• Team structure

    A team 1 consists of a group of people who:

    Teams resolve disagreements through:

    A team is built over time by:

    People interact through processes of:

    The team structure assigns the roles and responsibilities of each of the people who participate in that collaboration process.

    Aim:

    • Who informs whom,
    • Who is responsible for what,
    • Who oversees whom and
    • Who oversees what.

    “One for all, all for one. United we stand, divided we fall” – Alexander Dumas

    The organizational structure is recorded and shared within the organization through an organizational chart. In addition, it is important to define whether the team collaboration is:

    • Horizontal or vertical and what the hierarchy is, if exists.
    • Time-limited, standing or cross-functional team.

    “One of the greatest human qualities is the use of abstract thinking to invent and transform reality” Agustín Ibarrola

    The importance of a team:

    “Individual commitment to a group effort, that is what makes a team work, a company work, a society work, a civilization work.”Vince Lombardi

    Listen/read the lyrics of the heavy metal Warlock band of the 80´s – All we are: “… I know you know we’re all incomplete. Let’s get together and let’s get some relief,…”

    1. Teams: A team is a group of people linked in a common purpose. Human teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtask.
    2. Commitments: Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance.
    3. Collaborate: A collaboration is a purposeful relationship in which all parties strategically choose to cooperate in order to achieve shared or overlapping objectives.
    4. Respect: Respect is a feeling of admiration or deference toward a person, child, non-human animal, group, ideal, or indeed almost any entity or concept, as well as specific actions and conduct representative of that esteem.
    5. Active Listening: Active listening is a communication technique used in counseling, training, and conflict resolution. It requires that the listener fully concentrate, understand, respond and then remember what is being said.
    6. Dialogue: Dialogue is a written or spoken conversational exchange between two or more people, and a literary and theatrical form that depicts such an exchange.
    7. Planning: Planning / forethought is the process of thinking about and organizing the activities required to achieve a desired goal. It involves the creation and maintenance of a plan, such as psychological aspects that require conceptual skills.
    8. Implementing actions: Implementation is the realization of an application, or execution of a plan, idea, model, design, specification, standard, algorithm, or policy.
    9. Collaboration: A Collaboration is a purposeful relationship in which all parties strategically choose to cooperate in order to achieve shared or overlapping objectives.
    10. Responsibilities: being accountable; liability to be called on to render an account; accountableness; responsible for; answerable for.
    11. Organization: An organization or organisation is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment.
    12. Organizational chart: An organizational chart (often called organization chart, org chart, organigram(me), or organogram) is a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs.
    13. Partner-Ship: Graphic with the form of the peninsula of Ribera de Deusto – Zorrozaurre, late 2018 future island.
  • Engage - Involve

    In order to attract collaborators 1 , whether individually or collectively, in order to consolidate planning 2 , you have to offer a concrete motivation 3 . This means having the capability to offer different motivations (tangibles or intangibles) as your potential partners 4 will be diverse and different from each other.

    Such exchanges should be as equitable as possible so that the relationship 5 is sustainable 6 over time. Although sustainability is often referred to in environmental or economic terms, long term commitment is important in all fields!.
    Information and transparency 7 are very important elements in collaborative relationships.

    “What I give you and what you give me” must be clear from the beginning but also how our relationship is articulated, as we saw in the previous section “Structure of the team” and we will see in Step 4.

    The establishment of common objectives and a common project culture, or philosophy, entails the creation of the bonds of trust necessary to empower collaboration. Personal empowerment 8 is a very important tool in fostering the autonomy of partners, so each of them have control over their work, their objectives and circumstances in order to maximize their results for the project. Empowerment is important both in horizontal and vertical structures and can coexist with the figure of the leader 9 , who will be the main person in charge of enabling empowerment.

    “What can be taught is not worth much, what is worth something is what you have to learn”Eduardo Chillida

    Empower and engage:

