Chapter 1 - Using Teams to Meet Today's Challenges

The Team Handbook Third Edition © 2003 Oriel Incorporated. All Rights Reserved. 1

Chapter 1Chapter 1Using Teams to Meet Today's ChallengesUsing Teams to Meet Today's Challenges

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What You Will See in This ModuleWhat You Will See in This Module

I.I. The Power of TeamsThe Power of Teams

II.II. Types of TeamsTypes of Teams

III.III. What Teams NeedWhat Teams Need

IV.IV. Teams and ChangeTeams and Change

V.V. Implementing ChangeImplementing Change

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The Power of TeamsThe Power of Teams

Teams outperform individuals whenTeams outperform individuals when• The task is complex.The task is complex.

• Creativity is needed.Creativity is needed.

• The path forward is unclear.The path forward is unclear.

• More efficient use of resources is required.More efficient use of resources is required.

• Fast learning is necessary.Fast learning is necessary.

• High commitment is desirable.High commitment is desirable.

• Cooperation is essential to implementation.Cooperation is essential to implementation.

• Members have a stake in the outcome.Members have a stake in the outcome.

• The task or process is cross-functional.The task or process is cross-functional.

• No individual has sufficient knowledge to solve the problem.No individual has sufficient knowledge to solve the problem.

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What is a Team?What is a Team?

Key elements of teams:Key elements of teams:

• Members have a shared work product.Members have a shared work product.

• Tasks are interdependent.Tasks are interdependent.

• Shared responsibility for output and results.Shared responsibility for output and results.

• Commitment to a common approach to working together.Commitment to a common approach to working together.

• Members collectively manage relationships across Members collectively manage relationships across organizational boundaries.organizational boundaries.

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What Teams Can AccomplishWhat Teams Can Accomplish

• Reduce lead timesReduce lead times

• Decrease cycle timeDecrease cycle time

• Cut service errorsCut service errors

• Manage processesManage processes

• Perform daily workPerform daily work

• Increase the rate of transactionsIncrease the rate of transactions

• Develop new products and servicesDevelop new products and services

• Operate organizational unitsOperate organizational units

• Redesign systemsRedesign systems

• Understand customer needsUnderstand customer needs

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Types of Teams Types of Teams

• Project TeamsProject Teams• Temporary Temporary • Special focusSpecial focus

• Ongoing or Functional Work TeamsOngoing or Functional Work Teams• Natural work teamNatural work team• Self-directed work teamSelf-directed work team• Process management teamProcess management team• Management teamManagement team

• Virtual TeamsVirtual Teams• Use technology-supported communicationsUse technology-supported communications• Cross time zones, geography, and organizational unitsCross time zones, geography, and organizational units• Can be project or ongoing teamsCan be project or ongoing teams

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What Teams NeedWhat Teams Need

Teams needTeams need

• Clearly defined purposes and goals Clearly defined purposes and goals

• Clearly defined boundariesClearly defined boundaries

• Access to people in the knowAccess to people in the know

• Access to resourcesAccess to resources

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Linking the Team and the OrganizationLinking the Team and the Organization

It is important to know how a team’s purpose links to the It is important to know how a team’s purpose links to the organization’s key strategies.organization’s key strategies.

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Teams and ChangeTeams and Change

The “Laws” of Organizational Change:The “Laws” of Organizational Change:

• People don't resist change, they resist being changed.People don't resist change, they resist being changed.

• Things are the way they are simply because they got that way.Things are the way they are simply because they got that way.

• Unless things change, they are likely to remain the same.Unless things change, they are likely to remain the same.

• Change would be easy if it weren't for all the people.Change would be easy if it weren't for all the people.

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Implementing ChangeImplementing Change

• Create a shared visionCreate a shared vision

• Understand stakeholdersUnderstand stakeholders

• Develop an action planDevelop an action plan

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Create a Shared VisionCreate a Shared Vision

• Communicate vividly Communicate vividly and regularly why things and regularly why things must change.must change.

• Describe your vision for Describe your vision for the change.the change.

• Clearly describe the first Clearly describe the first steps being taken and steps being taken and directly link the team’s directly link the team’s work and the vision for work and the vision for change.change.

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Understand StakeholdersUnderstand Stakeholders

• Identify the extent to which organizational areas and key Identify the extent to which organizational areas and key individuals will be affected by the change.individuals will be affected by the change.

• Understand stakeholders’ attitudes toward change.Understand stakeholders’ attitudes toward change.

• Understand potential reasons for resistance.Understand potential reasons for resistance.

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Understand Stakeholders’ AttitudesUnderstand Stakeholders’ Attitudes

= level of commitment necessary= level of commitment necessary = level of commitment currently demonstrated= level of commitment currently demonstrated

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Understand Potential Reasons for Understand Potential Reasons for ResistanceResistance

Reasons for resistance:Reasons for resistance:

• How satisfied is this group with How satisfied is this group with its current work situation?its current work situation?

• How much complexity and risk How much complexity and risk are involved for this group?are involved for this group?

• What new knowledge, skills, What new knowledge, skills, attitudes, and perceptions will attitudes, and perceptions will people need to successfully people need to successfully implement the change?implement the change?

• What specific endings and losses might this individual or What specific endings and losses might this individual or group experience?group experience?

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Develop an Action PlanDevelop an Action Plan

Based on the stakeholder analysis, decideBased on the stakeholder analysis, decide

• How and when each stakeholder group should participate in How and when each stakeholder group should participate in the changethe change

• How to attain buy-in and acceptance during the planning phaseHow to attain buy-in and acceptance during the planning phase

• How and when to communicate with stakeholdersHow and when to communicate with stakeholders

• What training they will need to be able to succeed in the What training they will need to be able to succeed in the changechange

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Develop an Action Plan, cont.Develop an Action Plan, cont.

As part of the action plan,As part of the action plan,

• Identify informal networksIdentify informal networks

• Build a critical massBuild a critical mass

• Create emotional acceptanceCreate emotional acceptance

• Keep activities synchronizedKeep activities synchronized

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Onion Patch StrategyOnion Patch Strategy

What do you do if you have trouble getting the attention of What do you do if you have trouble getting the attention of people up high?people up high?

Think big but stay close to your roots.Think big but stay close to your roots.

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SummarySummary

• In many circumstances, teams can outperform individuals and In many circumstances, teams can outperform individuals and create significant improvements.create significant improvements.

• Teams can be project teams, ongoing or functional work Teams can be project teams, ongoing or functional work teams, or virtual teams.teams, or virtual teams.

• Teams need defined purposes and goals, clearly defined Teams need defined purposes and goals, clearly defined boundaries, access to people in the know, and access to boundaries, access to people in the know, and access to resources.resources.

• Teamwork involves change, and change is seldom easy.Teamwork involves change, and change is seldom easy.

• Things don’t change if people won’t.Things don’t change if people won’t.

Chapter 1 - Using Teams to Meet Today's Challenges

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Transcript of Chapter 1 - Using Teams to Meet Today's Challenges