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Because teams are everywhere, it's easy to underestimate the systemic requirements and “heavy lifting "that is necessary to yield the skills, behaviours, and results of teams “as advertised". So many of our workplaces have significant team involvements; from what may seem like a "little thing" such as "team lifting" right through to integrated teams requirements in electrical engineering fit outs etc.
Why is it then that you become disappointed that the team slipped a schedule, missed a quality gate (goal), or that the electrician neglected to tell the fitter that the system was "live". It’s tempting to blame the team members, but the real problem is often far removed from the team. TransformationalSafety.Com has identified the "teams interface" as amongst the most significant potential factors in safety performance breakdown. In aligning this observation with the body of research surrounding transformational leadership TransformationalSafety.Com provides a Transformational Safety© focus to an MLQ-T implementation.
The Multifactor Leadership Questionnaire for Teams (MLQT) is a short but comprehensive survey of 50 items that measures a full range of leadership styles as these are expressed in a team's actions. This instrument complements the Multifactor Leadership Questionnaire (MLQ) used in 360degree feedback for individual leaders.
The MLQT is often a good place to start with a work group since it provides valuable feedback to the whole team about how its members see the group performing leadership functions. The MLQT provides a "snapshot" at a micro level of the extent to which a team sees itself to be supporting and practicing the Full Range Leadership Model.
TransformationalSafety.Com facilitators are all internationally qualified to deliver the Multifactor Leadership Questionnaire for Teams.
If you wish to view some sample pages from the Team MLQ provided by TransformationalSafety.Com click here. To arrange a Team MLQ, contact email@example.com.
Thirty two years since Bhopal, thirty years since Chernobyl, twenty eight since Piper Alpha and what have we learned?
Not much. After all, we have seen Texas City, Macondo, the Soma mine collapse, the Lac-Mégantic rail disaster, and the list just goes on - all in the last ten years or so. Clearly what we have been doing has not been working.
The time has come to take some real responsibility, and put some science back into safety. The time has come to transform your safety culture. The cost of not doing anything shall be further death and injury.