25+ Slides on Tiimiakatemia® Method

A FEW GREAT SLIDES ON
TIIMIAKATEMIA® METHOD
© 2016 Tiimiakatemia Global (Partus Ltd)
For progressive and change-minded educators and builders of learning organizations.

Tiimiakatemia® // 25+ riemullista kalvoa
© 2016 Tiimiakatemia Global (Partus Oy), Finland
A FEW GREAT SLIDES ON TIIMIAKATEMIA® METHOD
© 2016 Tiimiakatemia Global (Partus Ltd), Finland, European Union.
All copyrights of all sources referred to in this document belong to their respective
owners. Tiimiakatemia Global (Partus Ltd) encourages everyone to buy and/or read
them.
Distribution of this material package in any form and in any media as such or as
modified document is prohibited without a permission from Tiimiakatemia Global
(Partus Ltd). The material package is to be used only as personal notes.
Tiimiakatemia Global (Partus Ltd) coaches progressive and change-minded
professional from all walks of life to become team coaches. The company also advices
and consults individuals and organizations to use Tiimiakatemia® Method.
Tiimiakatemia Global has its own international certification system for professional
who wish to certify their competency as team coaches.
Tiimiakatemia®, Team Academy®, Tiimimestari®, Team Mastery®
Mestarivalmentaja®, Tulisoihtu®, Tulisielut®, Sammon Takojat®, Tiimiyrittäjä®,
Team Entrepreneur® ja Tiimiakatemia Learning Network® are registered trade
marks owned and governed by Tiimiakatemia Global (Partus Oy) .

Team Learner
Team Leader Teampreneur
Practice
Training Theory
TEAMPRENEUR’S CHARACTER
THE MAIN PROCESSES OF
TIIMIAKATEMIA® METHOD
WHAT IS LEARNT? HOW DO WE LEARN IT?

Team Coach
Specialist
Teacher
Student
Customer
Team Co-Operative
Company
Team coaching
Customer relationship
Instruction
Co-Operation
TOY-model (TOY: Työssä oppiminen yrittäjänä – Learning while
doing internship studies as an entrepeneur)
Used in vocational school studies.
Modified.
Individual coaching
Exchange of goods,
services and money
between the parties

1. Democracy makes learners equal. Suitable for
beginning entrepreneurs who yearn for equality and
joint effort.
2. Co-opeative can be used as a platform for a team
(ie. all co-operative members operate as one team).
Allows team learning and team activities.
3. Co-operative allows the learners to learn how to run
(and establish) a company for real.
4. Allows learning trust, community building, etc. soft
skills for real (not simulated).
5. Learners can earn money.
6. Easy to establish (in Finland).
7. Company laws and regulations create boundaries.
BENEFITS OF USING CO-OPERATIVE
COMPANIES IN EDUCATIONAL SETTINGS
DOING & EARNING
CO-OPERATIVE COMPANY AS A
VEHICLE FOR BUSINESS
LEARNING & DEVELOPING
VEHICLE FOR LEARNING
BELONGING & IDENTITY
COMMUNITY
PERSPECTIVES

CHARACTER
FUTURE
PROFILEDEMANDS
Practice
Theory
Training
Checkpoint Checkpoint Checkpoint Final
checkpoint
Starting
checkpoint
Three main processes are
divided into courses or
modules.
PROGRAM DESIGN
Generic model
Backcasting approach
Parallel
processes
Parallel
processes
© 2016 Jukka Hassinen

COMPETENCY
• Communication in native language
• Communication in non-native languages
• Mathematical competency and basic
understanding of life sciences
• Digital skills
• Learning skills
• Social skills
• Initiative and entrepreneurship
• Understanding of one’s culture
KEY SKILLS OF LIFELONG LEARNING
• Knowledge
• Skill, know-how
• Experiences
• Contacts
• Attitudes
• Energy (wellbeing)
Universal worklife
skills
Professional core skills
Non-professional skills (e.g.
hobbies)
Professional
support skills
Basic skills of
teampreneur
Advanced teampreneur’s skills
”Energy”
(motivation, wellbeing, etc.)
Teampreneur’s skill support the
professional skills
Euroopan parlamentin ja neuvoston suositus
elinikäisen oppimisen avaintaidoista 2006.
BLOOM’S TAXONOMY
1. Remembers
2. Understands
3. Applies
4. Analyzes
5. Evaluates
6. Creates new
Benjamin Bloom, useita
julkaisuj, mm. Taxonomy of
Educational Objectives: The
Classification of Educational
Goals (1956).