    1. Collaborator: A Collaboration is a purposeful relationship in which all parties strategically choose to cooperate in order to achieve shared or overlapping objectives.
    2. Planning: Planning / forethought is the process of thinking about and organizing the activities required to achieve a desired goal. It involves the creation and maintenance of a plan, such as psychological aspects that require conceptual skills.
    3. Motivation: Motivation is a theoretical construct used to explain behaviour. It gives the reason for people’s actions, desires, and needs. Motivation can also be defined as one’s direction to behavior, or what causes a person to want to repeat a behavior and vice versa.
    4. Partners: A partnership is an arrangement where parties, known as partners, agree to cooperate to advance their mutual interests. The partners in a partnership may be individuals, businesses, interest-based organizations, schools, governments or combinations. Organizations may partner to increase the likelihood of each achieving their mission and to amplify their reach.
    5. Relationship: Relationship is a strong, deep, or close association or acquaintance between two or more people or organizations.
    6. Sustainable Sustainable development is the organizing principle for meeting human development goals while at the same time sustaining the ability of natural systems to provide the natural resources and ecosystem services upon which the economy and society depends.
    7. Transparency: Corporate transparency describes the extent to which a corporation’s actions are observable by outsiders. This is a consequence of regulation, local norms, and the set of information, privacy, and business policies concerning corporate decision-making and operations openness to employees, stakeholders, shareholders and the general public. From the perspective of outsiders, transparency can be defined simply as the perceived quality of intentionally shared information from the corporation.
    8. Empowerment: The term empowerment refers to measures designed to increase the degree of autonomy and self-determination in people and in communities in order to enable them to represent their interests in a responsible and self-determined way, acting on their own authority. Empowerment as action refers both to the process of self-empowerment and to professional support of people, which enables them to overcome their sense of powerlessness and lack of influence, and to recognize and use their resources.
    9. Leader: Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to lead or guide other individuals, teams, or entire organizations.
  • Manage volunteers

    Volunteers 1 are a specific group essential to the development of local participation which is why we highlight partnership 2 relationships with them.

    The key stages of this relationship 3 are:

    Attraction:

    • You have to identify concisely and report clearly about the project 4 or partnership needs and what is being offered, whether tangible or intangible, to volunteers.

    Selection:

    • In any selection process, it is desirable that the future responsibilities 5 of potential volunteers be clear: there must be someone who takes that role. A relationship map must be ready.
    • You must report back all that supposed to be a volunteer in the project (tasks, responsibilities,…). At this point, it is very important to respond to the possible expectations of the person. For example, that person may have the expectation of being hired in the future. Be clear.
    • Consider the trajectory and specific profile of each person to try to develop his/her potential from his/her work.

    Reception:

    • The management 6 of volunteering has to go beyond the mere delivery of a series of previously defined tasks. Welcoming volunteers should involve inviting them to participate in the project design and implementation process (in whole or in part).
    • Volunteers must be trained for those tasks they must perform.
    • Volunteers should be targeted and supported where necessary. Above all, their work should be action-oriented so that each person feels that their work makes sense.
    • Provide volunteers with both the necessary material means (including money if they incur expenses for their work) and the right conditions for their work. Do not underestimate the realization of a decalogue of good practices, and even rules, to have a common framework of work among all.

    Connection:

    • Register volunteers in order to manage and coordinate their participation.
    • Involve volunteers in activities: Motivate them to achieve their goals and improve their experience as a whole. Delegate to them and make them feel necessary and important, because they are. Both sides must share a mutual commitment.
    • Using the relationship map identify who does what, who is responsible, how decision making takes place.
    • Monitor and evaluate the work of the volunteers. Feedback 7 is two way, their feedback will enrich the project.
    • Recognize volunteers for their contribution and services: Volunteers are an essential resource 8 .
    • Change volunteer roles over time. Sometimes you need to switch tasks in order to continue the process of learning of the volunteer, encourage their tastes and boost their potential.

    Conclusion:

    • It is natural that volunteers leave sooner or later. That is why it is necessary not to overlook this stage and to design an exit strategy for when the time comes.

    “The spiritual greed of those who know something, and do not seek the transmission of that knowledge, is detestable”Miguel De Unamuno

    The importance of volunteering important?

    1. Volunteers: Volunteering is generally considered an altruistic activity where an individual or group provides services for no financial gain to benefit another person, group or organization.
    2. Partnerships: A partnership is an arrangement where parties, known as partners, agree to cooperate to advance their mutual interests. The partners in a partnership may be individuals, businesses, interest-based organizations, schools, governments or combinations. Organizations may partner to increase the likelihood of each achieving their mission and to amplify their reach.
    3. Relationship: A relationship is a strong, deep, or close association or acquaintance between two or more people or organizations.
    4. Project: A project is an individual or collaborative enterprise, possibly involving research or design, that is carefully planned, usually by the project assigned team, to achieve a particular aim.
    5. Responsibilities: being accountable; liability to be called on to render an account; accountableness; responsible for; answerable for.
    6. Management: Management / managing is the administration of an organization, whether it be a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees or volunteers to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources.
    7. Feedback: Feedback occurs when outputs of a system are routed back as inputs as part of a chain of cause and effect that forms a circuit or loop. The system can then be said to feed back into itself.
    8. Resources: In application within human society, commercial or non-commercial factors require resource allocation through resource management.
  • TIPS:

    Do you know what Team 1 is?

