leader Adaptive LS Characteristic of visionary LS Dispersed LS Senge Emotionale competence for leaders Goleman 6 LS Style Heifetz Vision is not the answer Inner & outer LS Kotters Leadership Kotters Leadership actions Leaderhip and metaphors Leaderhip New Beginning Leaders make connection Leaders role in Metpahers Leadership Neutrale Zone Bridges Leading throught transition learning to perserve Less vision, more connection Principle centered LS Self-Knowledge Bennis Stakeholder Engegement Story Transformal vs. Transactional Organisational Change 3 Step Lewin Bridges Managing the transformation Change approach Overview Change Formular Congruence model Nadler & Tushman Flux & Transformation Force field analysis Kotter 8 steps Kotter 8 steps Maschine Metaphern Organism Planned Change Bulock & Batten Political System Systemic model Senge
- 11. Methoden 11 Individual Change Active Listening Archieving results Behavorial Approach Change Curve Adams. Change Technique Cognitive Coaching Cognitive Approach Conscious Competence Cycle Feedback Gestalt Cycle GROW Humanistic Approach Change Process Kubler-Ross Kolb Learning Cycle Learning Cycle Management intervention through Change Process Management intervention to personal approaches Maslow Pyramide MBTI MBTI Quadrant MBTI Teams McGregor XY Theorie Personal Growth Rogers Propensity for Change (5 factors) Psychodynamic Approach Reinforcement Strategies Reward & Punishment Strategies Satir Model Schein model (adaption of lewin) Theorie X – Theorie Y Weinberg Change Process XY Theorie Team Change Action Learning Facilitation Improving Team effectivenes John Adair Model MBTI in Teams Moving through cohesion and cosiness Moving through conflict Moving through dependency Moving towars creativity Team Roles Belbin Team Leader Team Types Team vs. Group Tuckman 4 Stages Tuckman 4 Stages LS Behaviours Leading Change 4 role for change 5 LS qualities Cameron 6 LS Style Goleman 6 Strengths of a connective leader Adaptive LS Characteristic of visionary LS Dispersed LS Senge Emotionale competence for leaders Goleman 6 LS Style Heifetz Vision is not the answer Inner & outer LS Kotters Leadership Kotters Leadership actions Leaderhip and metaphors Leaderhip New Beginning Leaders make connection Leaders role in Metpahers Leadership Neutrale Zone Bridges Leading throught transition learning to perserve Less vision, more connection Principle centered LS Self-Knowledge Bennis Stakeholder Engegement Story Transformal vs. Transactional Organisational Change 3 Step Lewin Bridges Managing the transformation Change approach Overview Change Formular Congruence model Nadler & Tushman Flux & Transformation Force field analysis Kotter 8 steps Kotter 8 steps Maschine Metaphern Organism Planned Change Bulock & Batten Political System Systemic model Senge
- 12. Methoden 12 Individual Change Active Listening Archieving results Behavorial Approach Change Curve Adams. Change Technique Cognitive Coaching Cognitive Approach Conscious Competence Cycle Feedback Gestalt Cycle GROW Humanistic Approach Change Process Kubler-Ross Kolb Learning Cycle Learning Cycle Management intervention through Change Process Management intervention to personal approaches Maslow Pyramide MBTI MBTI Quadrant MBTI Teams McGregor XY Theorie Personal Growth Rogers Propensity for Change (5 factors) Psychodynamic Approach Reinforcement Strategies Reward & Punishment Strategies Satir Model Schein model (adaption of lewin) Theorie X – Theorie Y Weinberg Change Process XY Theorie Team Change Action Learning Facilitation Improving Team effectivenes John Adair Model MBTI in Teams Moving through cohesion and cosiness Moving through conflict Moving through dependency Moving towars creativity Team Roles Belbin Team Leader Team Types Team vs. Group Tuckman 4 Stages Tuckman 4 Stages LS Behaviours Leading Change 4 role for change 5 LS qualities Cameron 6 LS Style Goleman 6 Strengths of a connective leader Adaptive LS Characteristic of visionary LS Dispersed LS Senge Emotionale competence for leaders Goleman 6 LS Style Heifetz Vision is not the answer Inner & outer LS Kotters Leadership Kotters Leadership actions Leaderhip and metaphors Leaderhip New Beginning Leaders make connection Leaders role in Metpahers Leadership Neutrale Zone Bridges Leading throught transition learning to perserve Less vision, more connection Principle centered LS Self-Knowledge Bennis Stakeholder Engegement Story Transformal vs. Transactional Organisational Change 3 Step Lewin Bridges Managing the transformation Change approach Overview Change Formular Congruence model Nadler & Tushman Flux & Transformation Force field analysis Kotter 8 steps Kotter 8 steps Maschine Metaphern Organism Planned Change Bulock & Batten Political System Systemic model Senge
- 13. 13 Konzepte
- 14. 14 Level of adoption
- 15. 15 Qualität ist nicht verhandelbar Transparency Self-organized Quality-compliance die wesentlichen Aspekte sind den Beteiligten sichtbar und es besteht ein gemeinsames Verständnis niemand macht dem Team Vorgaben, wie die die Ergebnisse erstellt werden.
- 16. 16 das Gefühl, dass das, was wir tun, etwas Sinnvolles hervorbringt. Autonomy Mastery Purpose der Wunsch, selbstgesteuert zu sein. der „Juckreiz“, etwas zu verbessern, das uns wichtig ist. Dan Pink
- 17. 17 Autonomy & Self-organized Verantwortung für die Transformation zu erhalten, motiviert die Zielgruppe die Transformation zu bewältigen. Verantwortung für die Transformation zu übernehmen, stärkt das Gefühl dass es unsere Transformation ist.
- 18. 18 Purpose & Transparency Den Sinn in einer Transformation zu erkennen ist einer der stärksten Motivatoren den es gibt. Eine durch Transparenz gut informierte Zielgruppe wird den Sinn erkennen und die Transformation schneller und leichter bewältigen und unterstützen.
- 19. 19 Quality-compliance & Mastery Sein Bestes zu geben, eine hohe Qualität abzuliefern gehört zu einer weiteren Grundmotivationen für eine erfolgreiche Transformation.
- 20. Wir sind für Sie da! Wir helfen Wir unterstützen Wir bilden weiter Blue Change Solutions Michael Zwick Training und Coaching Deniz Iris Zwick Trainingsmanagement Am Bonifatiusbrunnen 45 60439 Frankfurt am Main T: +49 69 25616953 M: dialog@bluechange.de W: www.bluechange.de F: www.facebook.com/bluechange.de Mit uns erfolgreiche Changes, Business Transformations und funktionierende Teams 20
