A team is two or more people working together to accomplish a common purpose. If two or more people are seeking to work together, successful communication is critical. The CRCA Team Communication Cycle is an effective way to facilitate communication within the team.

Teams are a resource of tremendous potential and tapping the genius, insight and potential in any team is the challenge of team communication. Individuals who make up the team can bring a vast knowledge, understanding, ability, expertise, insight, intuition, access and energy to the team, yet these assets are not immediately obvious or easily accessible. We have an unmined deposit.

While the team contains the untapped resources of great knowledge and energy, it also harbors misperceptions, partial understanding, blind spots, invalid assumptions, irrational responses, prejudice and bias. The key to successful teamwork is to separate the two (untapped resources) (misperceptions) utilizing the former and discarding the latter. Just as the prospector panned for gold and carefully sorted the gold from the mud, a team must select the genius of insight from the mud of misinformation.

The CRCA Team Communication Cycle, a specifically designed communication method, facilitates the team’s gathering of information and the sorting of the valuable from the worthless. It is a very specific method used to facilitate teamwork by managing communication. It utilizes the same probing questions that drive the team process to stimulate each team member to draw on the pool of resources he/she brings to the task in order to utilize the collective resources for the team.

The challenge of an effective team facilitator, like a prospector of old, is to separate what is valuable from what is not. While teams generate a great deal of information, not everything is useful. To collect and sort information, effective teams follow the five sequential steps of the CRCA Team Communication Cycle:

1. Ask a probing question.

2. Provide time to find potential answers.

3. Report all potential answers.

4. Discuss and analyze all potential answers.

5. Agree as a team on the answer.

In generating a long list of possible causes, it is understood that many of these will not be valid. The next activity after generating this long list is to pair down the list of causes to a “short list” that only contains actual causes.

Once all possible root causes have been identified and listed, it is time for the team to discuss and analyze all potential causes. As a team, begin a logical and reasonable discussion to verify or eliminate suggested causes. This is where the team is to apply data, critical evaluation and judgment.

There are many tools of verification/validation available that may be used based upon the experience of the team and the nature of the problem. The following tools have been successfully used by teams in verifying potential causes: comparison, flow chart, process chart, SPC chart, trend analysis, change analysis, barrier analysis, and event charting.

To Verify all Valid Root Causes, the team must use all available resources that are appropriate to the industry. Verification methods must be determined for each root cause. In order to determine the appropriate verification method, the team is to select the most viable tools/methods for examination and verification of the particular root cause.

Reasonable, issue-focused discussion is basic to Creative Root Cause Analysis (CRCA). Intuition will guide the team to potential answers. Rational discussion and appropriately applied analysis and verification methods, specific to the industry, will lead the team to a synergistic answer to the initial probing question and, ultimately, to the viable solution to the problem.

The verification process continues until all answers have been validated or eliminated. The purpose of verification is to discard faulty ideas, build on incomplete observations and establish the actual, verifiable root causes of the problem. A valid, verified cause must agree with the facts and will/could reproduce The Surface Problem.

Effective Verification Methods include:

✦ Facts: Does it fit within the known facts?

✦ Observation: Actually observe the cause.

✦ Experimental Testing: Recreate the situation.

✦ Outcome measurement: Try a fix and see if it makes a difference.

Team Facilitation is the key to successful teamwork. Effective teams are facilitated by leaders who know and understand both the art and the science of TEAMS.

1. A Team Facilitator is experienced in participation methods and in team facilitation.

2. A Team Facilitator believes that teams can and will generate synergistic results.

3. A Team Facilitator leads with optimistic expectancy.

4. A Team Facilitator can balance the dynamics of the team.

5. A Team Facilitator uses a team-friendly process.

Creative Root Cause Analysis is a positive and effective team-friendly method that facilitates an environment where synergy can be realized. The process itself does not produce synergy, but aids the team in producing synergistic results. The team-friendly, problem solving and discussion steps utilized by this method create an environment where teams can be highly efficient and effective.

Understanding and utilizing this unique and powerful process requires people to assess their attitudes and assumptions about problem solving. It requires abandoning old problem-solving prejudices and shifting to a new paradigm of team problem solving.

1. Practical: What are the practical considerations of this option?
2. Environmental: How will this option impact its environment?
3. Negative Potential: What is this option’s realistic, worst case scenario?
4. Positive Potential: What is this option’s realistic, best case scenario?
5. Ideal: How does this option satisfy the decision objectives?

