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HomeMy WebLinkAbout8E - Council Workshop Notes STAFF AGENDA REPORT DATE: aD JANE KANSIER, PLANNING COORDINATOR DONALD RYE, PLANNING DIRECTOR CONSIDER APPROVAL OF RESOLUTION 96-107 AUTHORIZING A MINOR AMENDMENT TO THE PRELIMINARY PLAT OF "EAGLE CREEK VILLAS" NOVEMBER 4,1996 AGENDA #: PREPARED BY: REVIEWED BY: SUBJECT: INTRODUCTION: Since the City Council approved the preliminary and final plat for Eagle Creek Villas, the developer has requested that he be allowed to construct 45 units rather than the 40 units as originally approved. This revision requires an amendment to Resolution #96-56, specifically Condition #12 attached to the approval of the preliminary plat, which reads as follows: The developer shall be responsible for the installation of public improvements as depicted on the following: a) Grading and Storm Sewer Plan, Sheet C2, Rev. 5-7-1996 b) Sanitary Sewer and Water Plan, Sheet C3, Rev. 5-7-1996 c) Paving Pian............................, Sheet C4, Rev. 5-7-1996 d) Detail Sheet............................, Sheet C5, Rev. 5-7-1996 DISCUSSION: On May 20, 1996, the Council approved a preliminary plat for Eagle Creek Villas. While the plat itself had only two lots, the grading and utility plans were designed for the development of 20, 2-unit townhouse buildings. The property is zoned R- 2, and 2-unit townhouses are a permitted use in this district. On July 15, 1996, the Council approved the final plat for this development. Subsequently, the Developer revised his grading and utility plans to accommodate more units. The new plan includes a total of 45 units in both single family and 2-unit buildings. The attached memo from the Assistant City Engineer states some of the reasons for the revised grading plans. ISSUES: Townhouses are a permitted use in the R-2 district, with a maximum density of 5.5 units per acre and a maximum lot coverage of 22 percent. On this site, a maximum of 58 units is permitted. The revised plan, with 45 units, meets both the 16200 Eagle Creek Ave. S.E., Prior Lake, Minnesota 55372-1714 / Ph. (612) 447-4230 / Fax (612) 447-4245 AN EQUAL OPPORTUNITY EMPLOYER RESOLUTION 96-107 RESOLUTION PROVIDING FOR A MINOR AMENDMENT TO THE PRELIMINARY PLAT OF EAGLE CREEK VILLAS MOTION BY: SECOND BY: WHEREAS, the preliminary plat of Eagle Creek Villas was approved by the Prior Lake City Council on May 20, 1996; and WHEREAS, condition # 12 states: The developer shall be responsible for the installation of public improvements as depicted on the following: oj Grading and Storm Sewer Plan, Sheet C2, Rev. 5-7-1996 bJ Sanitary Sewer and Water Plan, Sheet C3, Rev. 5-7-1996 cJ Paving Plan............................, Sheet C4, Rev. 5-7-1996 d) Detail Sheet............................, Sheet C5, Rev. 5-7-1996" and WHEREAS, the City Council approved a request by Eagle Creek Villas, LLC, on November 4, 1996, to revise the approved grading plan as shown on attached Exhibit A and subject to the conditions included in this resolution; and: WHEREAS, the Subdivision Ordinance, Section 6-3-3(B)3. specifies "If the City Council determines that the scope of the revisions do not constitute a new plat, the Council can order the preliminary plat amended to reflect the revisions with no additional fees charged;" and WHEREAS, the proposed amendment does not constitute a change to the plat but rather amends a condition of preliminary plat approval. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF PRIOR LAKE, that it hereby amends the preliminary plat of Eagle Creek Villas, condition #12, (approving specific grading and utility plans) to allow a revision of the grading and utility plans subject to the following conditions: 1. The Developer will be responsible for extending the 48" storm sewer line north of Priorwood Street to allow the construction of the additional unit. res961 07.doc 1 16200 Eagle Creek Ave. S.E.. Prior Lake, Minnesota 55372-1714 / Ph. (612) 447-4230 / Fax (612) 447-4245 AN EQUAL OPPORTUNITY EMPLOYER 2. The proposed buildings shall comply with the 30' setback from the 100 year High Water Level of the wetland. 3. The Developer shall add an extra sanitary sewer service off the existing IS" sanitary sewer line for the new building proposed to be added south of Priorwood Street and west of the creek. 4. A clean out shall be added to the combined sewer services at the connection to the sewer stub. 5. Any water shut-off curb stop boxes that are not used must be removed. Passed and adopted this.Ath day of November. 1996. YES NO ANDREN GREENFIELD KEDROWSKI MADER SCHENCK ANDREN GREENFIELD KEDROWSKI MADER SCHENCK Frank Boyles, City Manager City of Prior Lake {Seal} res961 07 .doc 2 MEMO TO: FROM: DATE: JANE KANSIER, PLANNING COORDINATOR JOHN WINGARD, ASSISTANT CITY ENGINEER OCTOBER 18, 1996 RE: EAGLE CREEK VILLAS PROJECT 96-37 The developer has requested to amend the plans for Eagle Creek Villas to increase the number of units on this site. The developer claims that they need more units to cover their costs to grade this site and to construct the utilities and streets. The extra units will not adversely affect the design and capacity of the City's street and utility system; however, certain conditions will need to be met. This site has been a difficult site to develop. The area was vacant for many years and the City has felt that the extension of Five Hawks A venue/Priorwood Street would complete an important link in the street looping system. The site contained many low areas that have required a lot of fill to be imported to the site. The developer has been very careful to remove the black dirt from the street and building pad areas. Then sand and gravel was hauled to the site to build up the street area to the new grade. Also, sand and gravel or clay was trucked in to raise the house pad areas up to the elevations of the proposed buildings. The street appears to be a solid street that will serve the community well in the next 20 to 30 years. The developer has also graded house pads with suitable material for all the proposed units. However, final grading inspection is not yet complete. The addition of the extra units does create a couple of concerns related to the grading plan. In the area of the stream crossing, a couple of issues will need to be addressed. On the north side, the existing 48" storm sewer will need to be extended past the building pad. Without this pipe extension, the building pad will encroach in the 30' setback measured from the 100 year flood elevation of the creek. The City and the Developer had numerous conversations during the original plan review stage regarding the extension of the 48" storm sewer on the north side of Priorwood Street. With the City responsible for the cost of the storm sewer facilities, it was decided to keep the 48" line as short as possible. Now the request to add a new building 12' away from the 48" flared end section rather than 40' away, the 48" storm sewer line will need 16200 Eagle Creek Ave. S.E., Prior Lake, Minnesota 55372-1714 / Ph. (612) 447-4230 / Fax (612) 447-4245 C:\WINDOWS\TEMP\EAGCKUIT.DOC AN EQUAL OPPORTUNITY EMPLOYER PAGE 1 to be extended. The cost to extend the storm sewer is approximately $4,600.00 (50' x $92.00 per foot). The Developer has requested that the City pay for the extension of the 48" storm sewer. Staff feels that if the extra unit is approved to be added next to the 48" storm sewer, the Developer should be responsible for the cost to extend the storm sewer. There is a similar concern for the new building pads on the south side of the street adjacent to the stream. In this case, however, the stream banks have already been improved with rip rap and biologs, a coconut fiber used to stabilize the slope of the creek. The City Code requires that house locations shall maintain a 30' setback from the 100 year flood elevation of the wetland or creek, and the 100 year flood elevation on the south side of the creek is 929' MSL. The two units adjacent to the creek encroach into the 100 year High Water Level and must be deleted. The Developer could apply for a variance to reduce the setbacks from the edge of the wetland. Section 6-9-1 of the City Code states the Council may grant a variance from the regulations of the Subdivision Ordinance "upon receiving a report from the Planning Commission in any particular case where the subdivider can show by reason of exceptional topography or any other physical conditions that strict compliance with these regulations would cause exceptional and undue hardship, provided such relief may be granted without detriment to the public welfare and without impairing the intent and purpose of these regulations." The extra units that the Developer is requesting to be added to the Eagle Creek Villas project will be served with sanitary sewer and water service stubs that will be combined on private property. The services to the extra units will connect to the service stubs in the front yard areas of the units. We will require that the shared sanitary service lines have a clean-out added to aid in the future maintenance by the Association and the homeowners. A new sanitary sewer service line will need to be added for the new single family dwelling on the south side of the stream. It can be tapped into the existing IS" sanitary sewer. Some of the previously constructed curb stops will not be used under this revised plan. Those curb stops should be removed, along with any wyes that were placed, when the connections are made to the stubs. The developer has prepared a bylaw for the condominium association that covers the future maintenance responsibility of the private service lines. The bylaw outlines that the association is responsible for maintenance problems outside of the street right-of-way. C:\WINDOWS\TEMP\EAGCKUlT.DOC PAGE 2 I- IJ.