Strategy and Economic Policy Team Development Session
15th November 23
Internal Culture development
We used a ‘Dyad’ which is a repeated paired conversation, as a warm up exercise using prompts to structure the conversations. We identified team strengths, what people hope to contribute through their work, and how they give and receive recognition. This will help form the ‘values’ of the team. We then mapped these out, adding relational lines to describe ‘what lives in this team?’
- Social justice and peace provide motivation and focus
- Putting people at the heart – people of the city, visitors
- Recognition of complexity of the work and the need to both create structure and innovate
- The value of all individuals in the team
We used the Systems Thinking iceberg to explore the culture, systems, patterns and outputs/outcomes of the team, identifying culture and structures that would support desired outcomes. We used 3 real life examples to map out systems.
- Peace Conference
- Engaging visitors to the city
- Ensuring what residents want, influences the Our Manchester Strategy
Facilitator Observations
Patterns Trends
An understanding of the city, its history and future opportunities, cross sector opportunities and the diversity of the communities vital when developing policy and strategy, the team recognises where the council can ‘reach’ and partners that might be able to reach deeper into communities, bringing new insight.
Structures and Processes
Communication and engagement processes is the area that would be most impactful to develop. A consistent approach and processes across various pieces of work would be beneficial. There is recognition of what is within, and outside of this teams influence.
Values and beliefs
The work of the team, is reflected in personal values held across the team, such as welcoming diversity and social justice. There is a keen interest in each others areas of work and when there are differing perspectives on ways forward, (within risk taking for example) this is managed respectfully.
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