A1
Customer
Relationship
Process
A2
Marketing/
Customer
Relationship
Process
A3
Process of
Potential
Customers
Y3
Team Company’s
Learning Process
B2
Process of Brand
Offering
I2
Knowledge
Process
J2
Friend Leadership
Process
Y1
Teampreneur’s
Learning Process
B1
Brand Leadership
Process
I1
Innovointi-
prosessi
J1
Process of
Leading Thoughts
Y2
The Process of
Team Learning
Co-creation of value to the customer
TIIMIVALMENTAJA TIIMIYRITTÄJÄ
Tiimivalmennusprosessi(TV)
Talousprosessi(T)
POINTS
= Idea
= Experiment
= Practice
© 2016 Johannes Partanen.
Partanen, Johannes. 2012.
Tiimivalmentajan parhaat työkalut.
Partus Oy.
THE ROCKET
MODEL

Isaacs, William. 2001. Dialogi ja
yhdessä ajattelemisen taito.
Talentum. (Modified)
Waiting
Candidness
Respect
Listening
BASIC PRINCPILES OF DIALOGUE
DIALOGUE
CONTAINER
Start
Finish
Course of dialogue
Border
POW!Start
EXPANDING-TIGHTENING

Doubts
Core
Covenant
Mastery Core Cracking
New
Beginning
Seed
I don’t want
to change
A contract
that binds
Who shows
the way?
Everything
takes too
long time
Life-long
journey
begings
The last obstacle
The pain of
renewal
New team and
challenges
TEAM
DEVELOPMENT
CURVE
TEAM PHASES
Katzenbach, Jon & Smith, Douglas. 1998. Tiimit ja tuloksekas yritys. Wsoy.
Riley, Pat. 1994. The Winner Within: A Life Plan for Team Players.
Berkley Trade. (Visuals: Johannes Partanen)
Work group
Fake team
Potential team
Real team
High performing
team
Time
Performance
Challenge,
morals, dreams,
faith in oneself

● Learning / individual
● Team learning / communities
● Teampreneurship
● Friend leadership
● Team coaching
● Friend marketing
● Innovation
● Personal growth
Partanen, Johannes. 2015. Tiimiyrittäjän & tiimivalmentajan parhaat kirjat 2015-2016. Partus Oy.
1 Basic level.
2 A little more demanding book.
3 Demanding book.
• Read all kinds of books.
• Read to do something.
• Read all the time.
• If you don’t get ideas from a book, stop reading.
• Do not make summaries but reflection papers
BOOK DOMAINS
BOOK POINTS
BOOK STAR RATING
* Ok.
** Excellent.
*** Masterpiece.
READING & ESSAY WRITING TIPS

1. Personal Mastery
2. Passion to Create
3. Astonishment
4. The Adventure of Team Learning
5. Playfulness and Thrilling
Experiences
1. Law of Not Interfering
2. Law of Slow Learning
3. Law of Thin Red Thread
4. Law of Learning Environment
5. Law of Team Coach’s Role
6. Law of Customers
7. Law of Interfering
8. Law of Rythm
THE MYSTICAL PRINCIPLES
OF A TEAM COACH
JOHANNES’ LAWS

Kaverijohtamisen periaatteet: Johannes Partanen ja Nuoresta Johtajasta Liideriksi 8 –program group (Morva, Helmikuu 2008). Additional source: Toivanen, Heikki & Kotamäki, Maija (kuvitus). 2013.
Kaverijohtamisen visuaalinen innostuskirja. Jyväskylän ammattikorkeakoulu.
1. Remain sensitive to your followers’ emotions and act upon them. As
a Friend Leader you are human.
2. Listen honestly and remain close to your followers.
3. Only results and deeds are important.
4. The key ideas of Friend Leadership are: building a learning
organization and the ability to make people to strive towards shared
goal.
5. If you can’t lead yourself, you can’t lead others.
6. It is absolutely necessary to build every team member their own
positions and focus on team members’ strengths. The ability to build
teams is requirement for success.
7. In the end, success or failure is determined by leadership.
Leadership is about communication.
8. Friend Leadership is not a reward, it is a duty. You have to earn you
place as a leader every day.
9. It is Friend Leader’s duty to create a positive culture into the team
with the team coach.
10. Friend Leadership is about being an example to others. Everybody
focuses on what the leaders focuses.
PRINCIPLES OF FRIEND LEADERSHIP
1. Challenge the Process
2. Inspire a Shared Vision
3. Enable Others to Act
4. Model the Way
5. Encourage the Heart
HIT MR LEADERSHIP PHILOSOPHY
Kouzes, James & Posner, Barry. 2003. The Leadership
Challenge (3rd edition). Jossey-Bass.