~~~ ~~... I:~ ~ i5 z (I) hi :; ... C: ~ I '-, I I I I I I I I I I I I I I I I I I I I I I I I I \: 'J : \ .. . ~;j b ~l ~~ ~: ) ,/ l~l (:~ '/ II I ( 'I II i) (jj , . '-. ..... '-:-" _\ ~ I . i. I .:' \T'vTrV[J/- _'___ I'~'I 1:J ~ o 1:J o tn m C ~, m < - tn m C C) ~ :I> C - Z C) 1:J r- :I> z- 9\?/ider & .9lssociates, Inc. CIVIL ENGINEERS & LAND SURVEYORS October 17, 1996 Ms. Jane Kansier City of Prior Lake 16200 Eagle Creek Avenue SE Prior Lake, MN 55372 The following information was used to calculate the percent of coverage on the Eagle Creek Villas project: Total area of project (including streets) 589,845 sq. ft. Area of public streets 80,421 sq. ft. Area of Outlot A 128,130 sq. ft. Area of Block 1 214,260 sq. ft. Area of Block 2 167,034 sq. ft. Block 1 Unit Areas Breakdown . Area of Units 30 through 45 including decks (8 X 3,830 sq. ft. per building) 30,640 sq. ft. . Area of Unit 29 with deck 1,915 sq. ft. . Area of Units 25 through 28 including decks (2 X 3,307 sq. ft. per building) 6,614 sq. ft. . Area of Units 23 and 24 including decks 3,464 sq. ft. . Area of Unit 22 including deck 1,732 sq. ft. Total area of Units 22 through 45 44,365 sq. ft. Percent Coverage Block 1 = 20.70% 3440 Federal Drive, Suite 240 · Eagan, Minnesota 55122 · (612) 452-5051 · FAX (612) 452-9797 Block 2 Unit Areas Breakdown · Area of Units 1 through 8, no decks (4 X 3,630 sq. ft. per building) 14,520 sq. ft 7,660 sq. ft. 1,915 sq. ft. 12,252 sq. ft. 36,347 sq. ft. · Area of Units 9 through 12, including decks (2 X 3,830 sq. ft. per building) · Area of Unit 13, including deck · Area of Units 14 through 21, including decks (4 X 3,063 sq. ft. per building) Total Area of Units 1 through 21 Percent Coverage Block 2 = 21.76% Please give me a call if you have any questions. Sincerely, REHDER & ASSOCIATES, INC. /~~-- Alvin R. Rehder, President ~lider & Jl.ssociatesl Inc. CIVIL ENGINEERS & LAND SURVEYORS 3440 Federal Drive, Suite 240 . Eagan, Minnesota 55122 . (612) 452-5051 . 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MOTION BY: WHEREAS, WHEREAS, WHEREAS, WHEREAS, WHEREAS, WHEREAS, Ked rowski SECOND BY: Schenck the Prior Lake City Council reviewed the request for preliminary plat approval of Eagle Creek Villas at its meeting of May 20th, 1996; and the Prior Lake Planning Commission conducted 'a public hearing on May 13, 1996, to consider the application from "Eagle Creek Villas" for the preliminary plat of Eagle Creek Villas; and notice of the public hearing on said preliminary plat was duly published and posted in accordance with applicable Minnesota Statutes and Prior Lake Ordinances; and the Planning Commission proceeded to hear all persons interested in this issues, and persons interested were afforded the opportunity to present their views and objections related to the preliminary plat of Eagle Creek Villas; and the City Council reviewed the preliminary plat according to the applicable provisions of the Prior Lake Zoning and Subdivision Ordinances and found said preliminary plat to be consistent with the provisions of said ordinances; and the City Council finds the preliminary plat of Eagle Creek Villas to be consistent with the Year 2010 Comprehensive Plan. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF PRIOR LAKE, that the City Council hereby approves the preliminary plat of Eagle Creek Villas subject to the following conditions: 1. The existing shed located in the southeast comer of the site shall be removed by its owner prior to the final platting. RES96S6.00cIDB 16200 Eagle Creek Ave. S.E.. Prior Lake. Minnesota 55372-1714 / Ph. (612) 447-4230 / Fax (612) 447-4245 AN EQL'AL OPPORn;:"ITY EMPLOYER 2. The developer will be responsible for any damage done to .the existing 15" RCP sanitary sewer line during the grading, utility, and street construction. 3. The developer will be required to dedicate 40 feet of half right-of-way for Duluth Avenue at the time of final plat, to accommodate the future upgrading of this street to a two lane urban design with sidewalk/trails. 4. The developer will be required to dedicate drainage and utility easements over the wetlands, creeks, storm water ponds, and over all sewer and water lines constructed outside of the dedicated right-of-way. 5. Along the west edge of Lot 1 Block 1, the final plat shall dedicate a 20 foot wide drainage and utility easement from the center of the existing 15" sanitary sewer line to the east to protect this 20 foot deep line. 6. The developer will need to provide an emergency overflow swale to allow overland drainage to cross Priorwood Street in case the 48" storm sewer line would become plugged. 7. The developer will be responsible to mitigate at a 2 to 1 ratio to replace the loss of wetland. 8. A revised landscape plan showing the proposed irrigation system(s) shall be submitted for review before approval of the final plat. 9. A tree preservation plan be submitted for approval prior to approval of the final plat. 10. Storm water, collector street and trunk water charges will be determined and collected in the context of the developer's agreement. 11. All public, drainage systems and utilities necessary to provide service to this development shall be designed and certified by a registered professional engineer in accordance with City adopted codes and ordinances, and in accordance with the Public Works Design Manual prior to application for fmal plat approval. 12. The developer shall be responsible for the installation of public improvements as depicted on the following; a) Grading and Storm Sewer Plan, Sheet C2, Rev. 5-7-1996 b) Sanitary Sewer and Water Plan, Sheet C3, Rev. 5-7-1996 c) Paving Plan.............................., Sheet C4, Rev. 5-7-1996 d) Detail Sheet.............................., Sheet C5, Rev. 5-2-1996 RES9656.DOC/DB 2 Passed and adopted this 20th day of May, 1996. YES NO Andren X Andren Greenfield X Greenfield Kedrowski X Kedrowski Mader Absent Mader Schenck X Schenck { Seal} RES9656.00cIDB 3 " ... STAFF AGENDA REPORT DATE: 8E FRANK BOYLES, CITY MANAGER CONSIDER APPROVAL OF NOTES ON OCTOBER 25, 1996 CITY COUNCIL WORKSHOP NOVEl\1BER 4, 1996 AGENDA #: PREPARED BY: SUBJECT: BACKGROUND: As part of our Organizational Improvement efforts, the City Council conducted a workshop on October 25, 1996. Mayor Andren, Councilmembers Kedrowski, Greenfield, and Schenck were present together with City Attorney Pace, Consultant Helgeson, and City Manager Boyles. Councilmember Mader was unable to be present for personal reasons. DISCUSSION: The purpose of this agenda item is to provide the City Council with the opportunity to review notes taken at the October 25, 1996 workshop, attached is a draft of the notes. The Council should review these materials to assure that: 1. They accurately portray the content of the workshop. 2. They are consistent with the Council's understanding of the overall organizational improvement effort in which we are engaged. ISSUES: The Council should review and discuss the notes and advise the staff of revisions which are appropriate. ALTERNATIVES: The Council has the following alternatives: 1. Approve the notes from the October 25 workshop as written or as amended. 2. Establish a date and time for a City Council/Staff workshop as the next step in the process. RECOMMENDATION: Both alternatives 1 and 2. ACTION REQUIRED: Motion and second to approve the workshop notes as is or with amendments, establish a Staff/Council workshop meeting date and time. ,~ Attachment 16200 Eagle Creek Ave. S.E., Prior Lake, Minnesota 55372-1714 / Ph. (612) 447-4230 / Fax (612) 447-4245 AN EQUAL OPPORTUNITY EMPLOYER DATE: TO: FROM: RE: October 30, 1996 Council Retreat Participants Frank Boyles, City lVIanager Draft Summary of City Council Workshop October 25, 1996 Please review and comment on the following summary of the workshop. Materials included for your review include: 1. Notes and summary of City Council workshop. 2. NIemo from City :YIanager to TTT members (please note that some members of the internal design team (TIT) protested their involvement while they were actively involved with labor negotiations and suggested to other team members that the function of the team be put on hold while labor negotiations continue). 3. Past materials from TTT meetings. Present at the workshop were: LVIayor Andren, Councilmembers Greenfield, Kedrowski, and Schenck, City ..~ttorney Pace, Consultant Lonnie Helgeson and Prior Lake American editor Lee Ann Schutz and City lVIanager Frank Boyles. Councilmember :YIader was absent from the workshop due to personal reasons. Background: The City Council of Prior Lake is recognizing that Prior Lake is growing beyond its small town origins and becoming a rapid developing City. As development accelerates, so too do the issues which the Oty Council and Staff faces. In May, 1996 in response to internal organizational issues, the City of Prior Lake began an organized, multi-faceted, three phase organizational improvement process intended to increase effectiveness and further quality service to its customers. Organization Development Consultant, Lonnie Helgeson was asked by the City Manager to provide assistance with the improvement processes by assessing and evaluating the relationship of the Oty Manager and the Staff, helping to identify underlying systemic issues affecting the organization, and providing on-going coaching and training and development support. The three phases of the organizational improvement process are: Phase One: . Data-gathering through intervie'\1VS with select managers, organizational observations and analysis of pertinent current and past events. . An organizational assessment report submitted on July 20, 1996. . The development of an internal design team to evaluate, design and implement organizational interventions. H:' C~(1.