Measuring Team Coaching Effectiveness and Efficiency

Measuring Team Coaching

In order to fulfill the outcome of the Team Coach we need to be able to understand what we are doing and how to measure it. The outcome of the team coach is as always measured at two levels, short term and long term.

Short-term impact

  • Outcome = Accelerating learning

In order to accelerate learning we need to define a learning cycle and than measure the time to complete that cycle but also the time it takes to complete an outcome. Since the learning cycle is coupled to an outcome we need to see that the learning takes place in relations to the outcome.

 Long-term impact

  • Outcome = High performing team

Measuring the interactions to see where the team is, using the Mimmutti Team Indicator Test.

Theory of change

Theory of Change (ToC) is a specific type of methodology for planning, participation, and evaluation that is used in sectors to promote social change. Theory of Change defines long-term goals and then maps backward to identify necessary preconditions

Challenge of the context

As we are increasingly living in a VUCA-world we need to charter into unknown territory and in shaping new markets, products/services, platforms etc. We encounter challenges where we need to create new team constellations to achieve complex results.  In order to do that we need a framework enable us to direct and measure what we are to accomplish.

From the challenge the team needs to define and create a common understanding.

Current state + Desired vision = Creative tension 

This is the Peter Senge formula for creating inner tension to drive change in a learning organization.

Efficiency

This is the self-organization of the team, the self-managed learning to work together to achieve a common outcome. This also a part of the team members commitment, what they invest intrinsic and extrinsic and that the output also has an intrinsic and extrinsic result. This is where motivation occurs when the meaning is connected to the impact, once this coupling is made. Co-creating the process of the activities to achieve the impact has a common purpose and becomes much easier. Harmony is achieved now the team can aim for resonance in the collective mind tackling complex challenges together as a high performing team.

Effectiveness

Is the impact we want to achieve short term, local level within the circle of influence of the team, and long term, which is the impact of the whole. The impact on local level is a functional impact that in a larger organization is a part of many parts to drive the impact of the whole.

As a team coach you manage the structure and interaction quality to accelerate the learning process, which is the short-term impact. To create a high performing team is the long-term impact. 

(Coaching x Effectiveness)2 + (Team x Efficiency) = Outcome

Team Coaching is done on a higher level to support the learning process and not the outcome. The outcome is the responsibility of the team while the coach has a number of tools to disposal to increase or decrease the complexity of the challenge to enable learning. A team needs to experience resistance and failure to build up resilience and the experience to meet challenging environments. However it is important that the failures be balanced with success in order to maintain the engagement of the team. If the challenge becomes to hard team members can become disengaged.

Challenge +(Capabilities – Stress) = Quality of Collaboration

There is fundamental law of managing and directing change defined by the Cybernetician Ross Ashby called: ”Law of Requisite Variety”: 

Only variety can match, absorb or destroy variety

This means that when every you encounter a problem or challenge with a certain amount of variety you need to increase the variety in the solution. This in turns increases the complexity, which means that the managing team needs to be able to handle that complexity through increased capabilities. The emotions of the team members are based on, as in us all, on historic references, which means that, the fit between response and occurrence is using historic context to respond to a current context. This mismatch makes it harder to work with a collective mind to achieve resonance. In music resonance is achieved when you follow the harmonies, you can never achieve resonance if you don’t aim for harmony. Only harmony can achieve resonance, to achieve a collective mind to manage increased complexity you need harmony first.

So as a team coach you manage breakdown to increase resilience and experience knowledge as a part of increasing the variety in the team. This way they have more variety to tap into when facing new challenges. However you need to achieve resonance through harmony. Harmony is when the team have achieved a common language, references and frames as a part of the self organization that the team does before they attack the challenge which most likely was the purpose the team came together for. Once harmony is achieved the interaction capabilities have increased and a collective mind works above the level of stress and complexity of the challenge at hand.

Having a team coach working on one level up increases the variety of the team, a good team coach becomes like an immune system working with the learning process to match the complexity of the challenge at hand.

The solution for the challenge should be co-created in a team-learning environment and affirmation will reduce stress and as such increase the carrying capacity (resilience) of the team. Co-creating is enabling ownership, this is more important than the initial result. If you build in ownership in an emerging system, the system will evolve to ensure higher results over time.

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