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Building Our Culture

Facilitator: Andrew Jones

convergeinternational.com.au
 Objectives:
. What makes a team great?
. Understand what culture is and how it forms.

' Unpack a model for understanding the relationship between 'safe' and
'unsafe', 'respectful' and 'disrespectful', 'affirming, cynical, forgiving and toxic'
workplace cultures.
. Unpack collaboration as an organisational value asking what it is and what it
looks like when it is lived out.
. Facilitated process developing a specific Team Charter for Corryong College
r Team Charter Design: 6 steps

1.. Values exercise

2. 4-6 statements which are specific to the group's needs

3. Measurable - give example

4. Draft - the Team Charter should develop over time

5. Team Maintenance - regular agenda item on the team meeting agenda

6. Resolution plan - ability to 'call each other out' when the agreement is
broken
. Action plan - for addressing and improving team culture and systems
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What makes a team great?

Key Factors
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Team Roles

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Team Behaviours

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Culture
Define culture

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How does culture form?

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Why do we have organisational values and stated behavioral standards?

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How does a difference between the stated and actual culture form?

How does a team shape a design culture rather than allow a default culture?

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The slide from healthy to cynical relationships

Feeling Safe
Hig h Trust

Forgiving Affirming
2.

Short term impact

Low fear
No avoidant behavior
lf sustained, risk may
regress to quadrant 3

Disrespectf ul Respectful
Behaviour Behaviour
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Maxrmtrm drStress
Ambivalence
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Self-protectrve
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Moderate fear
Long term rrllpact
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As you look at the above quadrants, can you identify professional
quadrants 3 & 4? What can you do to improve those relationships
have which are characterised by quadrants 1' &2?

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Workplace Culture and Respect

7. Dysfunctional Workplace Culture

Leadership

Stated Culture:
o Mission Experienced Culture
a Vision
a Values
t Code of
conduct ...

Turn Over nteeism

Presenteeism

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2. Functional Workplace Culture

Leaders and staff

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Stated and Experienced

Culture are Congruent

= Harmony

Retention Engagement
Psychological Safety

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Collaboration - a key to fostering pos itive workplace culture

Define collaboration

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what does it rootQ ke when people are able to collaborate? (during the process)

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What are the outcomes of effective collaboration? (afterwards)

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Where does this collaborative process fit into dealing with unacceptable workplace behaviour?

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Team Charter: Part 1

Team Charter Design: 6 steps

1. Values exercise
2. 4-6 statements which are specific to the group's needs
3. Measurable - give example
. 4. Draft - the Team Charter should develop over time
5. Team Maintenance - regular agenda item on the team meeting agenda
6. Resolution plan - ability to 'call each other out' when the agreement is broken

The bullet points below form a helpful framework to assist you to create a Team Charter
o Address an attitude/ behaviour that needs to shift
r Have an action component - i.e. 'We will...'
o Refer to a value
e Be measurable

L Brainstorm: "What is working well in your team? What is not working well?"
2. Which of the Corryong College's values are most relevant to your team at the moment? Generate a list
of the positive behaviours you would like to see more of.

3. Brainstorm: "What are the negative behaviours that we prefer not to see in our team?" Generate a
separate list.
4. What do you think are the obstacles to your development as a team - both internal to the team and
external to it?
5. Select 4-6 issues/ areas that you can work on together. Develop 4-6 statements

6. Ask, "What will these ideal behaviours look like in concrete, observable terms?"
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Employee Assista nce Program

Training
Conflict Resolution
Leadership, Culture and Change
HR Consulting
Mental Health
Career Services
Coaching

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convergei nternationa l.com.au

Quality
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Social Contract - part 2:

1 Ask: "What skills/ knowledge do we need
in order to behave like this consistently ?,, E.g.
lntelligence - Relational skills Emotional

2. Ask: "What are we prepared to commit to each other?" E.g. 'calling

out' unacceptable behaviour
3. Ask: "Wha t will we do if one of these values/ commitme nts is broken?"
l.e. Resolution plan
Action plan - for ad dressing and improving
team culture and systems
5. Appointment of a Charter Cha o s

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Action plan:

How healthy are your

relationships? Use the
diagram on page 6.

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Would a specific Team

Charter for your sub_team
team? What steps be of benefit to the
can you take to make morale and wellbeing
this happen? of your
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How are
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how wir that better
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