-\;'-j..\GER',.ME:VIO",CC'.V K. :)C)C Phase Two: . The further development of the internal design team into a self-directed work team through specific identified needs for training and development. . An Organizational Assessment Report focused on the functioning and effectiveness of the City Council from an internal perspective. The report was submitted October 18, 1996. . The strengthening of relationships betw'een the City Coundl, City Staff and the Public. Phase Three: . Assessment and evaluation of the effectiveness of the organizational interventions and process. Council Workshop Purpose and Overview: On October 25, 1996 the City Council met as a body for the first session of a two session workshop. The focus of the first session was the internal functioning and effectiveness of the City Council and to discuss the contents of the October 18th Organizational Assessment Report. The second session will focus on the Council's external functioning in particular their relationship with the Staff and the Public. (Date, time of second session to be determined) The overall purpose of the workshop and both sessions is to strengthen the effectiveness of the City Council as a body and improve service to the public. The objectives of this first session included: . Identification and assessment of areas for improvement. . Focusing on how the Council functions as a group and learn some new tools for improving effectiveness. . Building a commitment within the Coundl toward continued improvement and organizational effectiveness. The objectives of the second session will include: . Focusing on how the Council functions in relationship with the City Manager and the Staff and development of ways to improve their relationships and their service to the public. To provide an opportunity for Staff and Council to discuss and dialogue with each other in order to strengthen and improve their relationship and perfonnance. To build commitment between Council and Staff to work towards continual learning and improved performance. . . Session I Overview: At the first session of the workshop, participants shared their expectations of themselves and eac...~ other, suggested some ground rules to guide their discussion and talked about their desire to learn new tools in listening and decision-making in order to gain a better understanding of the purpose, goals and challenges facing the City Council. Initial discussions focused on improving how the Coundl as a body can best respond to the ever increasing and more complex demands of a rapidly growing dty. Several important points were brought out in the discussion: . An increased appreciation of the richness of diversity of ideas, backgrounds and perspectives that eac.~ Councilmember brings to the decision-making process. . The importance of the Council acting as a cohesive body and not as single individuals. . Viewing dissension of ideas among Counci1members as an opportunity for learning and reclarification of vision and goals. . That each Council Nfember's voice has importance in the decision-making process and opinions need to be respectfully given and sought out. . That good public policy is achieved when Counci1members make sure that their hearts and minds are connected during discussions, decision-making, and policy setting processes. Other important aspects of the conversation focused on Councilmembers, the City Attorney and the City Manager reflecting on their own performances and asking for feedback from their colleagues. ~. Helgeson facilitated this conversation and offered some tools for improved communication and understanding that induded ways for the group to not only improve ways to make decisions but also to learn together. Summ~ ". One of the most essential insights made by the Coundlmembers was that things can never be as simple or non-complex as they used to be when Prior Lake was a small village. Times are changing rapidly and the demands upon City Services are increasing. In order to best meet these challenges the City Council needs to gather more tools and learn imFroved ways of thinking and decision-making in order to give Prior Lake Otizens the high quality community and services it expects. Next Steps: . To review these notes and add comments from your perspective. . To present amended copy with a cover letter for Council filing and to confirm the scheduled day, date, time and location for the second session of the workshop. , TO: TIT Design 1\J ~I bers FROlVI: Frank Boyles \ \ \ RE: Continued Organiza . onal Improvement Process Upon further reflection of our meeting yesterday, I want to clarify my commitment to continuing the process of improving the organizational effectiveness of the City of Prior Lake. The process is multi-faceted. complex and both short and long term focused. The design team you are a part of is only one aspect of the whole process and important on several levels. One is to include you in identifying issues, assessing their importance and designing organizational interventions to address and ameliorate these issues. The second is to provide training, resources and support for the team to become a self-directed work team. The purpose of the team, as we identified it together is: "to promote synergistic professional relationships, a supportive learning environment and increased organizational effectiveness. The Team will foster a caring work environment for all employees in order to enhance hob satisfaction and function as a team of professionals dedicated to improving public service and the qualify of life in Prior Lake" The goals of the team, as we identified as group are: Improvement of communication throughout the organization. Improve working relationships inside and between all departments and strive for cooperation and commitment. Improve the working environment by being sensitive to each other's needs creating a fun and rewarding work atmosphere, and treating each other as valuable assets through rewards and recognition. I would like this group, with its mission and goals to continue on a comoletelv voluntarv basis. If you agree to participate it will be with the expectation you will be fully committed to seeing the process through. There will be no repercussions against anyone who chooses not to participate. It is my vision to move the City of Prior Lake forward with a committed rather than compliant team of professionals dedicated to continual improvement. To do so, the way we operate as an organization needs to change and improve with the changing demands of the City. H: ;C~tA~.~ GER\:-,t E~10\ TIT .DOC The suggestions by some team members that this aspect (the internal design team) of the improvement process in any way was designed to effect or affect the bargaining process are absolutely wrong. Bargaining over salary, vacation, sick leave, holidays, work hours, grievance and benefits have nothing to do with the respect and collegiality I expect from my team or how services are provided to the public. We have not discussed these things at the meetings of the design team, nor do we intend to in the future. It is my assumption that all parties involved in the labor negotiations want to resolve these issues as quickly as possible with the best possible outcomes for all involved. ....:\nd while these negotiations are going on we need to increase rather than stop our efforts and goals of improving communication and building internal capacltles. The City Council has in recent meetings begun to articulate their vision of the future by recognizing that Prior Lake is no longer a village but a rapid growing City and that the way we do business has to and will change. I intend to move forward with a team committed to the Council's vision, to me as City ~!anager and to one another as professionals and colleagues in order to deliver quality services to the public. Those of you who intend to continue to work with me on the design team, please let me kno\v by the end of this week. We will meet at our regularly scheduled time, Tuesday, November 5th at the Fire Station. I asked Lonnie Helgeson to further brief the group on the Council's retreat and to start to organize the discussion between Staff and Council. H :\,C~1.-\~ A GER\.ME.'.IO\TTT. DOC Memo: October 30, 19% To: 1TI' members From: L. Helgeson Re: Review of October 29th meeting In attendance: F. Boyles, D. Rye, P. Hokeness, B. Tremere, R. Teschner, J. Wingard, G. Staber, J. Scherer, D. Powell, S. Schmidt Agenda for October 29, 1996: During check-in Gary brought up his concerns and inability to participate on the 1TI' team while engaged in labor negotiations. A heated discussion followed. After several comments Gary left the meeting and the group decided to adjourn their meetings until after labor negotiations were completed. ~V. .-.-."'. ,.."'" . ..~ .~ .~......."C ......... .~"".... , ,..:.,:.;.:.:~' .~.:.:.:.~.".:...~~.:.:.:~.. ~... ~....... ....'.......,~..c .~..""... ...,:...~, )~.:+:.~'.(.:.:.:.:.:.j ..:.:.:.~ .~.:.:.~.~:~.~.:~. ......... _._......1I1o..'::0'...~~...... .... ~..........C ,~........c.~............... ~....~. ~ .~.. ~.....,:..~... .:....O.O.O~ >O..............~ ~......' .. ..A.Ao, .....'c. ... OA..Ol>oo,. .