Building and Leading Resilient Teams: Module 5
Module 5: Increase the team’s ability to solve problems and overcome challenges by facilitating team learning (part 2).
When people work together as a team, they create shared experiences that they can learn from. As a leader, you are expected to facilitate this experiential learning process. Learning is how teams solve problems and overcome challenges. You can lead the learning process by ensuring that your team is constantly reflecting on its past and present experiences to assess performance and find ways to improve. As your team develops new ideas for improvement and change, you will need to approve and prioritize those ideas. Most importantly, it’s your responsibility to make sure these ideas get put into action, tested, and validated. Some ideas will work; some will not. Either way, team learning has occurred.
Why build and lead resilient teams?
In any organization, getting the work done can be hard. Resilient teams thrive in challenging environments because they can overcome adversity, and then adapt and grow together. Leaders build resilient teams by creating a positive climate, developing cohesion, and providing purpose. Building resilient teams makes team learning possible. Team learning is the foundation of organizational learning and change.
Learning Objectives for Modules 4 and 5: Increase the team’s ability to solve problems and overcome challenges by facilitating team learning (parts 1 and 2).
Assignment 1. Learn the following key terms and ideas. Knowing these key terms and ideas is essential to understanding the concepts that support each leader task in this module. (0.5 hours)
Key Terms and Ideas
- Constructive dialogue is psychologically safe discussion between people of varying opinions and perspectives that seeks to develop understanding about important and complicated issues.
- Psychological safety is the feeling or belief that you can share thoughts, opinions, and ideas freely without fear of damaging your reputation or standing.
- Adaptive thinking is the ability to recognize unexpected situations, quickly consider various possible responses, and make an appropriate decision.
- Advocacy is promoting or defending an idea, plan, or way of doing something.
- Explicit knowledge is knowledge that can be documented, stored, and easily shared with others.
- Tacit knowledge is subjective knowledge gained from personal experience that is stored in a person’s memory.
- Mental model is a conceptual framework used to relate knowledge, attribute meaning, and shape our understanding and expectations of the work environment.
- Single-loop learning is problem-solving by changing strategies and techniques to avoid mistakes and improve efficiency in existing systems.
- Double-loop learning is about surfacing, challenging, and ultimately building new mental models.
Assignment 2. Reflect on your unique leader/follower experience with each of the leader tasks and concepts below. Consider ALL the reflection questions in detail. The articles are provided to prompt critical thinking about the topics. (5.5 hours)
Leader Tasks and Concepts
3. Encourage constructive dialogue.
Constructive dialogue is essential for understanding the team’s shared experience. Constructive dialogue is how teams progress through the experiential learning cycle together. Constructive dialogue is psychologically safe discussion between people of varying opinions and perspectives that seeks to develop understanding about important and complicated issues.
- Is your team able to engage in constructive dialogue? If not, why not?
Psychological safety is the feeling or belief that you can share thoughts, opinions, and ideas freely without fear of damaging your reputation or standing. Trust and mutual respect are the foundations of psychological safety.
- How would you rate the psychological safety of your team? Could it improve?
- Do you personally feel psychologically safe at work? If not, why not?
- How does creating a positive climate and developing cohesion promote psychological safety?
Psychological safety promotes adaptive thinking. Adaptive thinking is the ability to recognize unexpected situations, quickly consider various possible responses, and make an appropriate decision.
- How would you rate yourself on adaptive thinking?
- Is your team good at adaptive thinking together?
In constructive dialogue, active listening is complemented by advocacy. Advocacy is promoting or defending an idea, plan, or way of doing something. Team members must be willing to take a stand and advocate for their ideas.
- How would you rate yourself at advocating for your ideas? Could you improve?
- Are some members of your team better at advocating for ideas than others? If so, why?
Explicit knowledge is knowledge that can be documented, stored, and easily shared with others. Tacit knowledge is subjective knowledge gained from personal experience that is stored in a person’s memory. Constructive dialogue allows tacit knowledge to surface and transfer from one person to another.
- How important is tacit knowledge in your line of work?
