S.C.O.R.E. Framework
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Introduction
“Many of us find ourselves working on teams these days, and are probably quite familiar with the advantages and frustrations of this type of work. In many ways, working on teams can be a positive and productive experience. It provides opportunities for collaboration, the synergy of diverse skills, and collegial support. However, teamwork also raises issues of less autonomy, accountability to colleagues, the requirement of frequent communication, and group problem-solving. A consistent challenge is getting individuals to work together effectively on teams when individual members have differences in communication styles, project management priorities, time management, information gathering and decision making.
In today’s highly networked business environment, teams are critically important to getting work done. Yet not all teams are created equal. Some fail to perform, or they perform below expectations. Some start out well but later lose their focus and energy. Teams are extremely valuable if they are working well. They are very costly if they are not. It is critical for managers and team leaders to find ways to ensure their teams are working effectively and are achieving their results.”
– Prof Sattar Bawany
Building High-Performance Teams: Using S.C.O.R.E. Framework
Talent Management Excellence Essentials, April 2014 Issue
Many of us find ourselves working on teams these days, and are probably quite familiar with the advantages and frustrations of this type of work. In many ways working on teams can be a positive and productive experience. It provides opportunities for collaboration, the synergy of diverse skills, and collegial support. However, team work also raises issues of less autonomy, accountability to colleagues, the requirement of frequent communication, and group problem solving. A consistent challenge is getting individuals to work together effectively on teams when individual members have differences in communication styles, project management priorities, time management, information gathering and decision making.
From our consulting experience in Developing High Performance Teams in both regional and global corporations, we found that most if not all of their senior leadership teams advocate teamwork. And they should. Teamwork represents a set of values that encourage listening and responding constructively to views expressed by others, giving others the benefit of the doubt, providing support, and recognizing the interests and achievements of others. Such values help teams perform, and they also promote individual performance as well as the performance of an entire organisation. But teamwork values by themselves are not exclusive to teams, nor are they enough to ensure team performance.
The SCORE™ Framework for Developing High-Performance Teams
From experience gathered through team effectiveness consulting engagements, it is found that a high-performing team demonstrates a high level of synergism – the simultaneous actions of separate entities that together have a greater effect than the sum of their individual efforts. It is possible, for example, for a team’s efforts to exemplify an equation such as 2 + 2 = 5!
High-performing teams require a complementary set of characteristics known collectively as “SCORE™” (See Figure 1):
- Cohesive Strategy and shared purpose,
- Clearly defined roles and responsibilities,
- Open and transparent communication,
- Rapid response in adapting to a changing environment, and
- Exemplary and effective team leadership
Figure 1 – The SCORE Framework