Discuss as a team
Amazone Exec Team
Team Discussion Guide for Amazone Exec Team
Plan your team discussion
Set aside 45–90 minutes to discuss your results and agree on practical working norms.
- Get oriented · 5+ minutes
Introduce the four dimensions and how you will use them together.
- Explore your results · 10+ minutes
Compare the results with real team experiences. Invite personal reflections without requiring anyone to discuss their CoDynamics.
- Plan next steps · 30+ minutes
Before the session ends, agree on one change to test in real work. Record the situation it addresses, the behavior you will try, the owner, and the first opportunity to use it. Agree when you will review whether it helped.
When do our usual approaches help us, when should we flex, and which expectations should we make explicit?
Understanding your resultsMore guide controls
Discussing our TeamDynamics
Amazone Exec Team
Facilitation Guide | February 9, 2024
README: Instructions for using this Facilitation Guide
Congratulations on receiving your TeamDynamics!
This Facilitation Guide is a template to help you discuss your results as a team. Here are some suggestions:
Preparation:
Encourage everyone on the team to read and reflect on their individualized TeamDynamics report ahead of time.
If you’ll be leading your team’s discussion, review this presentation – especially the discussion questions.
Decide whether you’ll discuss individual CoDynamics as a group.
Useful tips and tools:
Encourage everyone to participate in the discussion by going slowly through the results, giving time to think about discussion questions before responding, and posing questions to the more reserved team members.
Make the “Plan for action” section interactive with sticky notes and a whiteboard (or virtual tools like FigJam or Miro).
Summarize takeaways and action items and share them out afterward, ideally in a persistent place (like a team wiki).
Create a calendar invite for your whole team to revisit action items and refresh their TeamDynamics in 90 days.
If you run out of time:
Don’t worry about it! A longer conversation is often a sign of a successful conversation.
Make note of where the conversation paused and schedule a follow-up team meeting to pick up where you left off.
High performing teams revisit their team norms and expectations regularly, so hopefully this won’t be the last time you discuss your TeamDynamics as a group anyway.
Agenda
01
Get oriented.
Introduce TeamDynamics and how we can use them as a team
02
Discuss our TeamDynamics.
Review and reflect on our results as a team
(optional: and as individuals)
03
Plan for action.
Brainstorm how we can work more effectively together and with other teams
Let’s set some ground rules
Goals
Develop a shared understanding of our TeamDynamics, what they mean, and how we can use them
Discuss how our individual CoDynamics interact with our TeamDynamics (if we feel comfortable doing so!)
Create a tangible set of actions to improve our team norms and behaviors based on our TeamDynamics
Non-goals
Critique our (or any other) TeamDynamics — there are no “better” or “worse” types
Attempt to change our TeamDynamics — your team’s behaviors and preferences are what they are. The key is to understand and work with them, rather than try to change them!
Get oriented.
01
Building a common knowledge base.
Teams are different
A team’s type, as described by its TeamDynamics, serves as a framework for understanding, and better working with, these differences. For example…
How do we arrive at decisions?
The team prefers clear direction
from leadership.
OR
The team prefers to discuss and debate until it reaches consensus.
How do we deliver projects?
The team develops detailed plans first, and then follows them closely.
OR
The team moves quickly to action, and adjusts course as it goes.
Team type has four dimensions
Generating insights
Communicating
How the team shares information
O
Ordered
I
Informal
Processing
How the team interprets shared information
R
Relational
L
Logical
Translating insights into action
Deciding
How the team arrives at a course of action
C
Concordant
A
Authoritative
Executing
How the team works towards its objectives
D
Deliberate
S
Spontaneous
Then the cycle begins again.
There are 16 possible TeamDynamics
ORAD
OLAD
OLCD
ORAS
OLAS
OLCS
IRAS
ILCS
ILCD
ORCD
ORCS
IRCS
IRCD
IRAD
ILAD
ILAS
For example, ILAS teams are …
I
Informal Communicators
Information is surfaced and shared organically
L
Logical Processors
Information is evaluated on its own merits without regard to source
A
Authoritative Deciders
Decision is driven by direction from team leadership
S
Spontaneous Executors
Lightweight plans favor agility and adaptability
Mature teams know how to work with their TeamDynamics
Know thyself: Everybody on the team knows their TeamDynamics — and are aware of which team behaviors are more or less natural for them as an individual.
