HYBRID TEAM CULTURE
🗂️ TEAMWORK | COLLABORATION | EMPLOYEE ENGAGEMENT | CULTURE | CHANGE MGMT | PERFORMANCE MANAGEMENT | INNOVATION | ORGANISATIONAL DEVELOPMENT
MAIN OUTCOMES
When put into action as taught and practiced, there will be noticeable changes in your staff.
Teams will more likely communication and connect more closely to in-person when on screen.
Staff will be able to understand more of the other people than a typical video call.
Teams will feel more connected and communication will flow a lot easier.
4.5 HOURS IN TOTAL • MAXIMUM 3 SESSIONS • 10-30 PARTICIPANTS • VIRTUAL AND IN-PERSON
WHY APPLIED IMPROVISATION (AIM) ⛌ HYBRID TEAM CULTURE IS KEY
Building trust, effective communciation and deep relationships keeps a team culture unified when shared values, norms, and rituals develop. In hybrid teams, the absence of face-to-face interaction, informal interactions and non-verbal cues makes it difficult to convey nuances and emotions. This can lead to misunderstandings or lack of clarity. Staff remote 3-5 days per week may also experience feelings of isolation and disconnection, impacting team bonding.
Add to it a blurring of boundaries between work and personal life in remote settings poses challenges to work-life balance, potentially leading to burnout and stress, which can adversely affect team morale and dynamics. And monitoring and managing the performance of remote staff is more challenging without regular in-person interactions, which can create issues with accountability and motivation.
So until 2019’s five days a week office work is dominant again, managing the hybrid relationships will be a continuing challenge. And very few solutions have come through that have been takenn up enmasse. And no methodology will fully overcome the loss of nuances and emotions with just headshots and words.
And this issue will persist, because in its essence, it is transactional. People can tune each other out, do second jobs or tasks while being on a Zoom, and switch someone else off at a touch of a button. This intersects with communication issues between generations because younger people are used to work being a series of transactions between co-workers, losing the social nature of work pre-Covid.
Even with these seemingly difficult challenges, there are ways to get people closer to 100% emotionally and energetically connecting where conversation can flow as if they are in person, and people ‘feel’ each other more. This replicates what can then happen in teams: collaborating, mentoring, joking, nutting out issues.
AIM has shown that it can strengthen, enhance, and improve connections closer to 100%. This was proved during a one-day workshop we ran at Neilsen, where we saw that once people were doing the activities, Zoom was no impediment to focused attention and energetic exchange.
Plus, even though AIM is a face-to-face methodology, the lessons learned can enhance hybrid work by strengthening out-of-office relationships that transcend tech limitations. Because it is more about how we show up and create the space for others to show up. AIM skills help leaders better engage with staff anywhere, improving talent retention. And even the coupling with other methodologies like Radical Candor help managers lead remote teams with kindness and clarity during times of uncertainty.
AIM keeps people active and dynamic in their teams, no matter where they are.
WHAT YOU LEARN
THIS WORKSHOP IS DESIGNED TO PROVIDE PARTICIPANTS WITH THE SKILL-SET TO:
- pick up the individual components of LAB: active listening, active accepting and building on whatever whoever is opposite them said, overcoming the transactional communication nature of hybrid teams.
- bring a brick, not a cathederal
- deeply hear others beyond just someone's face and voice.
- create deeper creative bonds across different mediums
- create a combined space that satisfied everyone needs
- collaborate more informally in a very formal setting
And more. All in a positive and psychological safe environment.
HOW IT WORKS:
Participants will take part in over 15 fun activities, each designed to enhance the Human Intelligence of your participants, and lessen the transactional nature of hybrid teams. These activities target and break the cycle of the typical human communication obstacles that get in the way of connecting and collaborating together. This will steer teams towards feeling more together no matter where they are, enabling them to perform efficiently and productively at their peak.
All while having fun.
By examining 197 new product-development projects, we found that (1) environmental turbulence positively affects team unlearning, (2) team unlearning concurrently stimulates team improvisation, (3) team improvisation positively impacts new product success by utilizing/implementing new knowledge acquired by unlearning and improvisation.
Ali E.Akgün, John C.Byrne, Gary S.Lynn, Halit Keskina (9/2007), ‘New product development in turbulent environments: Impact of improvisation and unlearning on new product performance’, Journal of Engineering and Technology Management’, https://www.sciencedirect.com/science/article/abs/pii/S0923474807000239
