Teams That Work 2010
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Transcript of Teams That Work 2010
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Team Building Training
Prepared for the Horticultural Industry
With Johnson Gitonga:
Director,
Derimex Food Technologies
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Terms Of Reference A requirement
This is a statutory, customer, ethical, moral or legalundertaking needed in an organisation in order to beallowed to operate smoothly
A procedure:
This is a set of steps that are predefined with the solepurpose of standardising the way to do a particularactivity.
Standardisation:
This is the process of building the current expectedbehavior or outcome of a process into the QualityManagement system of an organisation.
Systematisation:
This is the process of inculcating the procedures or
expected behavior of a process into the mind sets of
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When are Teams Useful?
When completion of tasks requires a
particular combination of knowledge,expertise, or perspective that cannot befound in an individual.
When the work of individuals must behighly interdependent.
When the task or project will result in a
defined deliverable.When the task at hand will terminate.
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Xstics of effective teams
Competence: everyone brings in a
different angle of expertise.
A Clear and Compelling Goal.
Commitment to the common goal.
Every member contributes, everymember benefits.
A supportive environment.Alignment to companys overall goals
to the teams goals
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Designing the Team
Specify the teams goals, authority and
duration
Identify roles and responsibilities
Determine rewards
Select team members
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Goals, authority and duration Goals are important for teams to have focus from the
beginning. The goals should be specific, realistic, yet challenging.
Some should be achievable in a short period of time.
They should be aligned to the companys main goals.
Some teams make recommendations to management usingtheir expertise.
Others must be given the powers to make and implementdecisions.
Teams need defined latitude. Team Leaders cannot be
expected to run to management every time an operationaldecision is required.
Teams must work with time frames.
For open-ended teams, completion of targets is the way of
measuring achievement of goals.
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Roles and Responsibilities Who will be on the team and what will be their
duties? Team Sponsor: these are the people who authorize
teams and support their activities. They play indirectroles in teams activities.
Team Leader: The leader fosters development of theteam, secures resources, and arranges for rewardswhere necessary.
Team Members: The members do the bulk of the work.As a result, they must collectively have all the skills
required to do the job. Facilitator: Some teams benefit from having someone,
often a trainer or consultant, who can help people worktogether more effectively.
These roles can be shared or rotated periodically. This will form the teams CHARTER.
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Determining Rewards There should be a fair value exchange among team
members. Reward structures are influenced by the
compensation plan of the whole organisation.
Putting too much emphasis on individual rewards
can affect team work. On the other hand, too much emphasis on team
rewards creates Joy Riding problems.
There are no guidelines in this respect.
Incentives are not the most important part of ateams performance, rather the satisfaction at theachievement of the goals set for the team.
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Selecting Members of a team Failing to get the right people can jeopardize team
performance. Specific skills could include:
People who can speak in groups
People who can say no when their time is fully and
effectively utilized. People who can deliver constructive feedback, both
positive and negative.
People who can make requests to authority e.g. formeaningful and justified amounts of resources.
People who can negotiate.
People who can take responsibility for their ownactions
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Numbers in Teams How Many People should you have in a team?
The optimal number depends on the teams goals. Small teams tend to be more effective than larger ones.
The key problems with larger teams are:
Coordination
Dilution of member commitment.
Team size need not be fixed. In the life of a project, itmight be necessary to dismiss or bring in differentmembers with different skills.
To articulate the numbers needed, it is always
necessary to consider the purpose of the team,duration, roles, timelines, measures of success andresources available to the team.
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Operating as a Team The greatest challenge to teams is;
Working Together. Other housekeeping issues that need to be
seriously considered are:
Prioritizing
Scheduling Decision Making
WORKING TOGETHER:
A team that is well coordinated is stronger than the sum
of the strengths of its members. With working together comes the almost unconscious
will not to let down the other members
The greatest reward in this respect is the achievement,
not the benefit to individuals.
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Operating as a Team Ctd PRIORITIZING:
When there are many goals, or many processes to theachievement of a goal, a team must decide which toattack first:
Which must be attacked first?
How will limited people or time be allocated?
Which goals need the successful completion of others first?