Make it explicit: The team communicates their TeamDynamics to new teammates and external collaborators, so everyone knows how best to work with them
Flex when needed: The team recognizes when it makes sense to deviate from their natural preferences — and makes expectations clear when they do
Evolve over time: The team revisits its TeamDynamics on a regular cadence as things change, like the team structure or the broader company context
Discuss our TeamDynamics.
02
Digging into our results.
Overview: Our TeamDynamics
OLAS
The Fast Movers
Very strongly Ordered
Very strongly Logical
Very strongly Authoritative
Strongly Spontaneous
Characteristics of OLAS Teams
OLAS teams use a structured information-sharing approach to clarify roles and streamline decision-making.
Their decision-making is top-down, allowing leaders to swiftly direct and respond to changes.
Despite their structured methods, OLAS teams maintain flexibility, readily adjusting plans as new information emerges.
Where OLAS Teams Excel
OLAS teams communicate clearly and efficiently, minimizing misunderstandings.
They rapidly process and respond to new information, excelling in high-stress or fast-changing situations.
By bypassing consensus-building, OLAS teams quickly implement new strategies.
Potential Blind Spots
OLAS teams' fast pace may lead to short-term solutions that cause future issues, sometimes sacrificing creativity for speed.
Their frequent and spontaneous plan adjustments can disrupt consistency and cause burnout in projects needing stability.
The top-down decision-making style of OLAS teams can alienate members who feel their opinions are overlooked.
Digging in: 3 topics to discuss as we review each Dynamic
i
How do these Dynamics resonate with us?
What are examples of us exhibiting this Dynamic?
Has this Dynamic been consistent over time? If not, when did we exhibit the opposite Dynamic?
ii
How do these Dynamics affect the way we work?
How does this Dynamic manifest in our team norms and expectations?
How does this Dynamic impact the way we collaborate and coordinate with other teams?
iii
When are these Dynamics more or less effective?
In which situations does this Dynamic allow us to excel and thrive as a team?
What are the scenarios where this Dynamic leads to challenges or stress?
Communicating: How our team shares information
Communicating
Very strongly Ordered
OrderedInformal
Strength increases away from the center.
Your team’s behavior
Ordered
Information is surfaced and shared through
defined processes and forums
Ordered teams are likely to…
Maintain organized, accessible documentation on team priorities and projects
Leverage reusable templates when sharing information and data
Create and follow prescribed agendas for recurring and important team meetings
Informal
Information is surfaced and shared organically
Informal teams are likely to…
Gather and share information on priorities through meetings and ad hoc conversations with relevant experts
Have a variety of methods for sharing updates and data, based on both the information at hand and who is sharing it
Hold free-flowing discussions that adhere loosely, if at all, to agendas
Processing: How our team interprets shared information
Processing
Very strongly Logical
RelationalLogical
Strength increases away from the center.
Relational
The source of the information matters when it is being evaluated
Relational teams are likely to…
Wait for input from specific individuals prior to bringing information to the team or leadership
Emphasize the people who were consulted when making recommendations
Invest in developing relationships with others, both within and beyond the team, to enhance their ability to get things done
Your team’s behavior
Logical
Information is evaluated on its own merits without regard to source
Logical teams are likely to…
Apply consistent, broadly-understood principles and analytical frameworks when interpreting information
Highlight the underlying analysis and supporting rationale when providing input
Prioritize the ability to consistently arrive at the correct conclusions when assigning responsibilities
Deciding: How our team arrives at a course of action
Deciding
Very strongly Authoritative
ConcordantAuthoritative
Strength increases away from the center.
Concordant
Decision is driven by consensus among team members
Concordant teams are likely to…
Invest time incorporating feedback from others on the team when creating a document or presentation
Require that leaders of project teams are collaborative and inclusive
Have all-team communications that revolve around group debates about the correct course of action
Your team’s behavior
Authoritative
Decision is driven by direction from team leadership
Authoritative teams are likely to…
Prioritize refining an argument and its supporting analysis when creating a document or presentation
Look to leaders of project teams to be decisive and fast-moving
Focus their group communications on sharing decisions that have been made by leadership
Executing: How our team works towards its objectives
Executing
Strongly Spontaneous
DeliberateSpontaneous
Strength increases away from the center.
