Do you ever wonder just how many perfectly good barrels of fruit get spoiled by just one ‘bad apple’? The bad apple analogy is well-known and generally accepted, but how often is this off-the-cuff remark taken seriously and acted upon in the workplace?
Conflict in high performing teams can be healthy and help stimulate creativity and innovation. In this article, we look at the types of conflict, the importance of trust and ways to help ensure conflict remains constructive.
How can a management development company like Acorn demonstrate return on investment and team improvement through the lifespan of a coaching programme? The Collaboration Questionnaire provides evidence that’s hard to ignore.
We’re at the end of the second year of Acorn’s involvement in supporting the Repository Asset Care Enhancements and Remediation (RACER) programme for Nuclear Waste Services (NWS) and there’s plenty of positive progress to report.
How can we reduce meeting time, keep focus and ensure the right people are present and engaged? Should you even attend and stay in a meeting?
Acorn have been appointed to support a senior leadership team from Kier Construction on the construction of HMP Glasgow, new modern and fit-for-purpose prison will replace the largest prison in Scotland.
Update on the Sellafield HAWTT Programme Since being appointed in Q4 2021 to support the Higher Active Waste Thermal Treatment (HAWTT) programme, good progress has been made with the joint venture teams commissioned to deliver the objectives of Tranche 1 (PCM) and Tranche 2 (sludge). To recap, in its strategy published in March 2021, the…
In this fifth and final paper on Acorn’s guide to Team Coaching we consider Impact and Learning and their role in shaping team performance. If Primary Purpose describes the planned destination, then Impact is about sensing and adapting to reality as the journey progresses.
In this fourth paper on Acorn’s guide to Team Coaching we look at the critical factors affecting how and why Team Members best contribute to and/or derail effective teamwork. In doing so we highlight opportunities to build beneficial, and discourage unhelpful, behaviours. Our purpose here is the ongoing engagement and development of team behaviours that contribute to the purpose. People are enabled to get the job done by creating the right conditions for team working.
In this third paper in this series, we look at structures that will support the team’s purpose. We will again see that the primary purpose and the mutual theme of enabling teamwork determine our approach. “What we want it to be like around here” shapes “how we do things around here”.