Writer & web editor: Jan P. Hagberg. / Technically responsible: Aleksander Kristian Weseth

SGL-Results

Pages 6-10

Jan Petrus Hagberg; SGL-Results is based on continuous improvement and Total Quality Management (TQM). The key elements are knowledge and self-awareness regarding one’s “chess role” and our innate qualities and temperament in relation to group dynamics and collaboration in ambitious teams.

Personally, I have been described as the perpetual patrol leader, a trait stemming from my time as a scout leader in the YMCA. This reflects my fundamental belief in the group as the most important resource in any development work. A group’s strength and outcomes will always surpass those of the strongest and most intelligent individual within it—this is simply a fact, – here illustrated with the sculpture from “Vigeland Park”, Oslo.

Therefore, the process of achieving flow and optimal results is vital for teams with high ambitions.
In the following, we will explore the necessary interplay between group profiles, group chemistry, group environment, and the group process on the path to becoming the ultimate winning team.
Along the way, you are invited to assess the current state we describe with the status of your own group or organization. – After all, we know: “Not all knowledge leads to change, but no change happens without recognition!”

Our experience is:
“Show me your team, and I’ll tell you whom you are … “

Secret: 6 –
Our Strengths and Shadows

LESSON 6,1 – Show how Team Roles describes your own behaviors by using chess pieces as symbols for different characters.
LESSON 6,2 – Demonstrate why Pseudo Team is well-known with different disciplines and tasks without particular interest in interfaces and joint improvements.
LESSON 6,3 – Help you, finding your own Team Role through concrete examples and, if possible, find your role on the chessboard.

Secret: 7-
Reflecting Reality

LESSON 7,1 – Give you the key to understand why you like some people and dislike others.
LESSON 7,2 – Explain why working groups that mostly function as payroll offices for a group of employees, require simpler work tasks.
LESSON 7,3 – Provide concrete examples of good and bad leadership teams, based on personal chemistry and SGL analysis.

Secret 8 –
The Interaction Between Actions and Value Creation

LESSON 8,1 – Use the staircase model i SGL to raise awareness of the interaction between work and products and the connections between the environment and value creation.
LESSON 8,2 – Let a potensial team, shows how tasks, – influence both the level of communication and the work processes.
LESSON 8,3 – Let the Trippel-T-Test mirror the facts of the connection between the working environment and value creation.

Secret 9 – Change and Resistance builing a Real Team.

LESSON 9,1 – Show how Knowledge management increase awareness of the shift from line and matrix organisations to the network culture with home offices and chat platforms.
LESSON 9,2 – Demonstrates the needs for mentoring and coaching increases in parallel with the rise of network-based organisation’s.
LESSON 9,3 – Guidance to the five steps, developing a Real Team to the next “winner team” level.

Secrets:10 –
The Winning Team as a Project Team

LESSON 10,1 – Show how the Project Charter Increases awareness of the project’s Key Performance Indicators / KPI
LESSON 10,2 – Explains why winning teams are essential for project success.
LESSON 10,3 – Provides concrete examples of leadership and organisation within Winning teams.

SGL-Values / Following along

Secrets: 11- 15 guides us to our inner world of images, feelings, experiences and ideas that characterize our external actions and lives every single day and every single moment. – Interested?

Come in Contact?

SGL-Results

Pages 6-10

Jan Petrus Hagberg; SGL-Results is based on continuous improvement and Total Quality Management (TQM). The key elements are knowledge and self-awareness regarding one’s “chess role” and our innate qualities and temperament in relation to group dynamics and collaboration in ambitious teams.

Personally, I have been described as the perpetual patrol leader, a trait stemming from my time as a scout leader in the YMCA. This reflects my fundamental belief in the group as the most important resource in any development work. A group’s strength and outcomes will always surpass those of the strongest and most intelligent individual within it—this is simply a fact, – here illustrated with the sculpture from “Vigeland Park”, Oslo.

Therefore, the process of achieving flow and optimal results is vital for teams with high ambitions.
In the following, we will explore the necessary interplay between group profiles, group chemistry, group environment, and the group process on the path to becoming the ultimate winning team.
Along the way, you are invited to assess the current state we describe with the status of your own group or organization. – After all, we know: “Not all knowledge leads to change, but no change happens without recognition!”

Our experience is:
“Show me your team, and I’ll tell you whom you are … “

Secret: 6 –
Our Strengths and Shadows

LESSON 6,1 – Show how Team Roles describes your own behaviors by using chess pieces as symbols for different characters.
LESSON 6,2 – Demonstrate why Pseudo Team is well-known with different disciplines and tasks without particular interest in interfaces and joint improvements.
LESSON 6,3 – Help you, finding your own Team Role through concrete examples and, if possible, find your role on the chessboard.

Secret: 7-
Reflecting Reality

LESSON 7,1 – Give you the key to understand why you like some people and dislike others.
LESSON 7,2 – Explain why working groups that mostly function as payroll offices for a group of employees, require simpler work tasks.
LESSON 7,3 – Provide concrete examples of good and bad leadership teams, based on personal chemistry and SGL analysis.

Secret 8 –
The Interaction Between Actions and Value Creation

LESSON 8,1 – Use the staircase model i SGL to raise awareness of the interaction between work and products and the connections between the environment and value creation.
LESSON 8,2 – Let a potensial team, shows how tasks, – influence both the level of communication and the work processes.
LESSON 8,3 – Let the Trippel-T-Test mirror the facts of the connection between the working environment and value creation.

Secret 9 – Change and Resistance builing a Real Team.

LESSON 9,1 – Show how Knowledge management increase awareness of the shift from line and matrix organisations to the network culture with home offices and chat platforms.
LESSON 9,2 – Demonstrates the needs for mentoring and coaching increases in parallel with the rise of network-based organisation’s.
LESSON 9,3 – Guidance to the five steps, developing a Real Team to the next “winner team” level.

Secrets:10 –
The Winning Team as a Project Team

LESSON 10,1 – Show how the Project Charter Increases awareness of the project’s Key Performance Indicators / KPI
LESSON 10,2 – Explains why winning teams are essential for project success.
LESSON 10,3 – Provides concrete examples of leadership and organisation within Winning teams.

SGL-Values / Following along

Secrets: 11- 15 guides us to our inner world of images, feelings, experiences and ideas that characterize our external actions and lives every single day and every single moment. – Interested?

Come in Contact?