Being in a Team
In the work-life balance, it's easy to forget about ourselves. As individuals in a team, we have internal and external demands, priorities and behaviours. As a team within an organisation, we also have contested values, priorities and ways of being together. When these are shared and understood, we discover our own and each others’ leadership and influence.
Working toward a common goal, whether in the public interest, for purpose, community or private sector, takes teams of teams. Simply put, no one and no team can ‘go it alone’. We must work together: it’s critical and can be difficult.
When teamwork stops working…
There are countless issues, conflicts and complexities in teamwork. Skimming the surface of these we can easily find:
- opposing personalities, styles and points of view
- embedded structural, cultural and managerial issues
- different attitudes toward and experiences of individual-group
- withheld data or information, insufficient communication and overdoses of gossip
- procrastination, blaming and other ‘bad’ behaviours.
From an individual’s point of view, these can have a real impact, for example:
- loss of confidence in yourself and/or the leadership
- extreme fatigue, occasional burnout
- anxiety and/or frustration re change
- resentment and resignation
- fear of speaking up, speaking out, standing alone.
In large organisations, codes of conduct govern behaviours and these provide a useful normative guide for our collective actions. Mission, vision and integrity statements provide a sense of the culture and values that underpin performance. But…there can be large discrepancies between statements of intention and the lived experience of individual officers, managers and executives. Epidemics of absenteeism and new forms of presenteeism are common. From an organisational perspective, this can result in collective inaction, failed interventions, inadequate consultation, ad-hoc policies, short-termism and financial loss.
Simply put, despite Human Resource departments, industry standards and good intentions, persistent “HR” problems in teams appear intransigent. These cost us continuity, connect, mistrust, understanding, time, money and attention! Structural adjustment, change management, boards of inquiry, even royal commissions can’t stop this cycle. Failure to be authentic about it keeps good people stuck in a loop of fixing other good people. It’s not wrong, it just doesn’t work. And it costs us continuity, connection, trust, understanding, time, money and attention!
From pathology to potential…
Wherever our attention goes, grows. Looking at problems creates and unearths more problems. Over one working life, people aged between 18 and 75 can now expect 17 employers and 5 career changes on average. That is a huge waste of talent and a missed opportunity to identify, encourage and support individuals-in-teams to grow and develop ourselves, each other and our organisations. We invite you to seize this opportunity!
Introducing your guide
Anna Carr’s applied philosophy starts from an alternate ‘non-problem’ premise. Her academic curiosity has led her to delve deeply into the philosophy of science, ideas and relationships and how people relate to themselves and each other in expressing their preferred futures. She has discovered a way of combining the logic of social science inquiry, assessment, development and evaluation with a deeply personal discovery of how we are BEING in the world and who we become in the workplace.
Anna draws upon participatory enquiry, facilitation and action research to structure Being in a Team.
More about this event
“Being in a team” will provide you with a strong and settled understanding of the unique contribution you can make to teamwork through communication.
The outcome of this session is that you experience how to draw out, challenge and nurture your own ‘internal leader’. You will begin to discover what limits your view and how to gain a deeper awareness and appreciation of where and how you hold yourself back in communication with others.
In the process, you will learn how to integrate the internal and external conversations you have at work in teams to effect your authentic leadership. There will be chances to put this into practice and practical exercises to reflect on your relationship with your team and the work you do.
This session will be valuable if you recognise any of the following:
- Regularly, there is too much to do
- People make mistakes and it costs time and energy that is already scarce
- Others do not understand what is needed or wanted and no one talks about this
- Consequences of (in)action are critical, priorities keep shifting, directions are vague
- Care for each other may be in short supply, expectations are way higher.
- Life can be hard work; it seems like there’s growing anxiety
- Commitments pile up so you put off self-care and some important decisions
- When NO and shutting the door is not an option, sometimes you want to slam it
- Somehow in all this, it seems that it’s your fault! You may question and doubt yourself.
As a result of “Being in a team” you may find new ways to contribute to yourself and others. You may end up discovering how to be a contribution beyond yourself and beyond your lifetimes.
What’s required from you?
- Courage to ask questions, to develop and to share ourselves.
- Willingness to participate and speak up.
- Commitment to being undistracted 1.00pm to 2.30pm Friday 21 April 2023.
- Registration via clicking on the ‘Reserve My Spot Now’ button.