At DCC we utilize the Action Research Cycle as the foundational grounding for much of our work, this cornerstone theory is often supplemented by other beneficial theories/models.
Stages in the Action Research Methodology:
2. Data Collection
3. Data Analysis
5. Action Planning
6. Action Taking
This process gives meaning to the term holistic as it seeks to drive change and development at its roots. It resists the urge for a quick fix and seeks to identify the real business issues and address them with practical solutions.
DCC’s own Teamwurkz© methodology specific represents a significant departure from the norm; we see this type of work as requiring an exploration of the collective unconscious; group dynamics and individual (and group) psychology. Further, we strongly believe that a fully structured or “classroom” approach cannot produce the level of “real world” experiences needed to sufficiently explore the material issues of teams and how they work.
Given the nature of teams and units within organizations, we normally employ (more heavily) the use of experiential learning methods and approaches. Experiential learning allows participants the opportunity to work together on understanding their team functioning and interacting processes. In this manner, we will rely less on traditional facilitation methods (i.e. lectures or cases).
Through the lens of our experiences and knowledge, we (as consultants) will be able to interpret behaviour and attitudes; give feedback and challenge the group; as well as make suggestions for development during and after the workshop. We hasten to add however that it will be the group’s work to name issues and confront them; it is the work of the consulting team to provide an opportunity for this to be done in a safe and developmental manner.
Central to our method is the effort to truly facilitate participants in the discovery of their own answers and enhanced ways of working. Coming out of this, we help teams to develop action plans that should be used to guide ongoing implementation of decisions made during the session(s).
While this work is often described in “soft skill” terms, we see these issues as being “hard” and therefore directly related to team output and overall organizational performance.