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Introduction

TAM and Emerging Change, two complementary methods for...

...collaborative project launch and team autonomy.

As we often know without admitting it, many projects don't come to fruition. And many managers feel overwhelmed, trying to control everything to make their project a success.

Among the various methods and techniques I've seen, experienced, learned and experimented with, I've been lucky enough to discover two that are worth sharing. The first is Madeleine Laugeri's "Keys to hierarchical dialogue", the "3-contract method". The method is inspired by Berne's organizational theory and constructivism. It can be used to support organizations in the transition phases of change management.

The second is the "Team Alignment Map" (or TAM), created by a team of researchers at UNIL (University of Lausanne, Switzerland). Stefano Mastrogiacomo describes it in detail in his book "High Impact Tools for Teams". It can be used by teams in management project, start-up or planning phases. It is rapidly becoming effective at coaching .

Practice has shown me that the combined use of these two complementary methods enhances collaboration, dialogue and problem-solving. It also strengthens collective intelligence, team cohesion and decision-making.

I won't detail these approaches here, for lack of space. But the books cited offer full explanations for the more curious reader.

Two complementary approaches

What do we observe when we perform a TAM?

The TAM protocol proposes a collaborative, agile, lean (all the right words!) co-construction approach to a project plan.

First signs observed

As soon as you start a TAM, one thing is obvious. It's how everyone perceives and translates the project's objectives. These perceptions are, of course, not identical for all team members. It is therefore essential to clarify objectives in order to better manage teamwork.

In this way, a real group dynamic can develop and maximize collective performance.

Shared objectives

The TAM begins with a presentation of the project goal (Challenge) to employees.

She then asks the team to brainstorm on the objectives associated with the project. This step refines each member's understanding of the objectives. It also harmonizes the meaning of the terms and concepts evoked. The team better understands what each objective means for "the other". It ensures that everyone has the same perception of what is and isn't included in the project. For an outside observer, it enables the team's autonomy vis-à-vis the client andorganization to be assessed.

It is, of course, advisable to call in an external facilitator to help with the TAM process. A coach expert in TAM and teamcoaching .

Shared commitments

The next phase reveals two essential points: how the action plan is drawn up, and how the team simulates its implementation.

The team co-constructs the project plan. It decides who does what, how and with what resources. It also anticipates associated risks and coordination needs. The goal, timeframe and resources assigned to the project are finally reassessed on the basis of a complete view of the project.

Without necessarily realizing it, the team also simulates project implementation. It visualizes each stage. In this way, they can anticipate problems and resolve them during the TAM.

This simulation helps to anticipate all known elements. It reduces shadow zones, the 'Unknown' tile in Johari's window. Encouraging you to take a step back, it optimizes time management and helps you to cope better with stress.

The protocol also facilitates communication between the leader and the team. It builds a bridge between strategy and execution. The executors, with their knowledge of the business and the field, define the best way to achieve objectives. Working together to manage the co-development of the project encourages everyone to contribute.

At this stage, the leader (or manager) may not really feel comfortable delegating so much control to the team. Indeed, the balance between maintaining your posture leadership and empowering the team can be a delicate one. Calling on an executive coach or a coach leader can prove useful. And probably help the leader to progress beyond his or her current TAM role.

Team autonomy

What contracts or phases of change does TAM support?

The emergent change method makes it possible to finely position the use of TAM in order to increase the team's autonomy within its boundaries, while guaranteeing the role of each individual, and of the Leader in particular.

The 3 contracts

The method of emergent change proposed by Madeleine Laugeri is based, among other things, on three contracts: Vision, Mission and Cooperation. The description I give below is very succinct and limited to the aspects highlighted when used with TAM.

Note: contract is understood here in the sense of transactional analysis.

Note: the Emerging Change Institute offers certification in the three-contract method.

Vision Contract

This contract comes from the Leader, the notion of a contract often being tacit. He presents his vision of a project or activity. The team must perceive this goal as clear, comprehensible and achievable. This requires preparation and reflection on the part of the leader, to encourage team autonomy.

"Beauty is in the eye of the beholder" (African proverb).

Mission Contract (A)

The TAM is the heart of this contract. It establishes a dialogue between the team and the leader. This back-and-forth between questioning and feedback is essential to reinforce the team's performance. It defines the team's scope for action in planning the project or activity and achieving its goal.

Cooperation Contract

TAM requires collaboration within the team. First, it aims to understand common objectives. Then it clarifies how the project is to be carried out, roles, dependencies, resources and risks. It assesses the project's feasibility. This stage also highlights the links withorganization, management and external stakeholders. It clarifies or reinforces organizational boundaries.

This process not only provides a subtle framework for the team, but also federates and motivates its members.

Mission Contract (B)

The team presents the Leader with its vision and plans for the project. The Leader reacts after considering the elements of the TAM and therefore of the cooperation contract. This is the foundation of the second mission contract (mission contract B).

A reinforcement of the leader's skills at leadership may prove useful. Sessions at leadership combining theory and practice can be very useful for the leader and his teams. And here again, to help the leader progress beyond his or her role in relation to the current TAM.

Conclusion

To sum up, we have the following steps:

1. Brainstorming on common objectives
2. Co-construction of the action plan
3. Team autonomy
4. Vision Contract
5. Mission A contract
6. Cooperation Contract
7. Mission B contract

By combining TAM and emergent change, you ensure a shared understanding of your team's purpose.

Clear communication between the leader and his team is also strongly encouraged.

And finally, you get a team motivated by the autonomy they are given.

Would you like your teams to learn how to manage projects almost autonomously?

Do you want to save time so you can focus on your strategic tasks?

Would you like to try out this method with your team?

Contact Alain Giannattasio

For further information, please contact Fabienne Revillard

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