Navigating Change and
Complex Decisions

TeamWorks proprietary FrameWorks™ are the tools that build your district’s capacity for Partnership. They are simple graphical process and reflection tools that align the adults of your district through consistent images, processes, and language. They are designed to support common acts of leadership including decision making, in-the-moment assessments, conflict resolution, and staff appraisal/development. They also assist in addressing issues rooted in power, authority, trust, personality, and preferences.

    FrameWork               Opportunities for Partnership

Authority and Power
  • Understanding your “capital” of authority and which authority a situation warrants
  • Discussing authority and power with others
  • Assessing roles within decision making
  • Clarifying roles for people – strengths – managing “capital”
Clear Leadership – Learning Conversation
  • Find yourself confused by others’ motives in a situation
  • Interpersonal mush has begun and stories are being created around an issue
  • Want to engage someone – extend “Hand of Partnership”
Decision Making
  • Thinking through the roles of people in an important decision that impacts various interested parties
  • Managing the time needed to gather input
  • Making sure people understand the decision process and their role within it
  • Clarification of authority
Efficiency and Capacity
  • Work is shifting, questions arise about the value of partnership
  • Need to clarify frame of reference for others
Four Color View
  • People don’t appreciate their teammates or conflict arises often
  • A group of people are shaping the culture positively or negatively and you want to assess 
  • A team needs to be formed and you want alternative perspectives
  • You want to discuss strengths and concerns in professional development
  • Need to take a look at the current reality of a situation or conflict
  • Need to take a look at all facets of the system in problem resolution and strategic planning
  • Planning communications that all interested parties will absorb
Guiding Change
  • Clarify the issue, project, or initiative to seek input
  • Developing solutions when there is a desired outcome, but not a prescribed path
  • Boundaries needed for input from various interested parties
Leadership Choices
  • Characteristics of a trusting organization in the midst of doubt
  • There is mistrust that is present
  • Assessing actions such as isolation and behavioral reactions
Leading in the Present
  • Assessing leadership approaches with others – recurring patterns that are yielding the same results
  • Reflection on a change process and the communications that come from leadership
  • Reflection prior to critical meetings, major decisions and conversations
  • Conflict resolution needs to happen – emotions fuel it
  • A group can’t reach consensus on an issue
  • Need to gather people for input on a situation and move them to action
Strategic Growth and Change
  • Operational planning and tactical workflow
  • Initiative planning and communication of phases
  • Evaluation and prioritization of new ideas and initiatives
Transition and Development
  • A change warrants a look at the way people learn and the information they need in hand for each step
  • Proposed change has people responding in different ways
  • Professional development discussion needs to happen
  • Differentiation of professional development or training needs to be designed
Whole System View
  • Too much concentration on only one facet of the organization’s work.
  • Need to increase awareness within the organization about the full realm of “what we do”
  • Analyze the consequences of a decision – what needs to leave
  • Take a look at all sides of an issue and the effects on the system
“What sets TeamWorks apart from their competitors is their ability to apply their tools to be future-focused in setting vision, while acknowledging the realities of the current context.”
Cory McIntyre
Superintendent, Osseo Area Schools