~.O.......O, .'C.~. . ...>.. ................... .AA. ..," __ .....0...< ~............ ...~.. ~..o,. '. ..A....< ....< .0. ~ .. ... ... Memo: October 29, 1996 To: The TIT (Steady and Sure) From: L. Helgeson Re: Review of October 15 meeting, Agenda for November 5 meeting In Attendance: F. Boyles, D. Rye, D. Powell, J. Wingard, B. Tremer , P. Hokeness, R. Teschner, G. Staber Agenda for October 29, 1996 (Today's Meeting) To review last week's notes, issues. F. Boyles & L. Helgeson to report to group about City Council's Retreat and implication to staff. To improve personal communication through a video taped exercise. (Goal #1) Agenda for October 15, 1996 (Last Week's Meeting) Address "parking lot" issues. Review notes and added communication aids. Continue with Part B of Fishbowl exercise. Parking Lot Issues Addressed and Discussed: 1. Ralph's concerns about a sentence in the Organization Assessment Report, that he read and understood to be inflammatory and a threatening statement directed at him, were ameliorated when he was informed that the sentence was intended for the City Manager. The discussion that followed was about using the "ladder of inference" as a tool in understanding, particularly when something is said that may be interpreted as offensive and aggressive. 2. Dick stated that he did not appreciate being "tricked" by the fishbowl exercise. He focused more on the content of the exercise instead of the process and asked that in the future he be fore warned of this type of potentially "emotionally upsetting" exercise. Parking Lot Issues (continued) 1. Humor as a communication pattern in this group. P. Hokeness Needs for the TfT(continued) 1. Define our roles and authority within the organization. 2. Understand and implement leadership in a self-directed work team. 3. How do we transition what we are learning here to whole organization? Fishbowl Exercise (completed) Group communication habits that don't work towards effective communication. 1. Use of "we" instead of "I". 2. Interrupting. 3. Blaming or placating communication patterns. 4. Giving away your power. October 15th Meeting Evaluation: My perceptions and yours (the facilitator's) vary a lot. Sometimes I don't understand where you're going. Discussions were forced - want to talk without it being forced on a time frame or in an exercise. Compared to our staff meetings this "dialogue" stuff is different. There is an internal stress between wanting to get things done and watching the process. I'll be interested if we can meld dialogue with good decision making. We're making progress. We all need to have a common experience so we can be more informed. Feeling comfortable in our process - it is important. Went fine - I see progress. I had a real hard time getting my head into it today /. Progress made but incremental. Goal oriented driven group of individuals focusing on progress is hard - progress is hard to measure. Still want everyone to be more candid, more direct. I like the observations. We were too hurried, lacked sufficient time today. Next Week's Agenda: Meet at Prior Lake Fire Station, November 5, 1996. Continue with personal mastery skills (Goal #1), address ways to improve working relationship with City Council (Goal #2). Memo: October 15, 1996 To: The Tactical Turtles Team (ready for action) From: L. Helgeson Re: Review of October 1 meeting, Agenda for October 8 meeting In Attendance: F. Boyles. D. Rye, J. Kansier, J. Scherer, D. Powell, J. Winegard, B. Tremer, P. Hokeness, R Teschner Review Agenda for October 8, 1996 Review notes, parking lot issues, needs for the TIT. Communication Skill Building - Focus on Personal Mastery Parking Lot Issues 1. Ralph brought up his concerns about the Organizational Assessment Report, specifically the last paragraph in section I which states: "It is optimum to work with the existing workforce and not to move people around or out o.f the organization during the initial phase of organizational assessment. If after reassessment of suggested interventions, specifically identified subordinate's actions do not show improvement, reorganization or disciplinary measures may be taken." Discussion of this issue was saved for next week. 2. Dick wondered what should be the size of the group and who should be attend? Issue was briefly addressed as follows: TIT is for Department Managers and the person who they will be sending in their absence. It is not our intent to grow the TIT any larger. The attendance of Department Manager's Associates is up to the discretion of the Department Manager. 3. Jay asked what should he say to co-workers when they ask him about the TIT and what we're doing here? Issue was addressed as follows: The intention of the TIT is to communicate what we are doing to the rest of the organization but to be judicious and confidential about disclosing personal anecdotes or behavior that may reflect badly on someone or be the source of gossip. 4. Don was concerned that the example used for our communication experience was very emotional and may have gotten in the way of our learning. Is it necessary to use such an emotional issue while we are stillleaming a new skill? Discussion of this issue was saved for next week. Needs for the TTT (continued) 1. Define our roles and authority within the organization. 2. Understand and implement leadership in a self-directed work team. 1 3. How do we transition what we are learning here to whole organization? 4. Are we going to let Frank buy and bring the pop and snacks each week? Communication Review: The Basics: . How we talk. . How we listen. . How we are heard. . How we make meaning. . How we take informed action. . The most important factor in good communication is effective listening. Communication is more then words - 93% of the message received is based on non- verbal clues such as body language, dress, mannerisms, etc. The other 7% which is the actual content of the message after 24hours 50% of that is not remembered. And its all downhill from there. (See Rodger Ailes, You Are the Messaee , 1988 - the PR person that helped get Ronald Reagan elected) The Message - How we clearly state an issue to someone else. . Use of I statements. . I "observe, see, the data." . I "think that." . I "feel like." . I "interpret that to mean." . I "intend to do." . I "what action." Applied Executive Communication Skills: Balancing Advocacy with Inquiry: (Adapted from Peter Senge's, The Fifth Discipline Fieldbook) Being advocates and problem solvers for our point of view is usually not a problem for most people until they rise in organizations and are forced to deal with more complex and interdependent issues where no one individual knows the answer. When the most effective and efficient method to arrive at new insights is for groups of informed and committed individuals to think together then they need to learn to skillfully balance advocacy with inquiry. That's BALANCE not replace. This means developing a variety of communication skills such as: (Adapted from Rick Ross and Charlotte Roberts article Balancing Inquiry and Advocacy) 1. Dialogue: Suspending all assumptions, creating a container in which collective thinking can emerge. 2. Skillful discussion: Balancing advocacy and inquiry, genuinely curious, makes reasoning explicit, asks others about assumptions without being critical or accusing. 3. Politicking: Giving the impression of balancing advocacy and inquiry while being close-minded. (dysfunctional) 4. Clarifying: "What is the question we are trying to answer?" 5. Interviewing: Exploring others points of views and the reasons behind them. 6. Interrogating: ''Why can't you see that your point of view is wrong?" (dysfunctional) 7. Withdrawing: Mentally checking out of the room, and not paying attention. (d ysfunctional) 2 8. Sensing: Watching the conversation flow without saying much but keenly aware of all that transpires. 9. Bystanding: Making comments which pertain to the group process, but not to the content. 10. Explaining: ''Here's how the world works and why I can see it that way." 11. Asserting: "Here's what I say and here's why I say it." 12. Dictating: "Here's what I say and never mind why." (dysfunctional) 13. Testing: "Here's what I say. What do you think of it?" 14. Plus many more. Ladder of Inference: (Rick Ross from Chris Argyris original work) Our ability to achieve good results from communication stem froms the following sometimes erroneous assumptions: . Our beliefs are the truth. . The truth is obvious. . Our beliefs are based on real data. . The data we select are the real data. For example: The story about the King who went hunting only to return and find his faithful dog not waiting for him at the expected place. In haste he runs back to his castle, sees people upset and yelling, liThe child! Your son!". Runs up the stairs into the nursery and sees his infant son's crib empty and covered in blood and his dog growling under the crib. When he sees his dog in such a state he pulls out his sword and stabs him only to discover later his infant son safe under the crib and the body of a dead wolf nearby. The ladder goes from bottom up as follows: . I observed, experienced - "faithful dog not where he should be frantic servants, t:. " urgency, rage, lear. . I selected data - "blood on dog, growling at him, empty bed." . I add meaning cultural and personal- "the dog is acting strange out of character." . I make assumptions based on the meanings I added - lithe dog must be deranged ." . I draw conclusions - "the dog attacked my son in his crib and killed him." . I adopt beliefs about the world - "you can't trust anyone not even a faithful dog." . I take actions based on my beliefs - "pulled out his sword and stabbed him." From the top of the ladder down: . Our beliefs determine our actions which then end up becoming a "reflexive loop" - actions over time become habituated and that determines what we experience and which data we select. . Most people don't usually remember where their deepest attitudes came from. The data gets lost but assumptions remain. How to use the ladder of inference: . Become more aware of your thinking and reasoning. (reflection) . Make your thinking and reasoning more visible to others. (advocacy) . Inquire into others' thinking and reasoning. (inquiry) . What is observable data behind their statement? . Does everyone agree on what the data is? . Can you run me through your reasoning? . How did we get from that data to these abstract assumptions? . When you (blank) did you mean (blank - my interpretation)? . Use caution - don't get slick -learn to embed it into the conversation. 