Deliberate
Plans are thorough, closely followed, and regularly updated
Deliberate teams are likely to…
Wait to begin a project until plans have been developed, reviewed, and approved
Spend significant portions of progress updates evaluating progress relative to original plans
Judge the most successful projects to be those that resulted in timelines and outcomes in line with original plans
Your team’s behavior
Spontaneous
Lightweight plans favor agility and adaptability
Spontaneous teams are likely to…
Begin projects without a formalized review or approval of plans
Rarely reference, or update, plans once a project has begun
Celebrate projects that were reactive and flexible to changing information and circumstances
Plan for action.
03
Turning insights into impact.
Three step approach for action planning
10+
min.
Generate ideas
Everyone write down their thoughts and ideas (on sticky notes or a virtual whiteboard like FigJam or Miro) for actions we can take as a team.
Use the prompts on the next slides to spur ideas!
10+
min.
Identify and prioritize themes
Share out ideas, group them into themes, and prioritize (e.g., by voting).
10+
min.
Discuss and codify actions
Develop an action plan and commit to next steps.
Generate ideas: 1 of 3
3+
min.
Everyone write down their thoughts and ideas (on sticky notes or a virtual whiteboard like FigJam or Miro) for actions we can take as a team.
Use the following prompts to spur ideas!
Reflecting on our TeamDynamics
What types of projects or scenarios might be more or less challenging for our team, given our TeamDynamics?
In the past, are there scenarios where our team has deviated from our TeamDynamics?
What were those types of scenarios?
And how did we perform as a team?
Generate ideas: 2 of 3
3+
min.
Everyone write down their thoughts and ideas (on sticky notes or a virtual whiteboard like FigJam or Miro) for actions we can take as a team.
Use the following prompts to spur ideas!
Working with other teams
Are there other teams we tend to work more or less comfortably with? Which team behaviors and preferences are driving those differences?
How can we make our team's behaviors and preferences more clearly defined for other teams?
Are there behaviors we should intentionally adjust when interfacing with other teams?
Generate ideas: 3 of 3
3+
min.
Everyone write down their thoughts and ideas (on sticky notes or a virtual whiteboard like FigJam or Miro) for actions we can take as a team.
Use the following prompts to spur ideas!
Setting team norms
What team behaviors and preferences should we codify more explicitly into norms?
Are there existing team rhythms (e.g., retros, 1-1s, feedback processes) where it might be helpful to revisit our team behaviors and norms?
Where and how should we communicate those norms (e.g., documents, user guides, kickoffs, onboarding)?
Identify and prioritize themes
10+
min.
Share out ideas, group them into themes, and prioritize (e.g., by voting).
Step 1: Share your top ideas
Each team member shares their top 2 ideas from:
Reflecting on our teamDynamics
Working with other teams
Setting team norms
Step 2: Group ideas into themes
Organize ideas into common themes. Try to have at least 5!
Step 3: Prioritize themes
Each team member votes for their top 2 themes, according to the themes’ impact on:
Team performance
Team satisfaction
Discuss and codify actions
10+
min.
Develop an action plan and commit to next steps.
Discuss and refine the top themes
Does the team agree that working on this theme would be impactful?
Are there any initial ideas for addressing this theme that jump out as actionable?
Are there priority ideas that we should commit to?
Nominate an owner for prioritized actions
Identify an owner to translate this theme into action
Ask the owner to define the action plan, including:
What are the first 3 steps for translating this theme into action?
How will we measure our progress?
How will we hold ourselves accountable for taking action based on our TeamDynamics?
Set a deadline for the owner to present that plan
Choose one experiment
Turn your discussion into one change you can test in work already planned.
Record the situation, the behavior you will try, who will take responsibility, and when you will review whether it helped.
While a slide is focused, use the left and right arrow keys to move between slides, or Home and End to jump to the beginning and end.
OLAS quick reference
Keep this overview handy for conversations about how your team works. It describes the team type, not anyone's personal results.
OLAS
The Fast Movers
- O
- Ordered communicators
- L
- Logical processors
- A
- Authoritative deciders
- S
- Spontaneous executors
Key characteristics
- Communication is clear, organized, and to the point
- Rely on data and analysis when it's time to make decisions
- Quickly pivot when needed
Working with us
- Give us clear, actionable information
- Encourage us to pause for a beat to consider options
- Keep up! We're going to move quickly to action
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