Saving Struggling Quality Saving Struggling Quality TeamsTeams

Training Presentation for Training Presentation for www.freequality.orgwww.freequality.org

Written & Designed By:Written & Designed By:

Travis W. UehlingTravis W. Uehling

Boise State UniversityBoise State University

IntroductionIntroduction

• Define good and bad quality teams.Define good and bad quality teams.• Discuss problems for quality teams.Discuss problems for quality teams.• Discover ways to save struggling Discover ways to save struggling

quality teams.quality teams.• Discuss methods to prevent Discuss methods to prevent

trouble.trouble.

Introduction (continued)Introduction (continued)

• Developing leadership for quality Developing leadership for quality teams.teams.

• Discuss “real” world problem Discuss “real” world problem solving for quality teams.solving for quality teams.

• Enjoy a game!Enjoy a game!• Recapture the training session.Recapture the training session.

Quality Team, DefinedQuality Team, Defined

• 5-10 members5-10 members• Goal: Identify problems and create Goal: Identify problems and create

solutionssolutions• Consensus style decision makingConsensus style decision making• Total-participation groupTotal-participation group• Led by a trained facilitatorLed by a trained facilitator

The Ideal Quality TeamThe Ideal Quality Team

• Specific objectiveSpecific objective• Strong leadershipStrong leadership• Cross-functional teamCross-functional team• Void of conflictVoid of conflict• Identify issuesIdentify issues• Discover a solutionDiscover a solution• ClosureClosure

What Goes Wrong?What Goes Wrong?

• Unclear Unclear ObjectivesObjectives

• Lack of resourcesLack of resources• No authorityNo authority• Lack of motivationLack of motivation• Inefficient Inefficient

leadershipleadership

• No problem No problem identificationidentification

• Multiple solutionsMultiple solutions• No supportNo support• Interpersonal Interpersonal

conflictconflict

Common Link?Common Link?

CONFLICT!CONFLICT!

What is Conflict?What is Conflict?

• Expressed struggleExpressed struggle• At least two interdependent partiesAt least two interdependent parties• Perceive incompatible goalsPerceive incompatible goals• Perceive scarce resourcesPerceive scarce resources• Perceive interference in achieving Perceive interference in achieving

goalsgoals

What is Conflict?What is Conflict?The Facts!The Facts!

• Conflicts are inevitableConflicts are inevitable• Conflicts can occur with anyoneConflicts can occur with anyone• Conflicts can occur over anythingConflicts can occur over anything• Conflicts can reoccurConflicts can reoccur• Conflicts are a part of changeConflicts are a part of change• Conflicts will never go awayConflicts will never go away

Negative Results of Negative Results of ConflictConflict

• Spiral of Negativity (Escalatory)Spiral of Negativity (Escalatory)– BehaviorBehavior– Perception of otherPerception of other– Perception of relationshipPerception of relationship– Behavior……….Behavior……….

Negative Results of Negative Results of Conflict (continued)Conflict (continued)

• Avoidance SpiralsAvoidance Spirals– Less direct interactionLess direct interaction– Active avoidance of the other partyActive avoidance of the other party– Reduction of dependenceReduction of dependence– Harboring of resentment or Harboring of resentment or

disappointmentdisappointment– Complaining to a third person about Complaining to a third person about

the other partythe other party

Real Life, Negative ConflictReal Life, Negative Conflict

• ““Deteriorated Motivation”Deteriorated Motivation”

• ““Mired in Conflict”Mired in Conflict”

• ““Squabble before the Director”Squabble before the Director”

Positive Results of ConflictPositive Results of Conflict

• Conflict brings problems to the Conflict brings problems to the tabletable

• Conflict can join people togetherConflict can join people together• Conflict can clarify goalsConflict can clarify goals• Conflict can clear out resentmentsConflict can clear out resentments• Conflict can increase Conflict can increase

understandingunderstanding

Preventing Conflict in Preventing Conflict in TeamsTeams

• Conduct a comprehensive team Conduct a comprehensive team launchlaunch

• Provide trainingProvide training• Use your team’s normsUse your team’s norms• Anticipate stormingAnticipate storming• Identify team problemsIdentify team problems

Preventing Conflict in Preventing Conflict in Teams (continued)Teams (continued)

• Use peer feedbackUse peer feedback• Monitor team and meeting Monitor team and meeting

effectivenesseffectiveness• Implement leader feedbackImplement leader feedback

Conflict, A Company PolicyConflict, A Company Policy

• Informal problem solvingInformal problem solving• Peer mediation and coachingPeer mediation and coaching• Peer coaching and advocacyPeer coaching and advocacy• Peer review boardPeer review board• Organizational learningOrganizational learning• Professional mediationProfessional mediation• Coordination and trainingCoordination and training

Conflict & The Conflict & The FacilitatorFacilitator

• Manage meetingsManage meetings• Help teams agree on clear goals, Help teams agree on clear goals,

roles and proceduresroles and procedures• Ensure that all team members Ensure that all team members

contributecontribute• Discourage disruptive behaviorsDiscourage disruptive behaviors• Manage conflictManage conflict

Conflict & The Facilitator Conflict & The Facilitator (continued)(continued)

• Guide team’s decision-making Guide team’s decision-making processesprocesses

• Communicate clearly with all team Communicate clearly with all team membersmembers

• Observe and accurately interpret Observe and accurately interpret group dynamicsgroup dynamics

Conflict Management, Conflict Management, ImplementedImplemented

• Wisconsin State Government and Wisconsin State Government and The Wisconsin State Employees The Wisconsin State Employees UnionUnion

• Cooperative bargainingCooperative bargaining• Consensus bargainingConsensus bargaining• Positive and constructivePositive and constructive• Formal trainingFormal training

The RAT RaceThe RAT Race

• Cottage CakeCottage Cake BlueBlue • CheeseCheese1.1. What did we do as a team that worked and we What did we do as a team that worked and we

should continue doing?should continue doing?

