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Diversity, Inclusion & Teamwork Level 1 - Coggle Diagram

- - - - Diversity consists of
        
        1) Gender
        
        2) Race
        
        3) Ethnicity
        
        4) Age
        
        5) Sexuality
        
        6) Language
        
        7) Educational
        
        8) Background
      - Advantages of a diverse team
        
        1) Different ideas & new ways of thinking
        
        2) Different backgrounds bring different experiences
        
        3) A diverse workforce adds to employer brand & company culture
      - Importance of divesity
        
        1) It brings different perspectives and ideas to the company
        
        2) It is beneficial to have all perspectives and viewpoints aimed at helping to calibrate, refine and define the company's executions and services that it offers
  - - - Unconscious bias
        
        Definition - The underlying attitudes and stereotypes that people unconsciously attribute to another person or group of people that affect how they understand and engage with a person or group.
      - Equal Oppourtunity
        
        Definition - Ensuring everybody has an equal chance to take up opportunities and to make full use of the opportunities on offer and to fulfil their potential
        
        Equality Act 2010
        
        Definition - A discrimination law which protects individuals from unfair treatment and promotes a fair and equal society. The Act provides a legal framework to protect the rights of individuals and advance equality of opportunity of all.
- - - - What makes a good/effective team?
        
        1) A Common sense of purpose
        
        2) Clear understanding of team objectives (SMART)
        
        3) Resources to achieve objectives
        
        4) Mutual respect
        
        5) Valuing members strengths and weaknesses
        
        6) Mutual Trust
        
        7) Willingness to share knowledge and expertise
        
        8) Willingness to speak openly
        
        9) Range of skills amongst team member
        
        10) Range of personal styles for various roles
      - What are the benefits of team working?
        
        1) Shared workload
        
        2) Improved productivity
        
        3) Improved quality
        
        4) Improved customer focus
        
        5) Speed up the development of solutions
        
        6) Increase employee motivation
        
        7) Utilise different skillsets
      - Difference between team and committee?
        
        1) A committee is a body of people appointed for a function
        
        2) A team is a group of people aiming for a common goal in good spirit
      - How would you go about selecting the right people to join your team?
        
        1) Firstly, understand the task and identify what skills and experience is required.
        
        2) Review the existing team to understand the skills and experience already available
        
        3) Select new members to fill the shortfall; the dynamics of the existing team should be considered to ensure the new people 'fit' with the existing team
      - How would you deal with an inexperienced team member?
        
        1) Provide encouragement and motivation
        
        2) Draw up a plan to strengthen their areas of weakness
        
        3) Give constructive feedback
        
        4) Provide support where needed
      - How do you promote open discussions within your team?
        
        1) Create a calm and relaxed environment during meetings/workshops to make people feel welcome, significant and at ease
        
        2) Promote the 'there are no silly questions or answers' culture
        
        3) Encourage involvement from all parties - doing a 'round table' for key topic points
      - Why might a team fail?
        
        1) Poor selection of team members that do not meet the skills required to achieve an objective
        
        2) Inadequate resource, conflicting personalities and poor leadership
      - Theoretical models
        
        Tuckman's Theory
        
        Definition - This focuses on the way in which a team tackles a task from the initial formation of the team through to the completion of the project. The key stages are
        
        2) Storming - Conflicts and negotiations
        
        3) Norming - Consensus and team spirit
        
        4) Performing - Finding he balance of conformity and deviance
        
        5) Adjourning - Feedback and dispersion
        
        1) Forming - Specification of common goals and desired behaviour
        
        Belbin's Team Role Theory
        
        Definition - Belbin Analysed hundreds of people and found that the most effective project teams have different personalities.
        
        Coordinator - able to get others working to a shared aim; confident; mature, a good chairperson, clarifies goals, promotes decision making
        
        Shaper - motivated; energetic; achievement-driven; competitive, dynamic, has drive and courage to overcome obstacles
        
        Plant - innovative; inventive; creative; problem solver, imaginative, unorthodox, solves difficult problems
        
        Monitor-evaluator - serious, prudent, critical thinker, sober, strategic, sees all options
        
        Implementer - systematic, common sense, loyal, reliable, structured, turns ideas into practical action, conservative
        
        Resource investigator - quick, good communicator, networker, extrovert, enthusiastic, explores opportunities
        
        Team worker - supportive, sociable, adaptable, listener, mild, perceptive, diplomatic, builds, averts friction
        
        Complete-finisher - attention to detail, high standards, delivers to schedule, painstaking, conscientious, anxious, searches out errors, delivers on time
        
        Specialist - technical expert, highly focussed, single-minded, dedicated, provides knowledge and skill in rare supply
      - Team Dynamics
        
        Definition - Team dynamics describes the behavioural relationships between the members of a group. The dynamic between them includes how they interact, communicate and cooperate with one another
        
        How can you improve team dynamics?
        
        1) Know your team and understand what motivates them
        
        2) Focus attention
        
        3) Tackle problems quickly with positive feedback
        
        4) Define roles and responsibilities
        
        5) Break down barriers
        
        6) Empowerment
        
        7) Clear communication
      - How do you deal with a difficult member of your team?
        
        Analyse the situation and assess the impact this person has on the team
        
        I would suggest a one-to-one chat to understand their behaviour and see if there is an underlying reason behind this - it could be a personal reason
        
        If there was no underlying reason, I would request that the attitude / approach is reviewed and encourage them to improve their outlook
        
        If their behaviour did not change, I would seek a replacement from within the firm
        
        I would seek additional advice from those within my company
        
        If there were still issues, I would review the appointment document to understand how the appointment could be terminated and propose a discussion with the Client to decide how to progress
      - How do you motivate people on your team?
        
        I motivate people on my team by making tangible the positive outcomes that they are directly contributing towards for their client and organisation. I always try to outline what good performance will mean for them personally, and what opportunities can arise from consistent performance. Other
        motivational techniques include promotion, financial reward, time reward
  - - - Leadership styles
        
        Delegating - Passing responsibility onto others
        
        Supporting - Supporting others in achieving their objectives
        
        Coaching - Supporting and providing direction
        
        Directing - Telling others what to do and how to do it
    - - Management Styles
        
        Democratic - Staff contribute to decisions. Empowers staff, but can be slow to conclude
        
        Autocratic - Decisions taken by the manager only. Can demoralise staff but is prompt
        
        Consultative - Manager consults with staff, but has the final decision
        
        Laissez Faire - Manager gives complete freedom to staff. Motivation is high, but output may suffer
        
        Persuasive - A persuasive manager makes every decision while providing team members with the reasoning behind every decision that's made
        
        Transformational - Transformational management gives employees the freedom to be creative, which promotes innovation and forward-thinking within a company