The following behaviors characterize teams that could benefit from a Team Learning Lab:

	Only some team members take ownership for team results, for how well the team is functioning, or for the team’s learning and improvement
	Some members’ contributions are ignored, stifled or discounted
	One or more members feel uncomfortable expressing his/her ideas
	One or more team members complain about how the team is doing, or about the team leader, but fail to give their feedback to the leader or to the team
	Attempts to collaborate are overshadowed by what individual “stars” contribute
	Team members do not feel free to challenge other members’ assumptions

Delivery Format:

	In a typical Team Learning Lab, team members meet for four to eight half-day (i.e., 4-hour) sessions, spaced from one to two weeks apart.
	Additional sessions can be scheduled if team members feel they want additional practice time, or if they want in-depth study of a particular topic (such as Emotional Intelligence or “Personal Mastery”).
	Supplemental materials to the Team Learning Lab Manual can be supplied (such as readings from the Fifth Discipline Fieldbook or similar articles for discussion and learning).
	Module 3 may be followed by a one-day “Levels of Perspective” gap analysis, team visioning, and action planning exercise.

The TLL process allows learning teams to conduct their own "training" in short increments of time -- preferably over the course of weeks -- scheduled to minimize impact on work flow. 

	Sessions are designed to be self-facilitated by team members themselves, supported by a team learning coach.
	Teams not only learn the content of Senge's Five Disciplines, but – by learning it as a team – they strengthen their team bond and get practice they need in reflection, discussion, and working effectively together.
	TLL helps change the culture of a team so that team members practice team learning behaviors.

Team members first learn – then practice together, some basic organizational learning principles. 

	They focus on gaining an understanding of their own mental models and learn how to create open, honest, meaningful conversations with others using tools such as the Left-Hand Column, the Ladder of Inference, and Advocacy and Inquiry Protocols.
	Team members then learn about and practice systems thinking, making direct application to issues currently relevant to the team.

Once team members have some specifics tools and have practiced applying these skills to their own work, they then tackle creating a shared vision.

The team vision is critical in helping the team identify the specific outcomes necessary for achieving their vision. Identifying outcomes helps focus the team on examining their tasks – what they’re doing now that helps achieve the vision, tasks they’re doing that don’t contribute to their vision, what they’re not doing, etc.