For each day of teambuilding Karen has used a simple questionnaire that

For each day of teambuilding karen has used a simple

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For each day of teambuilding, Karen has used a simple questionnaire that everybody completes, it consists of three questions which focus specifically on the activities for that day. Those three questions are: 1. What went well? 2. What could be improved? 3. What else should be included? She decided to use the questionnaires for the training days so she would have a record of what everybody said, even though she does not request they put their names on the one- page form. After three training days she has received mostly positive comments related to getting to know other people better. Karen has also observed that this is reflected in the workplace behaviors, as her team members do interact more, ask questions of each other and offer solutions.
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Karen has also noticed that the team members will discuss the results that are posted on the walls and they check these at least once a week, and these results come up in the weekly team meetings as part of the normal conversation. Team members started to help each other meet deadlines so the charge would reflect positive progress for the entire group; she felt this was a positive step in the right direction for the team. One of the contracts assigned to the team was completed after the second teambuilding day. Karen requested feedback from the business unit that received the product which consisted of the same three questions she used for the teambuilding sessions, as well as confirmation that the delivery date was met and the product was working as required. For this particular contract, the actual delivery date missed the due date requested by two days but this was not a problem for the customer because their internal dates had changed due to requirements beyond their control. As a result, the feedback was mostly positive with a note about the missed due date. Karen is very encouraged by this, as this is one of the first measures received since she has been the supervisor and it is the first time any measure has been taken to evaluate customer satisfaction.
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Karen decides that she is going to use a survey she found on the Internet that evaluates team effectiveness at the halfway point in the teambuilding sessions. This means she will hand out the survey (team members do not have to sign their names) before the next teambuilding day which will be day four. She also plans to hand out this survey after they have completed all six of the teambuilding days and then compare the results. Along with this information, the feedback from the customers and her training feedback (three questions), Karen believes she has adequate information to assess team performance. With this performance information she can more accurately determine if other training is needed, if other areas need attention, and she has a way to track performance improvement for her team by using these measures as well as the weekly charts the clerks post on the walls. The results for the Team Effectiveness questionnaire are tabulated by clerk, and Karen sees that although many of the areas are either positive or close to positive, she notices that there may be some weaknesses around areas A, F and G, with one weak item in C; she is determined to find out specifically what the issues might be in this area so she can support the team to make improvements. All of the team member
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