Very few teams operate to their full potential. Full potential means shared accountability, better quality decisions, and rapid, flexible response. The gap between ‘pseudo teamwork’ and ‘excellence in teamwork’ can be enormous: both in terms of how it feels to be a member of the team, and in the business results which the team achieves.
Every team has different needs and styles. There is no single team building process which suits all teams.
For many teams, Bill will do a diagnosis of the current level of teamwork using a model developed by Dr. James Vaughan. The model has seven dimensions, with the extremes of each dimension representing either Excellence in Teamwork or Pseudo Teamwork. Bill will present to the team the results of the diagnosis, and propose a building process.

In many cases, teams are uncertain not only as to their role, but also as to what their process, as a team, should be. Bill has many methodologies which can be used to help a team improve both its cohesiveness and its performance.

For some teams, particularly at business unit management level, there is a need to change the culture of the organisation.

Here, it is important to start with a clear view (from both a top management perspective, and from the perspective ‘at the coal face’) of what is the current culture. Bill frequently uses the Royal Academy of Arts values instrument to define the current culture and to identify the desired culture. The example below is a view of ‘As Is’ from one of Bill’s clients, where the larger fonts and larger numbers indicate more strongly held values.

Each culture change process must be tailored to match the history, environment, needs and skills of the organisation. Experience demonstrates that culture change can, and will, happen if the top management team are willing to commit to a process which may involve changes to their own behaviours, and which may involve some personal discomfort. (The point here is that top managers and employees at lower levels may have quite different perspectives on important issues.) Nonetheless, the benefits to the organisation of effective culture change can be very large indeed: greater efficiency and effectiveness, improved morale and commitment, more rapid response to external change, and improved competitive position – all of which enhance the bottom line!