2.2. What did we do as a team that did not work and What did we do as a team that did not work and we should stop doing?we should stop doing?

3.3. What didn’t we do as a team that we should start What didn’t we do as a team that we should start doing?doing?

4.4. What did we do as a team that we should do What did we do as a team that we should do more of?more of?

5.5. What did we do as a team that we should do less What did we do as a team that we should do less of?of?

RAT Race Round 1RAT Race Round 1

• DishDish RiverRiver WalkWalk• CorpsCorps TalksTalks PipePipe• Nail Nail LawLaw SenseSense• SoapSoapMusicMusic LunchLunch• HorseHorse TrapTrap HouseHouse

• SideSide• PeacePeace• CommonCommon• BoxBox• FlyFly

Team AssessmentTeam Assessment

1.1. What did we do as a team that worked and What did we do as a team that worked and we should continue doing?we should continue doing?

2.2. What did we do as a team that did not work What did we do as a team that did not work and we should stop doing?and we should stop doing?

3.3. What didn’t we do as a team that we should What didn’t we do as a team that we should start doing?start doing?

4.4. What did we do as a team that we should do What did we do as a team that we should do more of?more of?

5.5. What did we do as a team that we should do What did we do as a team that we should do less of?less of?

RAT Race Round 2RAT Race Round 2

• MilkMilk HandHand BellBell• WedgeWedge TrapTrap StormStorm• BarnBarn ShipShip BackBack• TreeTree PuddingPudding PresentPresent• WagonWagon PottersPotters CartCart

• CowCow• SandSand• YardYard• ChristmasChristmas• WheelWheel

ConclusionConclusion

• Discussed good, bad and problems Discussed good, bad and problems for quality teams.for quality teams.

• Discussed conflict as a main Discussed conflict as a main problem with all teams.problem with all teams.

• Talked about the negative effects Talked about the negative effects of conflict.of conflict.

• Discussed how companies can Discussed how companies can prevent conflict.prevent conflict.

Conclusion (continued)Conclusion (continued)

• Discussed the qualities of good Discussed the qualities of good facilitators.facilitators.

• Learned how to open discussion Learned how to open discussion and feedback in our real life and feedback in our real life groups.groups.

Questions?Questions?

• Questions and CommentsQuestions and Comments

ReferencesReferences• Ahlrichs, Nancy, Sept. 9, 2002 v23 i26, Ahlrichs, Nancy, Sept. 9, 2002 v23 i26, Every should learn how to resolve conflicts, Every should learn how to resolve conflicts,

Indianapolis Business Journal.Indianapolis Business Journal.• Beil, Martin & Litscher, Jon E., Spring 1998 v27 n1, Beil, Martin & Litscher, Jon E., Spring 1998 v27 n1, Consensus bargaining in Wisconsin state Consensus bargaining in Wisconsin state

government: a new approach to labor negotiation, government: a new approach to labor negotiation, Public Personnel Management.Public Personnel Management.• Bens, Ingrid, Jul/Aug 1999 v22 n4, Bens, Ingrid, Jul/Aug 1999 v22 n4, Keeping you team out of trouble, Keeping you team out of trouble, The Journal for Quality and The Journal for Quality and

Participation.Participation.• Burns, Greg, June 1995 v49 n6, Burns, Greg, June 1995 v49 n6, The secrets of team facilitation, The secrets of team facilitation, Training & Development.Training & Development.• Cloke, Kenneth & Goldsmith, Joan, May/Jun 2000 v23 n3, Cloke, Kenneth & Goldsmith, Joan, May/Jun 2000 v23 n3, Conflict resolution that reaps great Conflict resolution that reaps great

rewards, rewards, The Journal for Quality and Participation.The Journal for Quality and Participation.• Forsyth, Donelson R., 1999. Forsyth, Donelson R., 1999. Group Dynamics, Group Dynamics, Wadsworth Publishing Company, Belmont, CA.Wadsworth Publishing Company, Belmont, CA.• Foster, S. Thomas, 2001. Foster, S. Thomas, 2001. Managing Quality: An Integrative Approach, Managing Quality: An Integrative Approach, Prentice Hall, New Jersey.Prentice Hall, New Jersey.• Hocker, Joyce L. & Wilmot, William W., 2001. Hocker, Joyce L. & Wilmot, William W., 2001. Interpersonal Conflict, Sixth Edition, Interpersonal Conflict, Sixth Edition, McGraw-Hill McGraw-Hill

Higher Education, New York.Higher Education, New York.• Kerzner, Harold, 2001. Kerzner, Harold, 2001. Project Management: A Systems Approach to Planning, Scheduling, and Project Management: A Systems Approach to Planning, Scheduling, and

Controlling, Controlling, John Wiley & Sons, Inc., Toronto.John Wiley & Sons, Inc., Toronto.• Sugar, Steve & Takacs, George, Sep/Oct 1999 v22 n5, Sugar, Steve & Takacs, George, Sep/Oct 1999 v22 n5, Games that teach teams: Tales of the Games that teach teams: Tales of the

RAT, RAT, The Journal for Quality and Participation, Cincinnati. The Journal for Quality and Participation, Cincinnati.