3 Communication Protocols For Improving Advocacy: Walking up the ladder of inference, some helpful one-liners. . Here's what I think and here's I got there. . I assumed that. . . . I came to this conclusion because. . . . To get a clear picture of what I'm talking about imagine that you're. . . . What do you think about what I just said? . Here's one aspect which you might help me think through. . . . Do you see it differently? For Improving Inquiry: Walking down the ladder of inference, more one-liners. . What leads you to conclude that? What data do you have for that? What causes you to say that? . What do you mean? What's your proof? Can you help me understand your thinking here? . What is the significance of that? How does this relate to your other concerns? Where does your reasoning go next? . I'm asking you about your assumptions here because. . . . How would your proposal affect. . . ? Is this similar to . . . ? Can you describe a typical example? . Am I correct that you're saying? For facing a point of view with which you disagree: . How did you arrive at this view? Are you taking into account data that I have not considered ? . If I understand you correctly, you're saying that. . . . Have you considered. . . . When you say such-and-such, I worry that it means. . . . I have a hard time seeing that because of this reasoning. . . For getting through an impasse: . What do we know for a fact? . What do we sense is true, but have no data for yet? . What don't we know? . What is unknowable? . What do we agree upon, and what do we disagree on? . Are we starting from two very different sets of assumptions here? Where do they come from? . It feels like we're getting into an impasse and I'm afraid we might walk away without any better understanding. Have you got any ideas that'll help us clarify our thinking? . I don't understand the assumptions underlying our disagreement? 4 Opening Lines for Overcoming Defensiveness: When Strong view are expressed without any reasoning or illustration The discussion goes off on an apparent tangent. . . You doubt the relevance of your own thoughts Two members pursue a topic at length while others observe Several views are advocated at once. You perceive a negative reaction in others You perceive a negative reaction in yourself. Others appear uninfluenceable. You mieht say "Y ou might be right, but I'd like to understand more. What leads you to believe. . .? "I'm unclear how that connects to what we've been saying. Can you say how you see it as relevant?" 'This may not be relevant now. If so, let me know and I will wait." "1' d like to give my reaction to what you two have said so far, and then see what you and others think." "We now have three ideas on the table (say what they are). I suggest we address them one at a time. "When you said (give illustration) I had the impression you were feeling (fill in the emotion). If so, I'd like to understand what upset you. Is there something I've said or done ?" "This may be more my problem than yours, but when you said (give illustration) I felt (fill in feeling). Am I misunderstanding what you said or intended? "Is there anything I can say or do that would convince you otherwise?" Fishbowl Exercise: (Separate Page attached) Partners A went through the first part of exercise. Next week partners B will repeat the process. The topic chosen is "Are all employees treated fairly at Prior Lake City Hall- are they on the same playing field." Meeting Assessment: Interesting lesson in communication, very integrating. I enjoyed the hands on common sense approach. Good experience, Challenging to see and use the ladder and protocols. Something new to learn and apply. We don't know this stuff and it is good to see it. I found it a good exercise and want more of it. I hope you will be getting into the more advanced techniques of communication like 'probing'. Fun to discuss with everyone - me being a subordinate. Suspicious that emotional content of topic got in the way of our learning - why do it in this fashion? This really facilitates our learning something about selves - forcing us into conversation that may be a little heated. I had no emotional stake in this and found it interesting. Next Week's Agenda: Meeting at Prior Lake Fire Station, October 22, 1996 from 1 :00 - 3:30. Come prepared to address several parking lot issues and to continue the Fishbowl Communication experience. 5 Fishbowl Experience Difficult topic in mind such as a recurring chronic problem. Team should be large enough to separate into two groups. Step 1 Pair off with a partner and ask each other these questions. 1. What strong opinions do you hold (as an individual) about this topic? 2. What observable data (facts, not opinions) can you bring to the group's skillful discussion? 3. Are you willing to be influenced? 4. What is your vision for a satisfactory outcome of this issue? Step 2 Arrange chairs into two circles. Partners go into different groups. The first talkers go into inner circle and begin conversation. Observers - watch/coach your partner using these questions as guidelines When advocating how often did your partner: 1. State his or her opinions and ideas so clearly that those listening could picture them in their own minds 2. Offer the assumptions on which his or her opinions and ideas are built? 3. Provide observable date (facts, not opinions or anecdotes) to support and illuminate a line of reasoning? 4. Invite others in group to add to his or her ideas? 5. Refrain from defensiveness when questioned? When inquiring how often did your partner? 1. Ask questions about others' assumptions and data without evoking defensiveness? 2. Ask questions which increased the group's understanding of someone's opinions? 3. Listen without judgment (attentively, and without interrnptions) as others spoke? Step 3: Critique 5minutes Stop group and return to pairs and observer gives feedback notes to talker- use protocols of skillful discussion Step 4: Group A resumes inner circle and resumes their discussion for another 15- 20 mins and again observer takes notes - this time on noticing what has changed Step 5 Repeat whole process but with Group B as talkers in the inner circle. Step 6 Take a short break and reconvene and talk about the group's competency in generating a broader understanding of its own behavior. 1. What new behaviors worked particularly well? 2. Now continue your discussion in the large group? 3. Finish in pairs. 6 Memo: October 8, 1996 To: The Tactical Turtles Team (sticking their necks out) From: L. Helgeson Re: Review of October 1 meeting, Agenda for October 8 meeting In Attendance: F. Boyles. D. Rye, J. Kansier, J. Scherer, S. Schmidt, J. Winegard, B. Tremer, P. Hokeness, G. Staber, R Teschner Review Agenda: (for October 1, 1996) Agree upon and write working mission statement for the TIT. Establish first three most important goals for the TIT. Needs for the TIT we established: 1. Need to agree upon a problem-solving method. 2. Need a lot of facilitation, keep meetings as planned, once a week from 1 :00 - 3:30 until we can be more self-directed. 3. Need some help with our communication skills. 4. Define our roles and authority within organization. 5. Need to understand how leadership works in a self-directed work team. 6. How do we transition what we are learning here to whole organization? 7. Would like review and upcoming agenda on Monday before meeting. Mission Statement: final working statement The Tactical Turtle Team exists to promote synergistic professional relationships, a supportive learning environment and increased organizational effectiveness. This Team will foster a caring work environment for all employees in order to enhance job satisfaction and function as a team of professionals dedicated to improving public service and the quality of life in Prior Lake. The Goose Story: adapted from Team Building: A Structured Learning Approach Geese fly in a "V" formation for a specific reason - as each bird flaps its wings it creates uplift for the bird immediately following it. By flying together in this fashion the whole flock can fly at least 71 % farther than if each bird flew on its own. Likewise for well organized and high performing teams - people who share a common direction can get where they are going quicker and easier if they cooperate. When a goose gets sick or wounded and falls out of formation it feels resistance and tries to get back into formation. H it is unable to rejoin the flock, 2 or 3 other birds will accompany it and fly down to watch over it until it gets well or dies. When the lead goose gets too tired it flies back into formation and lets another take the point. We need to treat people the same - stand by each other, share the leadership and hard work of getting things done, cheer each other on like you hear the honkers doing as they fly overhead. Primary Goals: 1. Improvement of communication throughout organization. (Assessment, identification, intervention and reassessment of specific problems). 