- How would you rate your ability to communicate tacit knowledge to others?
- Based on your experience, what are some other challenges and best practices for encouraging constructive dialogue?
Reading:
Psychological Safety at Work
Redefining and Reinforcing Psychological Safety
How Psychological Safety Can Transform Your Organization
The Management Value of “Psychological Safety”
How to Lead When You’re Not the Boss
A Fly on the Wall in a Fearless Organization
Active Listening Skills
4. Build new mental models.
As teams work together over time, they develop shared mental models built on experience and training. A mental model is a conceptual framework used to relate knowledge, attribute meaning, and shape our understanding and expectations of the work environment. Shared mental models improve team performance by enabling team members to accurately describe, predict, and explain the team’s expected behaviors and actions.
- How important are shared mental models in your line of work?
- Does your team share mental models about how to do things together in the workplace?
- Would you describe your team as being “on the same page” most of the time at work?
- In your experience, how do shared mental models help teams solve problems and overcome challenges? Explain.
Shared mental models are not identical. Instead, they are compatible and complementary. Shared mental models enable better coordination, cooperation, and communication. Shared mental models enhance the team’s ability to solve problems, improve, and innovate. Teams that share mental models make better collective decisions.
- Has your team’s ability to coordinate, cooperate, and communicate improved over time?
- Is your team more effective and efficient in the workplace because of shared mental models?
- In your experience, how important are shared mental models for during times of adversity? Explain.
Change sometimes requires people and teams to build new mental models. In a dynamic environment where change is constant, people must routinely adapt to new plans, policies, processes, and procedures. Change is inevitable. When mental models are entrenched (not a bad thing), it makes change much more difficult, and this is why change is usually resisted.
- Have you ever heard… “That’s not how we do it here” or “That will never work here” in the workplace?
- How would you rate yourself at embracing change in the workplace?
- How would you rate your team at embracing change in the workplace?
Single-loop learning is problem-solving by changing strategies and techniques to avoid mistakes and improve efficiency in existing systems. In single-loop learning, mental models do not change, and decision-making rules remain the same.
- What problem did your team recently solve that required single-loop learning?
Double-loop learning is about surfacing, challenging, and ultimately building new mental models. In double-loop learning, mental models do change and so the rules for making decisions must also change.
- What problem did your team recently solve that required double-loop learning?
- In your experience, is double-loop learning more difficult?
Change is not always about fixing something that is broken. Often, change is about taking something good and making it even better.
- Have you ever heard… “If it ain’t broke, don’t fix it” in the workplace?
- Based on your experience, why do you think change is so often resisted in the workplace?
- Based on your experience, what are some other challenges and best practices for building new mental models?
Reading:
The Mental Model Matrix
Double Loop Learning
Keep Me in the Loop
Amplify Learning In Your Team With More Double-Loop Learning
Double Trouble
Assignment 3: Group discussion of the leader tasks and supporting concepts is a key element of the learning experience. Group discussion (with classmates, friends, or colleagues) of the factual (what), conceptual (why), and procedural (how) knowledge relevant to each leader task ensures that you are well-prepared for the RBLP, RBLP-C, or RBLP-T leader certification exam. (1-3 hours)
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Our mission at Resilience-Building Leader Program (RBLP®) is to certify leaders on building and leading resilient teams in the workplace. We have issued thousands of leader certifications to supervisors, managers, and senior managers since our founding in 2018.
Why? Because in any organization, getting the work done can be hard. Sometimes, it can be really hard. Resilient teams thrive in challenging environments because they can overcome adversity, and then adapt and grow together.
Leaders build resilient teams by creating a positive climate, developing cohesion, and providing purpose. Building resilient teams makes team learning possible. Team learning is the foundation of organizational learning and change.
RBLP is our core leader certification. Supervisors and above are eligible.
Curriculum modules 1-3
1.5-hour oral exam
RBLP-C is our Coach certification. Managers and above are eligible.
Curriculum modules 1-5
2.5-hour oral exam
RBLP-T is our Trainer certification. Senior managers are eligible.
Curriculum modules 1-7
3.5-hour oral exam