When decisions fail, or support for decisions break down within the team, most often the root cause is that one or more of these areas was missed, ignored or otherwise not given ample consideration. The “Synergy Star” provides a structure and process to guide the team through an open and candid consideration of all five factors.

Making Team Decisions (MTD) is not a strategic planning or a problem solving process. The Advanced Team System has specific processes for problem solving (Creative Root Cause Analysis) and a strategic planning process (Planning Team Strategy). The “Synergy Star” is a tool to facilitate effective choice and viable decision making for problem solving/or planning.

The Making Team Decisions: Synergy Star 607 Application is opened by clicking on the icon, as any application on your computer. I keep all my Center for Creative Teamwork (CCT) Applications visible and ready to use on my desktop.

Getting Started: Users have the option to: “Start New Session” by giving a “Name” to the decision to be made. This is important because a name can set the scope and parameters of the decision to be made in the minds of the decision makers. The second option is to “Open a Previous Session” by highlighting the name previously designated. There are also four, file management options available to the user. Instructions are posted at the top of the graphic.

Flash Illustration: The old adage of “one foot on the dock and one foot in the boat” is a fun “flash” animation. Click “Start” to proceed.

Decision Guidelines: The team answers and posts the agreed upon answers to three questions. All posted information is saved and available in Pdf or print at the completion of the process. When the three questions have been answered, click “Proceed.”

1. What is to be decided?
2. What is the time line/deadline?
3. What are the objectives of this decision? Be sure that each objective statement answers/meets the following criteria: Specific: Is it precisely stated? Realistic: Is it doable? Worthwhile: Will it satisfy the “stakeholders”? Measurable: How can it be assessed?

Use the Team Communication Cycle to discuss and agree on each area of consideration and corresponding probing question. The topic, time line and objectives, determined at the launch of the process, will be posted. If you click “NEXT” the star will rotate. You can also open points individually in your own order, or reopen a point by clicking on the point. The five star points are labeled as follows:

Practical Considerations include time, people, material and finances.

What are the practical considerations of this option?

Environmental Considerations include systems, culture, sensitivities, customers, timing, personal issues, internal and external. How will this option impact its environment?

Negative Potential Considerations include weaknesses, liabilities, threats, abuses, politics, and impact. What is this option’s realistic, worst-case scenario?

Positive Potential Considerations include strengths, assets, opportunities, impact, and potential. What is this option’s realistic, best-case scenario?

Ideal Considerations require a comparison to the original decision objectives.

How does this option satisfy the decision objectives?

Decision: What is the optimum decision?

The purpose of this step is to guide the team in making a selective choice among viable alternatives. The Discussion of all five questions leads the team to an optimum decision. These five areas will address most concerns related to any discussion and ultimate decision.

The team is to arrive at a team decision by considering all information generated, and agreed upon, when answering the probing questions for each of the five areas.

The Advanced Team System, Volume I, has a detailed discussion of team facilitation details. It is useful in the use of the “Synergy Star” Interactive Application. To learn more, click on the “Products” link on the upper left of this blog.

There are Five (5) popular strategies/methods that are most often used by teams to “reach a consensus.” Using “win/lose” language, these methods can be ranked in a value order from the lowest level of greatest losses to the highest level of most gains. It is useful to a team to agree on the method they will use to “reach consensus.” This is illustrated by the picture and the definitions.

Consensus: Reaching agreement by some form of strategy acceptance (i.e., agree to agree, and/or accept decision).

Synergy: A total effect or outcome that is greater than the sum of any one individual effort. It occurs when team members innovate/create together by being catalysts to one another.

Collaborate: An agreement forged by mutual efforts. It occurs by deliberately, diligently working and massaging thoughts and ideas in such a way that a joint decision emerges. It is a win/win strategy.

Cooperate: An agreement for mutual benefit that occurs by making a joint decision of quid-pro-quo (trade offs) so that the greatest success can be accomplished. It is a lose a little/gain a lot strategy.

Vote: A majority decision that occurs by use of win/lose polling. It is very efficient as a win/lose strategy, but not necessarily effective.

Compromise: An agreement by concession or giving up something. It occurs by making the safest, non-threatening decision and is a lose a lot/gain a little strategy.

The details of consensus are included in Advanced Team System, Volume I and Making Team Decisions.For more information, visit the Products link on the upper left of this blog.

