Preparing for Self-Directed Work Teams

COS 4880Bruce K. Barnard

Self-Directed Work Team A highly trained group of 6-18 people Responsible for turning out finished work A wide-range of cross functional skills Access to information to make decisions Plan, set priorities, organize, coordinate,

measure and take corrective action. Solve problems, schedule and assign

work. Make personnel decisions.

Results Xerox -- increased productivity by

30% Proctor & Gamble -- 30-40% better

productivity in team-based plants Tektronix -- teams reduced product

assembly from 14 days to 3 days General Motors – 20-40% better

productivity in team-based plants

So Let’s Get Started! Will self-direction work here? What is required to support a self-

directed work team?

Feasibility Are the work processes compatible

with self-direction? Shared technology, territory, & time What goods and services are

produced? How are they produced? (automation,

interpersonal involvement)

Feasibility Are employees willing and able to

make self-direction work? Can each member perform at least 80%

of the required tasks, including administrative functions?

Do members have a capacity for problem-solving and interpersonal relationships

Do members have the capacity to manage the ambiguity of the start-up phase?

Feasibility Can managers handle the hands-

off leadership style required? Will they permit autonomy and

provide the necessary information? Do they encourage employee

involvement now? Will they support the move to self-

directed work teams?

Feasibility Is the market healthy or promising

enough to support improved productivity without reducing the workforce?

Feasibility Will the organization’s policies and

culture support the transition to teams? Beware and “us versus them”

mentality or efficiency at the expense of job satisfaction.

Multi-level communication The switch to teams requires strong

support from corporate or upper management.

Feasibility Will the community support the

transition to teams? Teams may clash with values and

strong held beliefs. Employees are members of the

community first and teams second. Family support is critical

Stages Start-up State of confusion Leader-centered

team

Tightly formed teams

Self-directed teams

Optimism Role upheaval Reliance on team

leader Fierce loyalty to

team Cooperative self

managment

Stages

0

10

20

30

40

50

60

70

80

90

Stage1

Stage3

Stage5

mgrs.

team

As we move through the stages responsibility gradually shifts from managers to the team.

Stages Managers must be prepared for a

long-term process of transferring authority to the team

The organization must be willing to invest in the required training

Planning should include operations, social aspects, and communication.

Stages Prior to implementation,

organizations should think through tasks traditionally considered management responsibilities. Compensation Performance review Planning New product development

Stage One (Start-Up) The goal is preparation, preparing

the field for planting.

Stage One (Start-Up) Conduct awareness training, what

they are and what they aren’t. Select members Align the method of production

with the way people work. We must establish trust BEFORE

we will get “buy-in”.

Stage One (Start-Up) Boundaries

Teams have a clear sense of identity Harmonize team efforts with the

organization Ensure accountability Ensure compliance with specification

requirements, fiscal, and legal mandates.

Stage One (Start-Up) Training for managers Training for team members

Technical skills Administrative skills Interpersonal skills Group process awareness

Stage One (Start-Up) Involve the team in the start-up

process! Build a culture of experimentation,

measurement, & re-evaluation Stage one lasts 6-9 months.

Stage Two (State of Confusion) The goal is regulated growth,

building a solid root structure to support later growth.

Stage Two (State of Confusion) Members will naturally mourn the

loss of certain predictable events and expectations, “we have always done it this way”.

Concerns about job security. Will it really work?

Stage Two (State of Confusion) Managers need to be visible during

stage two. Encourage reorganization for self-

management Monitor team performance and

benchmark Hand off new responsibilities as soon as

the team is ready Facilitate communication among teams

and provide education to others.

Stage Two (State of Confusion) Hazards of stage two

Managers who won’t let go Managers who are hoping the team

will collapse Managers who won’t get involved

Stage Two (State of Confusion) Offer technical assistance Positive feedback Do the teams have the information

they need? Are procedures in place to support

self-direction? Access to training and consultation Stage two lasts 6-9 months

Stage Three (Leader-Centered Teams) Goal, focus on the outcome and

develop an identity. Nurture the plant until it is capable of adapting to its conditions and sustaining its own growth .

Stage Three (Leader-Centered Teams Members take more of an interest in

the quality of their product or service. Team members may begin to

challenge managers. Teams are assigning work and

organizing themselves. Managers take more of an external

role.

Stage Three (Leader-Centered Teams) Team leaders may be appointed or

elected, team input is critical. Leadership may rotate Team leaders must accept the goal

of self-direction. Their mission is to guide the team towards autonomy.

Stage Three (Leader-Centered Teams Build team identity Promote a vision Recognition and rewards Encourage leadership activities

among all team members Stage three lasts 6-12 months.

Stage Four (Tightly Formed Teams) Goal, begin to look outward.

Pollination and flowering requires relationships with other plants and sustenance from outside sources.

Stage Four (Tightly Formed Teams) Teams may turn inward and

become self-absorbed They actively resolve conflicts They manage their own production They communicate regarding

resources and goals

Stage Four (Tightly Formed Teams) Maintain communication with

management Integrate the team with other teams

and the rest of the organization Increase information about performance Manager to team – not manager to

team member Stage four lasts 6-12 months

Stage Five (Self-Direction) Goal, link the team’s work directly

to the outcome of the organization.

Stage Five (Self-Direction) Continue to respond to training

needs. Build team-friendly systems Focus on external customer needs

and expectations

Stage Five (Self-Direction) Focus on the work process, issue,

or behavior not on the person. Maintain the self-confidence and

self-esteem of others. Maintain strong partnerships with

internal and external customers Improve and lead by example

Discussion What factors might effect the times

required in each stage? What types of training would be

required for any self-directed team conversion, regardless of the product?

Can anyone be trained and coached to be an effective team member?