Life goals
Career goals
Goals of current positionPast
Present
1. Where have I been?
2. Where am I now?
3. Where am I going to?
4. How do I get there?
5. How do I know that I
have reached my
destination?
LEARNING CONTRACT
Ian Cunningham (adapted)
Cunnigham, Ian & Bennet, Ben &
Dawes, Graham. 2000. Self-Managed
Learning in Action: Putting SML into
Practice. Gower.
Cunningham, Ian. 1994. The Wisdom
of Strategic Learning: The Self
Managed Learning Solution. Gower.
Ks. myös: Partanen, Johannes. 2012.
Tiimivalmentajan parhaat työkalut.
Partus Oy.

• Premotorola
• Matching up theory
studies to the project
• Project plan
• Project practices
• Team coach’s support
• Cross-fertilization
• Postmotrola
• Birth giving
• Report
Reflection paper
PLANNING THE
PROJECT
FINISHING THE
PROJECT
PROJECT
IMPLEMENTATION
1. What are the goals of this customer project?
2. What are the benefits to the customer and
what is his/her role in this?
3. What theories will we apply to this project?
4. What know-how and competencies does this
project need?
5. Who does this project take us closer to our
goal?
1. What wen t well?
2. What didn’t go so well?
3. What did we learn?
4. What will we do better next time?
5. What will we apply to practice in order to
reach our goals/vision?
PROJECT
IMPLEMENTATION
PREMOTOROLA POSTMOTOROLA
APPLYING THEORY TO
PRACTICE -MODEL
”ATP-model”
PRE- AND POST BRIEFINGS
”Motorolas”
Original idea: Waterman: What America Does Right -
Learning from Companies That Put People First
(adapted). The model presented here: Partanen,
Johannes. 2012. Tiimivalmentajan parhaat työkalut.
Partus Oy.
Partanen, Johannes. 2012. Tiimivalmentajan
parhaat työkalut. Partus Oy.

TIIMIOPPIJA TIIMIJOHTAJA TIIMIYRITTÄJÄ
1. IT skills
2. Team learning skills
3. Personal learning
skills and attitudes
4. Creativity skills
5. Internationalizimg
6. Communication skills
7. Self-initiative*
8. Self-management
skills
9. Project management
skills
10. Team skills and team
leadership skills
11. Planning skills
12. Coaching skills
13. Strategy skills
14. Courage and attitude
to set goals*
15. Service, negotiation
and sales skills
16. Understanding of
finances
17. Marketing skills
18. Innovation skills
19. Entrepreneur’s theory
and modeling skills
20. Networking skills
21. Willingness to break
borders*
TEAMPRENEUR’S SKILL PROFILE
POINTS LEVEL SHORT DESCRIPTION
0 No competency No competency.
1 Beginner Little understanding and little experience.
2 Advanced beginner Knows the basics.
3 Intermediate
Knows the basics well and can apply more
advanced knowledge.
4 Skillfull High level of understanding.
5 Expert
High level of understanding and can guide
others.
SKILL PROFILE LEVELS
Individual’s
actions
Preparatory
work
Reflection
Changes in
environment
Developing the
Skill Profile
Change to Skill
Profile
Writing new learning contracts
360
assessment
Self
Peers / team-
mates
Coach
Customers
Others
SKILL PROFILE
ROADMAP
Partanen, Johannes. 2012.
Tiimivalmentajan parhaat
työkalut. Partus Oy.

Kauppinen, Tero J. 2002.
Arvojohtaminen.Otava.
MISSION
VALUES VALUES
VISION
LEADING THOUGHTS
VISION What?
MISSION Why?
CORE VALUES How?
WHAT, WHY AND HOW
Senge, Peter. 2006. The Fifth Discipline: The Art & Practice of The
Learning Organization. Doubleday.
SCATTERED
GOALS
SHARED GOAL

25+ Slides on Tiimiakatemia® Method

Recommended

Recommended

More Related Content

Similar to 25+ Slides on Tiimiakatemia® Method

Similar to 25+ Slides on Tiimiakatemia® Method (20)

More from Jukka Hassinen

More from Jukka Hassinen (7)

Recently uploaded

Recently uploaded (20)

25+ Slides on Tiimiakatemia® Method