the DEVA approach to team development
We believe that by coming together to solve a problem that cannot be solved by one person alone, a group of individuals comprises both a help and a hindrance to the problem-solving process.
It is a help because the potential diversity within the group enables different types of problems to be solved.
It is a hindrance because, as Dr Michael Kirton has said,
‘Groups form to solve Problem A. By doing so we have acquired Problem B – how to manage each other. Unsuccessful problem solving teams spend more energy on Problem B rather than on Problem A.’
Thus groups have two problems - how to release the potential of their diversity, without allowing their different viewpoints to get in the way.
How much they wish to solve these two problems is dependent on the amount of investment that they want to put into this process. Understanding difference, which requires considerable amounts of trust and openness on the part of the group members and takes up considerable amounts of energy, requires a pay-off in the form of more effective problem-solving and better outcomes.
If we divide issues to be solved into simple and complex puzzles and problems, dependent on the level of uncertainty involved, it is unlikely that simple and complex puzzles will engender much uncertainty, therefore the investment required will be small. For problems, however, there is a probability that there will be more uncertainty and a corresponding need for trust and openness.
We believe that those groups solving simple and complex puzzles are either co-operative or unco-operative groups, whilst a group that faces uncertainty has the makings of a team. The first two require only a small investment, whilst the problem-solving team requires much more, if it is to be effective.
how do we enable groups to become teams?
Groups need to come to terms with the level of uncertainty they are facing and how much trust and openness is required. It is only at this point that individuals are prepared to accept the amount of effort involved in understanding one another to the degree that we believe is necessary.
The individuals in the group need to develop an understanding of their diversity through language, dialogue and appreciation of each other’s difference.
To do this we administer several questionnaires and inventories to each individual. For an overview of these questionnaires see ‘how we do it’. We then share the results as a group. This enables individuals to understand their own approach and that of the others in the group, besides giving them a language with which to discuss their differences.
what are the differences?
From our research we have identified the following eight diversity variables. Not all the variables are applicable to every team and one of the first things that a group needs to do is to prioritise the variables in relation to their own work output. For example, technology differences between team members will not be applicable to every team. They are most but not exclusively likely, to apply to virtual teams:
Problem-solving style. All team members approach, define and solve problems using different styles.
Creative style. All team members are creative but have different styles - they divide loosely into those who want to do things ‘better’ and those who want to do things ‘differently’.
Team role. All team members have team roles, which fit together (or not) to cover the team’s work
Values. All team members have basic beliefs and reasons for doing things.
National culture. All team members will behave in accordance with some aspects of their national culture
Ethics. All team members will have moral standards which they apply to business
Masculine and Feminine. All team members have masculine and feminine approaches to their work (whatever their actual gender).
Technology. All team members will have likes and dislikes in terms of how they communicate across distances and time frames.
working on issues
Most members of teams want to spend any time off-the-job productively, so we consider it is important to work on issues of their own choosing, once we have established certain differences in their style and approach. We build on these differences, by showing how different approaches are applicable and appropriate for different problems. Sometimes team members want to work on their Vision, Mission and Values (VMV). At other times they have almost intractable problems facing them, and need to work through The Colour Spectrum to generate ideas for a solution. Sometimes they need to use their grids of experience to come up with an ‘old’ idea and sometimes they require new techniques in order to develop ‘new’ ideas.
DEVA adds value to team development by:
- supporting and developing the team leader, through the difficult process of ensuring that the team achieve their objectives.
- recognising the diversity in the team and exploiting its possibilites
- providing, and getting commitment to, frameworks that provide the team with a common language, dialogue and methods of working,
- helping the team identify, and work through, the issues arising from their task or project that need to be addressed and dealt with.
- focussing the team on specific issues where success can be measured, especially when the team members are isolated and rarely meet together to consolidate their activities.
- developing the team's quality of thinking by encouraging them to use both logic and intuition to achieve their goals.
- challenging each individual to give of their best.
- capturing the moment when teams are close to a solution or part-solution to any of their problems.
- pushing the team through the uncertainty and emotion barriers that often prevent teams from excelling.
- supporting the team by maintaining motivation and involvement as team members change and are replaced by new individuals with different skills and perceptions.
- supporting the team by developing individual and senior members of the team through a situation of conflict which is preventing the team working to its optimum.
please check out some of the tools we use with teams:
Kirton Adaption and Innovation Inventory