2. Improve working relationships inside of and between all departments and stri ve for cooperation and commitment. (Assessment, identification, intervention and reassessment of specific problems). 3. Improve the working environment by being sensitive to each other's needs, creating a fun and rewarding work atmosphere, and treating each other as valuable assets through rewards and recognition. (Assessment, identification, intervention and reassessment of specific problems). Meeting Assessment: Glad to see we've got a mission statement - it's pretty good. The melders pulled through. Vast improvement over last week. Encouraged by our common thread and understanding the problems that are identifiable. See ways to implement this in our Department meetings. We are increasing our communication abilities and getting more effective. Nice to see group progressing toward common goals. Bring a fly swatter next time and kill the damn fly. Had a lot of fun and important that both Steve and Don listened to me. Nobody yelled - I like that. Felt listened to. Achieved the goal of a mission statement. We're starting to get focused. Still murky we need to keep identifying what's the problem. We need to keep raising issues even they seem off track. Upcoming Meeting: Tuesday, October 15, 1996, Fire Station, Prior Lake, 1:00 -3:30. Upcoming Agenda: Come prepared to review the first three goals, address the needs of the TIT and work on communication skills. Memo: October 1, 1996 To: TIT (Tactical Turtle Team) From: L. Helgeson Re: Review of Meeting In Attendance: F. Boyles, D. Rye, S. Schmidt (for D. Powell) P. Hokeness, B. Tremere, G. Staber, J. Gib (for R. Teschner) Agenda: To review mission and values statements and rewrite or accept. To rewrite or accept ground rules. To agree upon suggested goals or suggest new ones and prioritize them. Strategy: To focus team on self-directed team learning style from facilitator-directed. To use both large and small group discussion format. To provide theoretical and experiential exercises in team learning. Review of Mission Statement: Team members discussed the composite purpose statement from last week's meeting (To make Prior Lake a better community with quality public service through increased organizational effectiveness and synergistic professional relationships working together in a supportive learning environment.). There was almost unanimous rejection of this statement as a proper description of the purpose of their team. After a lengthy dialogue about the group's purpose each member wrote out their suggested mission statement and gave them to D. Rye who will present another statement at next week's meeting. Definition of Terms Hierarchy of organizational structures given: (in hierarchical order of most inclusive to least inclusive). . Fulfillment - the values, responsibilities of the organization, what should govern all of its actions. . Mission - the reason the organization exists, its reason for being, deep purpose. . Vision - the direction of the organization, where it wants to go and what it will look like when it gets there . Power - the energy in an organization, how change happens, the way decisions get made. . Structure - the way things get done, the policies, the communication system, the process. . Resources - the stuff in an organization that you do things with, its product and services, its people and their ideas, its inventory, buildings etc. . Existence - the givens in an organization, its history, its mandates, the external laws governing it. Hierarchy of organizational strategic terms given: (from most inclusive to least inclusive). . Values (from French valoir, means to be worth) the principles that govern every action or your organization. . Mission or Purpose (from Latin mittere, meaning to throw, let go or send, purpose meaning to declare) - represents the fundamental reason for the organization's existence. What are we here to do together? It should directly speak to your customer and how you will serve them. . Vision (from Latin videre, meaning to see) - is a picture of the future you seek to create, described in the present tense as if it were happening now. It shows where the organization wants to go and what it will be like when it gets there. The more richly detailed and visual the image is the more compelling it will be. . Strategic Planning (from Greek, strategia-strat refers to army and egia the actor, originally connected to what the leaders of armies would do.) A disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it. (From J. Bryson's Strategic Planning for Public Organizations, 1995. . Goals (from Old English goelan meaning to hinder, address barriers and obstacles) - Qualitative statements that describe what the organization needs to do in order to be what it says it is, do what it says it does. . Objectives - Quantifiable steps towards each goal that can be measured in some way. . Strategies - How you will perform the objectives, your process, format, action plan. Overt methods. . Tactics - Actual ways you will convince people that your strategies, objectives, goals are desirable and that they should be supported. Usually covert methods. . Expected Outcomes - A description and listing of the product or services your rustomer will end up with at the outcome of your actions. How teamwork can improve you as an individual. 1. Skill - more talent, expertise, technical competence. 2. Communication - vertical and lateral cross departmental lines, more ideas, mutual respect. 3. Participation - boost morale, buy in to changes, job satisfaction. 4. Effectiveness - solutions more likely to be implemented, process ownership. Why is high performing teamwork crucial to producing effectiveness and excellence? 1. Research has shown that groups often make better decisions when issues are difficult. 2. When tasks are complex, specialized and changing it is impossible for a leader or anyone person to know all the relevant information. 3. The likelihood of successful implementation can be improved through a well coordinated team of people working together to help solve one anther's problems. 4. Quality will be higher when team members can confront each other about problems that are being hidden or information that is being withheld. 5. Shared responsibility teamwork sets the stage for further individual development which occurs when the team is collectively performing many of the managerial functions involved in running meetings and projects, build the team effort, and managing problem-solving tasks. 6. Teams help people learn through direct feedback which is a valuable source of information and a powerful impetus for change. What is synergy? (from the Greek - sunergia, cooperation, working together> The interaction of two or more agents or forces so that their combined effort is far greater than the sum of their individual efforts. Major elements of team synergy 1. Learning to dialogue together by listening and clarifying, paying attention and being responsive to the direction taken by the person talking. Not interpreting the speaker and avoiding judgments on what was said. Concentrating on summarizing and understanding. Paying attention to non-verbal behavior, periodically reviewing and mentally summarizing what's being said. 2. Supporting each other to speak up and creating a positive climate where others will feel free to offer ideas. Not a defensive climate. Not easy - most people tend to shoot first and ask questions later especially when presented with a new idea. We tend to focus on negative first, what is wrong, rather than considering what may be right about an idea. Good ideas go unrecognized people become frustrated due to lack of support. 3. Differing and confronting skills involve the ability to present conflicting ideas to the group without threatening individuals. This involves focusing comments on factual issues and avoiding personalities. Playing devils advocate sometimes a good thing. 4. Quality as a personal commitment is essential. Team members must accept responsibilities, be willing to do quality work, be willing to pay attention to details. 5. Acceptance of idea that team member brings a valuable mix of skills to the team - each needs to be valued . 6. Feedback in terms of honest and open communication is critical- measurable and not. Need to learn how to learn. Types of Teams 1. Work teams (formal and pennanent) 2. Cross-functional project teams (formal and temporary)- The TTT 3. Network teams (informal and permanent) 4. Alliance teams (informal and temporary) Voluntary or Not? Research shows (National Productivity Review) people prefer to participate on a team that requires their participation rather then be voluntary. It symbolizes the organizations commitment to improvement and organizational change. Goals Participants were asked to come up with three goals for the TIT which will be discussed at the next meeting. They are as follows: 1. Agree on a fonnat or structure for our meetings. 2. Track the 1TT progress through feedback of its members (verbal and interviews) and track progress through its actions. 3. Continue with and outside facilitator. 4. Keep it simple. 