    A team consists of a group of people who:

    • Agree actions, accept commitments, collaborate, and work together towards a common goal.

    Teams resolve disagreements through:

    • Respect, active listening 2 and dialogue 3 .

    However, a team is built over time:

    • Gaining the trust of the members who compose it, planning 4 and implementing actions.

    So members interact through processes of:

    • Support, cohesion, consensus and collaboration.

    Do you know what Team Building 5 is?.

    Team building is the process of turning a group of individuals into a cohesive team, a group of people organized to work together interdependently and cooperatively to meet the needs of their customers by accomplishing their goals.

    Which are the benefits of Team Building?.

    Collaboration 6 through teamwork:

    • Improves self-esteem among team members.
    • Develop a sense of belonging to the team.
    • It provides an atmosphere that accompanies team members to work hard.
    • Provides collaboration.
    • Provides coordination.
    • Allows to analyze together opportunities, needs and / or problems.

    When a team is successful, it funnels the energy of team members for the overall good of the organization 7 .

    People build teams, but few understand how to create the experience of team work, or how to develop an effective team.

    Belonging to a team is the result of feeling part of something larger than yourself.

    It has a lot to do with the understanding of the mission 8 objectives of the organization.

    In a team oriented environment, people contribute to the overall success of the project 9 and /or organization.

    These tips describe the environment that must occur within the team for successful teamwork to take place.

    • The team develop and create a common vision 10 .
    • The team members assign roles and responsibilities 11 .
    • Team members trust each other.
    • Team members often brainstorm 12 together.
    • Every member of the team is a leader 13 .
    • Team members create an action plan 14 .
    • Team members spend time learning 15 and sharing 16 .
    • Team members are not punished for disagreeing.
    • Inside the team, communication 17 is open and respectful.
    • Team members have a strong sense of belonging to the group.
    • Team members are viewed as unique people with irreplaceable experiences, knowledge 18 , and opinions.
    • The team is able to constantly measure and evaluate 19 itself and continuously improve the processes 20 and practices.
    • Team members have fun inside the team.

    Team building programs that combine play with work facilitate 21 the most effective teamwork at work.

    As a powerful example, and as we have heard more than once, music has the power to move people.

    A symphony orchestra 22 is probably one of the best examples of team building.

    • Emotionally and creatively the players have to be tuned in to each other, and people doing different tasks have to work together towards a common goal.
      • It stretches people to their full potential and beyond their perceived limitations.
      • It demands hard work, total concentration and real teamwork.

    Delight with the Royal Concertgebouw Orchestra performing the Beethoven: Symphony Nº9.

    TOOLS:

    “A team structure involves people who form teams that work towards a common goal”