Generally speaking, the entire Advanced Team System and specifically Making Team Decisions are team, user-friendly processes designed to facilitate team synergy and viable decision-making. This is for those who seriously promote teamwork and strive for innovative, creative, and effective decisions.

Making Team Decisions takes decision making to a higher level by exposing the knowledge, insight, expertise, opinion and intuition of each team member in order to develop a greater insight into potential decision options. The tool is orderly and easy to follow. The interactive application, like most “apps,” is intuitive and works well as an individual decision aid as well as a team process tool. I use it daily to think through individual decisions. I use the Five questions of the “Synergy Star” (upcoming post) to facilitate the team discussion.

When and where is the best time to use Making Team Decisions? I always say, the more difficult the decision and the higher the risk, the more important it is to use a team and this decision-making tool. It is a waste of time and resource to use a team to make a decision of  “certainty” (where the choices and outcomes are obvious and we know exactly what will occur, commonly know as “a no brainer”). The time to use a team and this tool is when you move up the decision scale of “risk” (knowing relative, possible alternatives to occur); “uncertainty” (very little or unreliable knowledge of what’s to occur); and “probabilities” (judgment calls weighing both objective and subjective data).

What are the essential considerations of effective decision-making?

• What is to be decided?
• When is the decision to be made?
• Who will be impacted by the decision?
• What are the criteria of a viable decision?
• What kind of decision is to be made?
• How will the decision best be communicated?

What are the step-by-step details of implementing a decision?

• What resources are required to implement this decision?
• What are the target dates of implementation?
• Who is accountable/responsible?
• How will the decision be communicated?
• How will follow-up and closure be managed?
• How will success be encouraged?
• When will follow-up occur?
• How will the results be measured?
• How will the modifications be handled?
• How will stakeholders be informed?

Armed with this knowledge and ability and using the Making Team Decisions tool produces “No Bull”* team meetings.

To learn more about Making Team Decisions, visit the “Products” link on the upper left of this blog.

A popular complaint about teams is that they take too long to make decisions. This is called Process Loss. It is an accurate critique. The amount of time a team needs to make a decision increases in direct proportion to the number of people on the team. The larger the team, the longer it takes. The graph illustrates the simple fact that one person can make a decision faster than two, two faster than three, and so on…

Process Gain:

The reality is that the time to make a decision is only part of the issue. Once a decision is made, it must be implemented or it has no value. Here the converse is true: The amount of time it takes to implement a decision is decreased in direct proportion to the number of people who made the decision. The graph illustrates that the fewer people involved, the longer it takes to “sell” the decision, thus the longer it takes to implement the decision.

Synergy Gain

Teams collectively working together on a clear purpose can outperform these same people working independently. The third graph illustrates that team decisions require less “selling” time, thus shortening implementation time. The results are better than the autocratic, individual decision and inherently have a higher degree of buy-in and support.

Making Team Decisions

There are useful processes and skills that can facilitate effective teams. I have two tools: (1) A participant’s training tool, and (2) an interactive computer application called The Synergy Star. Both of these tools are helpful in teaching and facilitating team decision-making. I will discuss both in a future blog.

For more information, visit the Products link on the upper left of this blog and look under Making Team Decisions: The Synergy Star Process.

In investigating team dysfunction, I have discovered that Fifty percent of the problems with teams are related to “Intra-personal” issues, such as personality, style, attitude, values, competence and motivation.

Driving Team Performance is a useful tool in addressing these issues. When followed, the 4-Phase, 8-Step Process can facilitate a team from the initial phases of forming a team through the final stages of delivering results.

Fifteen to Twenty percent of the time, problems are “Procedural” issues, such as communication, decision-making and operating procedures.

These are actually the easiest to solve using effective tools and processes like Creative Root Cause Analysis, Planning Team Strategy and Driving Team Performance.

Fifteen to Twenty percent of the dysfunction is “Behavioral.” This includes issues of responsibility, accountability, and communication conflicts.

An effective tool to address these “Behavioral” and “Intra-Personal” issues is the Discovering Team Operandi tool and process.

Ten percent of the time, dysfunction is related to conflicting, unspoken and non-existing “Goals.”

Goal setting with a team is easy and effective using Targeting Team Purpose. Teams quickly identify and agree on their unified and driving purpose as a team which enables the WE to focus on THE. (See The Team Building Process.)

The root cause of the problems of team dysfunction can be traced to team leaders and facilitators who do not understand the “Art” and “Science” of teamwork and who are not equipped with the tools and training of effective team facilitation. (Visit “Products” in the upper left links on this blog.)