5. Better communications in City Hall. 6. Professional respect. 7. Self-improvement. 8. Focus on the present and future not on the past. 9. Do not let anyone person do all the talking and silence is okay. 10. No whining, keep a positive attitude. 11. Focus on high priority issues. 12. Finalize mission statement. 13. Identify our goals and ground rules and finalize them. Next Meeting: Tuesday, October 8, 1996 at the Fire Station. Come prepared to review the rewritten mission statement, review the Organizational Assessment Report, suggest the first three goals this group should undertake. Can we function with the rules we have? Are we aware of the norms we expect from one another? Do we know what are roles are? How do we want this team to function? Is there any training that you need on an individual professional level ? Meeting Assessment: I like these meetings because no matter how many ways I think. I know how to do things there are always more. I am impressed with how the substitutes come in and pick up the ball. We floundered a lot today. I felt we were spinning our wheels - are we ever going to bring this back to closure - I found my patience running thin. The newcomers are really becoming a part of the group. It's okay to disagree and no one pounded on the table. Progress is slow but there is progress. Next week the council will review our contract and that will help this team more then anything, No one talked about that in this group and I've been waiting forever to get this thing settled. I can't win for losing in this group. You say I talk too much so I listen and then I get ridiculed for being quiet. We've got to dialogue with each other and can't wait for her to kick the ball. Things that are bothering us need to get our earlier - we heard more in the last few minutes then the whole meeting. Memo: September 24, 1996 To: Prior Lake City Management Group From: L. Helgeson Re: Review of Meeting In Attendance: F. Boyles, D. Rye, R Teschner, D. Powell, S. Schmidt, P. Hokeness, B. Tremere, J. Scherer Agenda: To think together about where we are, where we're going, and how we want to get there. Strategy: To focus on team learning through dialogue in both large group and small group settings. To provide theoretical and experiential exercises in team learning. Team Learning: In groups of three participants were asked to come up with a list of ground rules using consensus decision making techniques. Participants realized it was very difficult to make ground rules when they didn't really understand the purpose of their group. Then they made the connection that they experienced a similar problem in their work environment: many times they don't know why they are doing something and that when they aren't clear about their mission it makes it difficult to do things right. The conversation that followed the 'ground rules' exercise demonstrated good dialogue techniques; lots of active listening, questioning of assumptions, getting assumptions out on the table, clarifying questions for understanding, and led to a clear agenda for the next exercise. It demonstrated that the team is able to think and learn together in a controlled environment with a facilitator. Purpose and Values: Three groups of three participants were asked to refer back to their notes on personal purpose from the September 3, 1996 meeting. Using these as guidelines or personal accountability factors the participants were then asked to develop a purpose statement and set of values for their team. They were also asked to suggest a name for their team. The only suggestion was the TIT or Tactical Turtle Team. Composite Purpose Statement: To make Prior Lake a better community with quality public service through increased organizational effectiveness and synergistic professional relationships working together in a supportive learning environment. Values: In all of our dealings with one another we will use these values as the basis of our actions: We will trust each other to act in a caring, honest, open, respectful manner that demonstrates good will, patience, and gratitude for each other's contributions to the team. We will each be responsible for our actions and for creating a supportive learning environment that recognizes and rewards our individual and team contributions. We will demonstrate our professionalism and respect for each other by recognizing our problems, focusing on solutions and taking what we learn in our sessions back to City Hall and the other employees. Ground Rules: 1. Attend or send prepared substitute to meeting. 2. Maintain confidentiality of personal anecdotes or information revealed in group conversations. 3. Bring unresolved material to the table as soon as possible. 4. Start and end meetings on time. 5. Strive to be honest and open with each other. 6. Respect each others areas of expertise. 7. Group members are expected to participate. Suggested Goals: (not prioritized or agreed upon) 1. Decide on the format of these meetings, how often to meet, how long, who should attend. 2. Establish measurements of success such as getting feedback by "interview survey" both informal and formal. 3. Establish leadership of our team by a core group or use a different word than leader such as facilitator or moderator. 4. Set up steps to achieve our purpose and goals such as a strategic plan. s. Define the roles and authority of our group and of each of its members. Preparation for Next Meeting: Come prepared to review purpose and values statements and ground rules and to either change them or commit to them. Be prepared to review and prioritize suggested goal~ or to suggest new ones. Meeting Assessment: Very good we're getting it together but I have to digest all of this. The sky is getting clearer and I'm encouraged. We're getting to know each other a lot more. I like this opportunity to get together and to learn from each other and practice group decision making. I see some relationships getting better through this process. The dialogue is excellent and we're heading in the right direction but we've got to get our problems out on the table promptly. I am encouraged: we synergistically decided today to focus on our purpose. It is fun to know each other and have the time to talk with each other. It is very interesting and with the right commitment from each of us it may bring about some hope. Memo: September 18, 19% To: Management Group From: L. Helgeson, Organization Development Consultant Re: Review of Meeting In Attendance: F. Boyles, D. Rye, R Teschner, D. Powell, P. Hokeness, B. Tremere, J. Scherer , Agenda: To think together about where we are, where we're going, and how we want to get there. Strategy: " To focus on team learning through dialogue in both large group setting and small groups of three. To provide theoretical and experiential exercises in team learning. Team Leaming: In small groups of three participants were asked to reach 'consensus' about a list of 'Team Assumptions'. (Excerpted from: Skill-Building for Self-Directed Team Members by Ann & Bob Harper.) Guidelines for Reaching Consensus: 1. Make sure everyone is heard from and feels listened to. 2. Do not vote - talk through issue until you've reach an agreement everyone can support. 3. Remember consensus does not always mean 100% agreement, but at least everyone feels heard and agree to support team's decision. 4. View conflict and difference of opinion as good - don't give in just to reach agreement. 5. Be open about your assumptions. Strive for honest dialogue. 6. Ask questions, make sure you understand everyone's opinion rather then making sure they understand you. Work at creative solutions. Stages of Team Leaming: I. Forming - turning crisis into opportunity for learning. ll. Norming - learning about yourself and others and how you want to work together. m. Storming - moving from dependence to interdependence. IV. Performing - maturity to continuous learning. 1 Team Ground Rules: Ground rules express the values of the team and they ensure team. members know and agree with what is expected of them. Ground rules help the team. evaluate its performance, allow new members to know expectations quickly and provide a guide for each members behavior. Most importantly agreed upon ground rules develop norms that support the needs of the team members and the needs of the organization. List of ground rules suggested at meeting (incomplete): 1. Attend or send prepared substitute to meeting. 2. Confidentiality of personal anecdotes or information revealed in group should be maintained. 3. Bring unresolved material to the table as soon as possible. 4. Respect each other's values. s. Start and end on time. Examples of important issues teams need to decide upon: How often to meet, who should attend, how long, when and where? How does agenda get establish? How does leadership of group work? How to get feedback and measure performance? What is goal or purpose? How best to accomplish mission? What do we expect from each other? (Hopes, Fears, Past Experiences) How will we make decisions? How to resolve conflict or problems? How to prioritize our work? How do we make sure everyone is listened to and everyone has a say? How will we handle time constraints? How will we measure our productivity - the quality of our work? How will we self-correct (look at what's not productive and make corrections) . What kind of climate do we want in our group? How can we each help build that kind of climate we want? How do we constantly improve what we do? What skills or qualifications do members have and which do they want to learn? How are we going to build cross-training into our schedule? What other kinds of operating guidelines do we need to formulate? Team Norms: What is agreed on is a ground rule; what actually happens is a norm. Norms are unwritten rules of behavior which impact how we work together. All groups have norms but usually they are not discussed. 