    1. Team member: A team is a group of people linked in a common purpose. Human teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks.
    2. Active listening: Active listening is a communication technique used in counseling, training, and conflict resolution.
    3. Dialogue: Dialogue is a written or spoken conversational exchange between two or more people, and a literary and theatrical form that depicts such an exchange.
    4. Planning: Planning / forethought is the process of thinking about and organizing the activities required to achieve a desired goal. It involves the creation and maintenance of a plan, such as psychological aspects that require conceptual skills. There are even a couple of tests to measure someone’s capability of planning well. As such, planning is a fundamental property of intelligent behavior.
    5. Team building: Team building is a collective term for various types of activities used to enhance social relations and define roles within teams, often involving collaborative tasks.
    6. Collaboration: A Collaboration is a purposeful relationship in which all parties strategically choose to cooperate in order to achieve shared or overlapping objectives.
    7. Organization: An organization / organisation is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment.
    8. Mission: A mission statement is a short statement of an organization’s purpose, identifying the scope of its operations: what kind of product or service it provides, its primary customers or market, and its geographical region of operation. It may include a short statement of such fundamental matters as the organization’s values or philosophies, a business’s main competitive advantages, or a desired future state the vision.
    9. Project: A project is an individual or collaborative enterprise, possibly involving research or design, that is carefully planned, usually by the project assigned team, to achieve a particular aim.
    10. Vision: In business, vision is foresight (psychology) the capacity to envisage future market trends and plan accordingly.
    11. Responsibilities: being accountable; liability to be called on to render an account; accountableness; responsible for; answerable for.
    12. Braimstorm: Brainstorm generally refers to brainstorming, a group or individual creativity exercise.
    13. Leader: A leader is someone who has the authority to tell a group of people what to do. In the simplest sense, a leader is somebody whom people follow.
      1. (See also: Leader: Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to lead or guide other individuals, teams, or entire organizations).
    14. Action plan: An action plan is a detailed plan outlining actions needed to reach one or more goals. Alternatively, as a sequence of steps that must be taken, or activities that must be performed well, for a strategy to succeed.
    15. Learning: Learning is the act of acquiring new, or modifying and reinforcing existing, knowledge, behaviors, skills, values, or preferences which may lead to a potential change in synthesizing information, depth of the knowledge, attitude or behavior relative to the type and range of experience.
    16. Sharing: Sharing is the joint use of a resource or space. In its narrow sense, it refers to joint or alternating use of inherently finite goods, such as a common pasture or a shared residence. It is also the process of dividing and distributing.
    17. Communication: Communication is the act of conveying intended meanings from one entity or group to another through the use of mutually understood signs and semiotic rules.
    18. Knowledge: Knowledge is a familiarity, awareness, or understanding of someone or something, such as facts, information, descriptions, or skills, which is acquired through experience or education by perceiving, discovering, or learning.
    19. Measure and evaluate: Monitoring and evaluation (M&E) is a process that helps improve performance and achieve results. Its goal is to improve current and future management of outputs, outcomes and impact. It is mainly used to assess the performance of projects, institutions and programs set up by governments, international organisations and NGOs. It establishes links between the past, present and future actions.
    20. Process: A process is a set of activities that interact to achieve a result.
    21. Facilitate: Facilitation is any activity that makes tasks for others easy, or tasks that are assisted.
    22. Symphony orchestra: An orchestra is a large instrumental ensemble typical of classical music, which mixes instruments from different families, including bowed string instruments such as violin, viola, cello and double bass, as well as brass, woodwinds, and percussion instruments, each grouped in sections. Other instruments such as the piano and celesta may sometimes appear in a fifth keyboard section or may stand alone, as may the concert harp and, for performances of some modern compositions, electronic instruments.
  • Are you ready to listen:

    • the project managment 1 its expectations for the team’s 2 performance and expected outcomes?.

    Are you ready to understand:

    • why and what for the team was created?,

    • why you are participating on the team?,

    • how the strategy of using teams will help the project 3 that you are involved in attain the goals 4 ?,

    • where your work fits in the total context of the project’s goals, principles 5 , mission 6 , vision 7 , and values 8 ?,

    • team and group process 9 ?,

    • the stages of group development?,

    • the roles and responsibilities 10 of each team members?.

    Are you ready to:

    • be committed accomplishing the team mission and expected outcomes?,

    • perceive your service as valuable to the project and to their careers?,

    • expect your knowledge 11 , capabilities and skills 12 to grow and develop on the team?,

    • excited and challenged by the co-working 13 opportunity?,

    • feel you have the resources 14 , strategies, and support needed to accomplish your mission?,

    • work with others effectively interpersonally?,

    • established team norms or rules of conduct in areas such as conflict resolution 15 , decision making 16 , meeting management and others?,

    • use an appropriate strategy 17 to accomplish the action plan 18 ?,

    • established methods and tools to give and receive honest feedback 19 ?,

    • recognize that the team-based, collaborative 20 , empowering 21 , enabling organizational culture 22 is different than the traditional, hierarchical organization?,

    • share, grow and have fun in a co-working atmosphere?.


    If you accomplish most of the questions, you area ready to co-work 🙂

    The Penta Helix Model is based on five stakeholder 23 types: businesses, public authorities, civil society, the knowledge sector and capital. The model is useful for managing actor based complexity. It helps to analyse a mix of stakeholders. Those that may be actively involved in the project and others that are involved due to the nature of the project.

    Does anyone really like teamwork?.

