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TEAM LEARNING – English topic for grade 10 Điền vào chỗ trống : Many organizations have tried to focus..(1)..... teams. Self-managed teams offer the potential for downsizing organizations and the prospect of improving productivity. How many organizations can claim to have really succeeded in their attempt? Meeting people from all around the world, I hear the same comment, "Oh, teams, yes we tried that but it didn`t work." It is not possible ....(2)...wave a magic wand and create a high-performing, self-managed team overnight. A self-managed team needs to develop a culture of lifelong, individual and team learning. The Learning Organization The latest `buzz` word being talked about in Australia is The Learning Organization. This concept is the synthesis of a number of ideas about managerial learning brought together and popularized by Peter Senge and others in their books about the Fifth Discipline. Five disciplines comprise the learning organization concept. They are: Systems Thinking Personal Mastery Mental Models Shared Vision Team Learning Many people I talk ...(3)...are impressed .....(4)....these five disciplines and want to introduce them to their organization `overnight`. The question they always ask me is, "Where do I start?" My answer is, "Start with Team Learning. It is a process you can commence tomorrow and it just may help you prevent your self-managed team strategy from failing." What is Team Learning? Team Learning is an adaptation ....(5)....action learning originally proposed in the UK by Reg Revans many years ago and recently re-discovered by organizational development consultants in the USA. It focuses on providing solutions to business problems by developing an open approach to questioning. As Reg Revans himself once said, "The mark of a leader is not the answers he gives but the questions he asks." The business world is changing at such a pace that the solutions to problems are not found in books or journals, nor in the mind of `the expert`. They are found by team members themselves, who, through the process of Team Learning, identify the key questions to be addressed. They then seek to use their resources to find the answers, often through trial and error. The concepts of team-learning can be broken down into four key components: Questioning Valuing Diversity Communicating Learning Review Questioning When faced ........(6)..... a problem, a new project or an opportunity, it is a good idea to focus on the nine key success factors which make the difference between a high-performing team and a low-performing team. These factors are arranged in a model of team tasks, known as The Types of Work Wheel. This Wheel describes nine essential team activities as: Advising - Gathering and reporting information Innovating - Creating and experimenting with ideas Promoting - Exploring and presenting opportunities Developing - Assessing and testing the applicability of new approaches Organizing - Establishing and implementing ways of making things work Producing - Concluding and delivering outputs Inspecting - Controlling and auditing the working of systems Maintaining - Upholding and safeguarding standards and processes Linking - Coordinating and integrating the work of others These factors form the basis for a methodology of questioning. When faced with a difficult problem, the starting point for team discussion is Advising. What information do we need? Why? Where will we get it? Who will get it? When do we need it? How will we get it? This ensures that all currently available data is gathered for consideration. The Innovating sector ensures that the team will spend time discussing ideas around the problems being faced. Most successful innovating sessions follow a procedure designed to ensure an open and diverging discussion. Such sessions should be free from any commitment to make a decision. That comes later. Promoting has two aspects ......(7).... it. Each team member needs to learn how to present ideas and solutions in a way that will influence other team members. Equally important is a focus on the key stakeholders outside the team. Who outside the team needs to be persuaded if the idea is to proceed? Many ideas are impracticable and can never be implemented, due to organizational and cultural constraints. Developing sessions focus on which ideas are likely to work and how can they be tested for verification. Organizing is action oriented and ensures that the team will implement agreed solutions and assign accountabilities and responsibilities. It is predictably colored red - the color of action. Producing addresses the output aspects of any decision. What are we producing? To what quality levels? To what standards? When? Producing defines the bottom line on which many teams are evaluated. How many ideas fail because the detailed aspects were not thought through? Unforeseen contractual problems arise, financial difficulties occur, security issues eventuate, computer errors appear. Many ....(8).... these Inspecting problems can be eliminated by focusing discussion on this aqua-blue aspect of work. Blue is the color ............(9)...cool, clear, detailed thinking. Maintaining the agreed decisions and the team processes will ensure that the team stays together and learns together. Your car will fail if it doesn`t have a regular 10,000 Km service. Your team will fail if it is not maintained. Maintenance involves regularly reviewing mistakes in a non-recriminatory way and establishing guidelines to prevent them from reoccurring. Linking is ......(10) the middle of the model because it is a shared responsibility of every team member. Each person working on a team task must undertake to link with other team members so that everyone is fully informed. This model should be the basis for any Team Learning processes established in your organization. It provides a structure and a language to ensure that the essential activities for excellence in teamwork are continually implemented. Many successful learning teams structure their meetings into four basic sessions, rather than attempting to cover everything in one sitting. Green meetings focus on information; yellow meetings concentrate on opportunities, red meetings implement plans and blue meetings check details and review progress Valuing Diversity Diversity of thinking is one of the hallmarks of learning teams. Problems need to be viewed............(11).. different angles if the best solutions are to be generated. If everyone looks at problems in the same way then group think can occur. If diversity is allowed and encouraged, then better solutions will result. However the downside of diversity is conflict. Different viewpoints will inevitably lead to disagreement and it is only the committed learning team that can use the diversity of views in a positive way. Many of the work content issues of diversity can be addressed through a preference model like the Team Management Wheel. This model highlights the different ways that team members like to approach work situations. The ... - tailieumienphi.vn
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