Scheduling:
Helps the team to Keep its head by doing things at aplanned sequence and frequency.
The team determines: What has to be done
How long a particular activity will take
In what order each activity will happen
Who is responsible for each activity
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There is software that canmake scheduling a team with
many tasks easy, e.g.Microsoft Project Manager
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Operating as a Team Ctd DECISION MAKING:
The team must determine: Who will make decisions and
How the decisions will be made.
There are four possible approaches Majority Rules
Consensus
A small group decides
The leader decides
Different teams have different ways of decisionmaking, but for teams to work, whatever
approach is used should not compromise buy in
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The Leaders Role The leader should essentially:
Be the main source of the teams energy. Be the primary contact between the team and the rest of
the organization
Be the teams spokesperson
Always keep the team in focus to the larger picture ofthe organization.
Obtain needed resources
Motivate people.
Get the team unstuck when it runs into problems.
Evaluate results at agreed timeframes and guide theteam on the way forward
Document progress for review with top management
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Sources of Problems in teams Problems arise in teams when:
Some members sense of direction andcommitment weaken.
Others put their individual interests
before those of the team and theorganisation.
Critical skill gaps may emerge, especiallythose of the team leader.
Feuding between members may weakenteam spirit.
Leaders may imbue favoritsm among
members making others disgruntled
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Team Trouble shooting guide Create a troubleshooting guide with three
columns, namely;Problem
Characteristic behavior
Try this
Example:
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Trouble shooting guide:
Unhealthy Conflict Personal attacks and sarcasm
Arguments
Absence of support for others
Aggressive gestures
Interrupt personal attacks and
sarcasm.
Ask members to focus on behavior
instead of personalities
Create norms about contentious
discussion
Trouble reaching Consensus Holding rigidly to positions
Same arguments with no new
information
Look for smaller areas of agreement
Ask what needs to happen in order
to reach agreement
Discuss the consequences of no
consensus
Low Participation Assignments not completedPoor Attendance
Low energy meetings
Confirm that the leadersexpectations for participation are
generally shared.
Assess the fitness of members with
their tasks
Lack of progress Meeting seems to be a waste
Continuing to revisit closed
issues
Restate goals and confirm what
remains to be done
Move members from closed issues.
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Evaluating team performance
There should be two levels of
evaluating performance;Evaluating Results of the Projects
Evaluating how these results were
achievedThis means that the results of the team
are as important as the process of
getting them.Examples of evaluation parameters
include;
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Evaluating team performance
RESULT FACTORS;
Achievement of goals
Customer satisfaction
Quantity of work completed
Job knowledge and skills acquired
PROCESS FACTORS:
Support of team process and commitment
Collaboration
Conflict resolution
Planning and goal setting
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Evaluating team performance ctd..
PROCESS FACTORS cont.:
Oral and written communication
Problem solving and application ofanalytical skills.
Standardisation and systematisation ofprocesses and procedures.
Building and sustaining interpersonal
relationships.Win-win decision making
Creation of alternatives where consensusfails
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Methods of Evaluation Consider elaborate methods when teams work is
extensive and impacts heavily on organizationperformance.
Use Benchmarking: where you compare teamperformance to best practise in the industry.
Use measurable aspects of goals, schedules andprocedures.
Use outside consultants to observe and give opinions.
Use exit interviews and debriefs to enable teammembers revisit what did or didnt go according to
expectations.
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Evaluating Members Use Peer Ratings: e.g. by use of Hedonic
scales on key areas of individual qualities ofpeers.
Customer satisfaction ratings: e.g. bytrending customer complaints, responsetimes etc.
Self appraisal: e.g. allowing employees toappraise themselves through clear
individual qualities. Team Leader Reviews: e.g. by doing
appraisals on essentially similar qualities as
mentioned in self appraisals.
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Being an Effective Leader Be an Initiator:
Begin actions and processes that propel theteam towards achievement of goals
Be a model to others:
Use your own Behavior to set expectations forthe team.
Be a good Coach:
Act as a counsellor, mentor and tutor to help
team members improve performance. Be a facilitator of communication
Be a mediator of conflicts
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Q & A
The End