    1. Project management: Project management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria.
    2. Team: A team is a group of people linked in a common purpose. Human teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks.
    3. Project: A project is an individual or collaborative enterprise, possibly involving research or design, that is carefully planned, usually by the project assigned team, to achieve a particular aim.
    4. Goal: A goal is a desired result or possible outcome that a person or a system envisions, plans and commits to achieve: a personal or organizational desired end point in some sort of assumed development. Many people or organizations endeavor to reach goals within a finite time by setting deadlines.
    5. Principles: A principle is a concept or value that is a guide for behavior or evaluation.
    6. Mission: A mission statement is a short statement of an organization’s purpose, identifying the scope of its operations: what kind of product or service it provides, its primary customers or market, and its geographical region of operation.
    7. Vision: In business, vision is foresight (psychology) – the capacity to envisage future market trends and plan accordingly.
    8. Values: It may be described as treating actions themselves as abstract objects, putting value to them.
    9. Process: A process is a set of activities that interact to achieve a result.
    10. Responsibilities: being accountable; liability to be called on to render an account; accountableness; responsible for; answerable for.
    11. Knowledge: Knowledge is a familiarity, awareness, or understanding of someone or something, such as facts, information, descriptions, or skills, which is acquired through experience or education by perceiving, discovering, or learning.
    12. Skills: A skill is the ability to carry out a task with pre-determined results often within a given amount of time, energy, or both. Skills can often be divided into domain general and domain-specific skills. For example, in the domain of work, some general skills would include time management, teamwork and leadership, self-motivation and others, whereas domain-specific skills would be useful only for a certain job. Skill usually requires certain environmental stimuli and situations to assess the level of skill being shown and used.
    13. Coworking: Coworking is a style of work that involves a shared working environment, often an office, and independent activity.
    14. Resources: Resources: In application within human society, commercial or non-commercial factors require resource allocation through resource management.
    15. Conflict resolution: Conflict resolution is conceptualized as the methods and processes involved in facilitating the peaceful ending of conflict and retribution.
    16. Decision making: Decision-making is regarded as the cognitive process resulting in the selection of a belief or a course of action among several alternative possibilities. Every decision-making process produces a final choice, which may or may not prompt action. Decision making is the process of identifying and choosing alternatives based on the values and preferences of the decision maker.
    17. Strategy: Strategy is a high level plan to achieve one or more goals under conditions of uncertainty.
    18. Action plan: An action plan is a detailed plan outlining actions needed to reach one or more goals. Alternatively, as a sequence of steps that must be taken, or activities that must be performed well, for a strategy to succeed.
    19. Feedback: Feedback occurs when outputs of a system are routed back as inputs as part of a chain of cause and effect that forms a circuit or loop. The system can then be said to feed back into itself.
    20. Collaborative: A Collaboration is a purposeful relationship in which all parties strategically choose to cooperate in order to achieve shared or overlapping objectives.
    21. Empowering: The term empowerment refers to measures designed to increase the degree of autonomy and self-determination in people and in communities in order to enable them to represent their interests in a responsible and self-determined way, acting on their own authority.
    22. Organizational culture: Organizational culture encompasses values and behaviours that contribute to the unique social and psychological environment of an organization.
    23. Stakeholders: A stakeholder in a corporation, as defined in its first usage in a 1983 internal memorandum at the Stanford Research Institute, is a member of the groups without whose support the organization would cease to exist. Whereas shareholders are often the party with the most direct and obvious interest at stake in business decisions, they are one of various subsets of stakeholders, as customers and employees also have stakes in the outcome.
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    • VIDEOS:
      • Achieve More by Setting Smart Goals
      • Build a tower, build a team
      • TED Conference – Build a tower, build a teamTom Wujec presents some surprisingly deep research into the “marshmallow problem” — a simple team-building exercise that involves dry spaghetti, one yard of tape and a marshmallow. Who can build the tallest tower with these ingredients? And why does a surprising group always beat the average?
      • Good teamwork and bad teamwork
      • TED Conference – Listen, learn … then lead – Four-star general Stanley McChrystal shares what he learned about leadership over his decades in the military. How can you build a sense of shared purpose among people of many ages and skill sets? By listening and learning and addressing the possibility of failure.
      • TED Conference – The surprising habits of original thinkers – How do creative people come up with great ideas? Organizational psychologist Adam Grant studies “originals”: thinkers who dream up new ideas and take action to put them into the world. In this talk, learn three unexpected habits of originals — including embracing failure. “The greatest originals are the ones who fail the most, because they’re the ones who try the most,” Grant says. “You need a lot of bad ideas in order to get a few good ones”.
      • TED Conference – Why good leaders make you feel safe – What makes a great leader? Management theorist Simon Sinek suggests, it’s someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety, especially in an uneven economy, means taking on big responsibility.
      • Powerful message about teamwork

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