2 Next Meeting Preparation: Come prepared to finish ground rules and achieve agreement through consensus. Continue to dialogue about group norms, behaviors, and shared expectations. Meeting Assessment: Enjoyed the /I assumptions" exercise. I think we are learning to listen to each other without prejudging. Listening to the different philosophies and noticing the process is good. I don't have a really good feeling about this meeting I don't know why will let you know next meeting. I learned about the dynamics of communication. I am disconcerted about some things and will share them next meeting. Concepts were demonstrated well in reality. Personal master, mental models, friends conversation were interesting. I want to be more friendly. Exercise went well. Let's get our stuff more on the table so the team will bond and grow. I feel like we could socialize with each other more now. Exercise good - there's more willingness to say what we're thinking. References: Senge, Peter M., The Fifth Discipline. The Art & Practice of The Learning Organization. New York: Doubleday, 1990. Senge, Peter M., The Fifth Discipline Fieldbook. Strategies and Tools for Building A learning Organization. New York: Doubleday, 1994. Harper, Ann & Bob, Skill-Building For Self-Directed Team Members. New York: MW Corporation, 1992. 3 Memo: September 10, 1996 To: Management Group From: L. Helgeson, Organization Development Consultant Re: Review of Meeting Agenda: To think together about where we are, where we're going, and how we want to get there. Strategy: To focus on three major aspects of organizational development: Personal Mastery (mental models, assumptions, beliefs), Team Learning and Shared Vision. Team Learning: Team learning is not "team building" and shouldn't be taken lightly. With team learning you focus immediately on your organization's chief concerns and issues. The word 'team' comes from 16th Century Indo-European roots translated as 'pulling together'. Definition of Team: A group of people who need each other to accomplish a result. Exercise: Reflect upon a team experience you had in the past or heard about that produced extraordinary results. Ouestions for Dialogue: Describe the team experience in a story form. How did you feel as a part of this team? What made it great? What could we do as a team to achieve similar results? What would we commit ourselves to? Each participant shared their peak team experiences which consisted of stories about excellent sports teams (some that lost as well as won), a high drama police situation, a difficult medical decision, a fundraising effort and even a /lmen's night out". These stories demonstrated peak team performance characteristics such as; a shared goal, involved and committed participants, fun, others brought out the best in each other, individuals got to be 'big stars', lots of practice, support, cared deeply, lots of hard work, ownership in outcome. Characteristics of A Peak Performance Team Sense of mission Commitment to the task Courage to take risks High self-confidence Ability to prepare for key situations Good time management skills Ability to learn from past mistakes Positive work environment, even if the team members need to create it. Concern for other people Solutions are formulated and reformulated until consensus or general agreement is reached. There are few hidden agendas. Feelings and ideas are legitimate issues for discussion. Authority is based on knowledge, not rule. The group reflects on both its functioning and process. Suggested Group Norms: Demonstrate loyalty to the city, public, to each other, the council, employees. Patiently listen to each other instead 0 thinking about what we're going to say. Withhold judgment. Evaluate rather than react. Understand and appreciate each other's responsibilities and capabilities. Treat each other as professionals. Not taken things from this group and use later as a political trump card, gossip or cheap laugh. Respond to each other in a caring and sensitive way. Openness. It's okay to disagree without retribution. Consensus decision-making. Collegial atmosphere, leave hierarchy at the door. Show gratitude to each other. Appreciate that our discussion adds value to each other. Take shared responsibility for the leadership in the group. Treat feelings as facts, information. Next Meeting Preparation: Be prepared to begin dialogue about organization vision, and to agree upon group norms, behaviors, and shared expectation. Suggested to keep participants at the Department Head level or their assistant or prepared substitute. Meeting Assessment 'Went well, learned a lot from each others, want to talk more, ground rules will be helpful, I like the informal setting, increasing my trust, I know more now then when I came in and more about the people in the room, it is just so good to get away a talk out of the office, this is a new role for me, it's fun getting to know each other better, this is fun, communication is good." Memo: September 3, 1996 To: Management Team From: L. Helgeson, Organization Development Consultant Re: Review of Meeting Team Leaming: Dialogue versus Discussion The word dialogue comes from Greek roots, dia /lthrough" or /lwith each other" and logos "the word". Dialogue is a conversation form that promotes greater understanding or meaning and can be defined as a sustained collective inquiry into everyday experience and what we take for granted. The process of dialogue is thinking together and the goal of dialogue is learning. The word discussion stems from the Latin discutere which means to smash to pieces. Discussion is a conversation form that promotes fragmentation and where there is usually a winner and a loser. Skillful discussions promote choices. Dialogues lead you to discover the nature of the choices. The three conditions necessary for good dialogue to occur: Suspension of personal assumption. Recognition of team members as colleagues. Presence of a facilitator to hold the context of dialogue. Organization Development: Organization Assessment Report The report was introduced as a vehicle for further conversation as opposed to being the primary focus. People who read the report mostly agreed with its content. It was pointed out that the Mayor and City Council need to be included in this process. Some people had not reviewed the report and requested further review at the next meeting. One of the organizational problems identified in the report was the feeling of being constantly overwork and under rewarded or acknowledged. After being informally surveyed for the range of hours present managers worked, they discovered that they actually worked the national average of hours worked per week by managers of 40 - 60 hours. Vision and Current Reality Vision Creative Tension Current Reality Personal Mastery: Purpose Statements Managers were asked to write and communicate their answer to the question; Why do you come to work? R.T. To work in an unstructured small town environment with friendly people, lots of personal interaction and camaraderie, on a team basis, and provide financial guidance in a public service format. F.B. To help my community realize its potential and develop into a place where my kids can grow, my family prosper, and I can become a better manager by learning from others. B. T. To engage in a noble, responsible profession helping others as a professional public administrator, applying my proven practice and knowledge about administrative systems, in a city of diversity with strong Indian Community relationship, small yet progressive, rapidly growing and changing. J.W. To work in the same place I live and make this community a better place for my family to live, wildlife thrive and meet new challenges and responsibilities while advancing my career. D.P. To practice community policing where police and community work together in an open relationship to solve their problems and to have a greater quality of life in a small town with a slower pace where I live with the people I work with and get know most of the community. G.S. To help my community grow and be progressive in a challenging job that improves my quality of life. D.R. To meet the challenge of professional growth and opportunity in a growing community with relatively little planning history and to be in charge of my own department in a manner that encourages me to change and learn and earns me the validation of worth from others. P.H. To learn and grow and be a director in a small community with room to leave my personal mark, teach others, and the opportunity to learn to work more effectively with the city council. Paradigm Changing Model Old PI T r Pl/p2 a n sit Pl/P2 i 0 pl/P2 n New P2 Next Meeting Preparation: Show up or send prepared substitute. Be prepared to begin dialogue about organization vision. Meeting Assessment "Good start, appreciated openness and frankness of dialogue, still concerned about the City Council getting on board with what we are doing, very interesting to think about why I actually come to work each day and why others do the same thing, would like to have an agenda next time or least some idea where the meeting is going." Next meetings Wednesdays, 1:00 -3:30 September 11, 18, then Tuesdays same time from then on. Meet at Fire Station.