Presentation given by Janine Woodward-Grant & Alex Mecklenberg to the TechSoup Connect London on the theme of culture change around digital projects in the not for profit sector, specifically looking at team dynamics and team roles
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How to design healthy team dynamics to deliver successful digital projects.pptx
1. How to design healthy team dynamics to
deliver successful digital projects
March 5th 2024
2. We've changed our
name, but not our
focus...
We bring people working
in non profits and Tech
for Good together, to
share & learn from each
other
@TSC_London
Welcome to TechSoup Connect London Chapter
techsoup-connect-london
https://events.techsoup.org/techsoup-
connect-london-chapter/
4. Our agenda
● Networking
● Janine Woodward-Grant : What is the role of ‘people and culture’ in
a digital project
● Alex Mecklenburg: How to design healthy team dynamics to
deliver successful digital projects
● Community shout outs
● Ideas for future sessions
5. “We are really small and so each member of the team may
have a number of roles, and sometimes roles need to be
shared due to part time working. It will be interesting to
learn more.”
6. “Practical exercises that can be applied in my team and
how to be clear about expectations etc when one person
has multiple roles as well as their relationships to other
team members.”
7. Some networking
● Exchange a positive example of where roles were clearly
defined and this led to amazing collaboration in your team
OR
● Share an example of a challenging situation where roles
weren’t clearly defined and this became problematic
18. Alexandra Mecklenburg
Creative Consultant and Change Coach
Co-founder of the Dot Project
Co-founder of Consequential CIC
Co-founder of Truth & Spectacle
alex@dotproject.coop
20. For the next 45 min we will explore how to help teams to:
● understand the function of relationship structures for
providing stability to relationship systems of all kinds.
● recognise the importance of being able to practically
co-design, monitor and continuously adjust these
structures
21. For teams to evolve together, they need to create
collective awareness of how they operate.
For this to happen they need support in a role of the
‘change holder’ is to ‘reveal the team to itself’.
Then teams can adjust themselves (and ask for support
where needed)
22. Effective roles are critical to the smooth functioning of
relationship systems.
They ensure that the important tasks of relationship are
carried out efficiently and create clarity about who is
doing what.
23. Roles become problematic when they become rigid or
burdensome. If I, or others, confuse me with my role, I
become locked within a stifling set of expectations.
32. Relational Roles - Example Collection
The mover - they are the ones who initiate action for the team.
The supporter - they take a stand and get behind the idea, opinion, plan, etc
The opposer - they provide a check and balance for the team
The observer - they maintain a higher-level perspective and keep the bigger picture in
mind.
The carer - they are taking responsibility for the team health and the health of individuals
The sense maker - they connect, pattern spot and keep the bigger picture in mind
The protector - they protect the team/org, ensure governance and assess risk critically
The challenger - they push the team to think further
The storyteller - they bring experiences to life, create shared stories, make things tangible
The motivator - they are the ones that motivate and cheer lead
The visionary - they have a vision and invite the team to see and understand that vision
The shaper - they take ideas, initiatives, projects and form them to make them actionable
The creator
The executor
The analyser
The finisher
34. Reflect on your own functional role.
- which are relational roles that people might
associate with your functional role?
- Where has that been helpful?
- Has it also been unhelpful?
3 min
45. Which Roles
Functional /relational
Which Roles
Functional /relational
Which Roles
Functional /relational
Which Roles
Functional /relational
Which Roles
Functional /relational
46. What
relational roles
are needed by the
team?
What do you need to
monitor collectively?
a new project
kicks off
The team is
exhausted
the strategy has
changed
People are
leaving
lots of activities
everywhere
47. Breakout Groups:
Look at the team graph on the next page
and discuss as a group the two questions
on the graph:
7 min
58. ● Teams understand the roles that are needed in the system
● Teams can design for clarity rather than rigidity
● Teams don’t confuse people with their role, which will avoid team
members become locked within a stifling set of expectations.
● Teams are able to talk about ‘what is haunting them’ in a
productive, open way
● Team members can grow by stepping into different relational
roles