Successful teamwork is based upon three fundamental assumptions: insight/intuition, team synergy and repeatable success.

1. Insight/intuition means that the team is made up of people who embody knowledge, experience, insight and expertise that are essential to the success of the team.

2. Team synergy means two or more people working together in a collaborative effort who produce more than any one individual working alone.

3. Repeatable success means a team can learn and follow best practice team process steps.

These three beliefs set the parameters for success of any team and are important for both the team facilitator and the team members. It is reasonable to expect that not every participant and, unfortunately, some facilitators do not know and understand these key assumptions. Therefore, the first exercise in the fundamentals of teamwork is to measure the perception of bias and attitudes of the participants and the facilitator by using the Team Value Perception Inventory, a useful tool I have developed to measure these perceptions.

The Team Value Perception Inventory lists ten questions about the individual’s expectations related to a team. After the inventory is completed, team members discuss their answers in small groups or within their teams. The Team Value Perception Inventory questions are:

1. Teams increase the perspective from which problems or issues are seen?

2. Teams increase the intellectual capacity that is focused upon an issue or problem?

3. Teams create a higher number of options from which to choose a course of action?

4. Teams have greater potential of energy to unleash and focus upon an issue or problem?

5. Teams promote a higher percentage of ownership in the solution?

6. Teams, because they possess a higher degree of ownership in the solution, promote a higher degree of motivation?

7. Teams increase the resources available to fulfill a course of action?

8. Teams increase the networking capabilities for resources?

9. Teams fulfill social needs and can produce higher morale and emotional enthusiasm within the organization?

10. People working effectively in teams are more productive than the best and brightest individual within the team?

All ten statements are true. However, the Inventory is not given to test people’s knowledge but rather to expose the values, beliefs and perceptions that they bring to teamwork. The value is conversation to build constructive expectations of teamwork.

(The Team Value Perception Inventory Master is included in the Driving Team Performance Facilitators Guide Volume I. It may be reproduced and used by those who purchase the Facilitator’s Guide. Click on the Driving Team Performance Icon on the left panel of this blog to learn more.)

As noted in Part I, good facilitators know that creating a proper environment for effective teamwork is critical to success, and they understand that the team’s attention needs to be focused on the task at hand and not on any one individual or individuals.

The room setup you choose will be dependent upon the number of team members, the availability of space and the type of furniture present in the room. For a team of up to eight people, leave them as one group. For a team of nine or more, you may want to divide the group into sub-groups of four or five. Choose a room that fits the group (as noted in Part I) and find a balance between comfort and communication.

The U-Shaped Setup, grouped as a “Village,” is frequently recommended for situations where two or more teams or groups are involved. Use round tables when possible because they help provide a “level” communication environment. When round tables are not available, provide a configuration that is balanced, such as a square. Seat participants around three sides of the table leaving one end open. Be sure to provide each team member with sufficient working space. Crowding people too tightly together can be problematic and will cause some members to move back from the group for personal space.

Place a flip chart or moveable easel at the open end of the table during group processes. This will focus the energy and attention of the team on the task represented on the flip chart.

If you have two or more teams, keep the groups close enough so they feel like one team, but far enough apart so they don’t disturb each other during group processes. It should be noted that this setting is very dynamic and can be difficult to control.

Village Setup

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Other Setup Options

Facilitators who are more comfortable with control, structure and conformity or who dislike distractions, may opt for a less dynamic arrangement.

Many facilitators find a Semicircular Setup works well for teams. It presents a good opportunity for communication and provides a good balance of control and creativity.

The U-Shape Setup is a variation of this.

The Circular Setup encourages a sense of warmth and togetherness. This can also heighten the mood of the group and can sometimes become a distraction.

The Boardroom Table Setup is an effective control mechanism, but can stifle communication.

As the facilitator, you need to be aware of the advantages and disadvantages of each room setup. In order to create the participative and collaborative environment, you will need to be creative in your furniture arrangement. Most importantly, be prepared to handle the challenges that the environment affects.

To encourage a linkage with the work, flip charts should be placed where everyone can see them and located close to the participants. Each team needs one to record information during discussions (visualization is critical to success). Other helpful materials include multi-colored markers for flip chart paper, 3 x 5 Post-it Notes and tape and/or push pins.

Noise and lighting are subtle, yet critical. Effective facilitators pay attention to the environment and manage it to work for them.