Management experts assert that most work (and most learning) occurs in teams. Therefore, it's important to know how to design, build and support highly effective teams.
NOTE: There are several major "breakthroughs" in how teams are designed and carried out. These activities can be done. These breakthroughs are in regard to the extent of independence of the teams, producing, for example, self-organized teams, self-directed teams and self-managed teams.
Major Types of Teams (or Groups)
There are many types of teams. The type used depends very much on the nature of the results the team is to accomplish.
Fomal and informal teams
are "official" parts of the overall organization, assigned to a major, ongoing function, for example, quality management, patient care, etc. Management appoints formal teams. Informal teams are usually loosely organized groups of people who volunteer to come together to address a non-critical, short-term purpose.
Committees
are organized to address, major ongoing tasks in an organization and membership is based on position, for example, committees in boards of directors, grievance committees, etc.
Problem solving teams
These teams are formed to address a particular, major problem currently faced by the organization. Often, their overall goal is to provide a written report that includes recommendations for solving the problem. Membership is comprised of people who perceive and experience the problem, as well as those who can do something about it.
Self-directed and self-managed teams
These increasingly used types of teams afford members great latitude in how they achieve the overall results preferred from the team. For example, they may select their leader who serves for a limited time and purpose, depending on the particular point in the group's process. This type of team is used especially when the team is working in a complex, rapidly changing environment.
Stages of Team Development
It helps a great deal to have some basic sense for the life of a team. Teams go through several major phases including the following:
Forming:
Members first get together. Individually, they consider "What am I here for?", "Who else is here", "Who am I comfortable with?", etc. During this stage, it's important to get members involved, including to introduce themselves to each other. The team may require clear leadership to facilitate clarity and comfort for involvement of members.
Storming:
During this stage, members are beginning to voice their individual differences, trying for join with others who share the same beliefs, trying to jockey for position in the group. Therefore, it's important for members to continue to be highly involved, including voicing their concerns in order to feel represented and understood. The team leader should focus on clarity of views, achieving consensus (or commonality of views) and recording decisions.
Norming:
In this stage, members begin to share common commitment to the purpose of the group, including its overall goals and how it will reach those goals. The team leader should focus on achieving clarity of roles, structure and process of the group.
Performing:
In this stage, the team is "humming". Members are actively participating in the team process in order to achieve the goals of the group and its organization. During this stage, the style of leadership becomes more indirect as members take on stronger participation and involvement in the group process.
Closing and Celebration:
At this stage, it's clear to members and their organization that the team has achieved its overall purpose (or a major milestone along the way). It's critical to acknowledge this point in the life of the team, lest members feel unfulfilled and skeptical about future team efforts.
Guidelines for Designing Teams
1. Set clear goals for the results to be produced by the team
The goals should be designed to be "SMARTER", that is, be specific, measurable, acceptable to members, realistic, and have a time frame to be started and stopped, extend the capabilities of members and provide reward for their accomplishment. As much as possible, include input from other members of the organization when designing and wording these goals. Goals might be, for example, "produce a project report that specifies project plan, schedule and budget to develop and test a complete employee performance management system within the next year". Write these goals down for eventual communication to and discussion with all team members.
The goals should be designed to be "SMARTER", that is, be specific, measurable, acceptable to members, realistic, and have a time frame to be started and stopped, extend the capabilities of members and provide reward for their accomplishment. As much as possible, include input from other members of the organization when designing and wording these goals. Goals might be, for example, "produce a project report that specifies project plan, schedule and budget to develop and test a complete employee performance management system within the next year". Write these goals down for eventual communication to and discussion with all team members.
2. Set clear goals for the effectiveness of the team process
The goals should also be designed to be "SMARTER". Goals might be, for example, attain 90% participation of all members during the first 6 weeks of weekly attendance, achieve 90% satisfaction ratings among members, each person takes at least one turn at facilitating the group, meetings start and stop on time, etc. Write these goals down for eventual communication to all team members. Write these goals down for eventual communication to and discussion with all team members.
The goals should also be designed to be "SMARTER". Goals might be, for example, attain 90% participation of all members during the first 6 weeks of weekly attendance, achieve 90% satisfaction ratings among members, each person takes at least one turn at facilitating the group, meetings start and stop on time, etc. Write these goals down for eventual communication to all team members. Write these goals down for eventual communication to and discussion with all team members.
3. Determine time frames for commencing and terminating the team, if applicable
Write these times down for eventual communication to and discussion with all team members.
Write these times down for eventual communication to and discussion with all team members.
4. Determine the type of team
Various types of teams have various purposes. Consider use of permanent teams, committees, self-directed teams, problem solving teams, etc. (See additional information provided at the end of this section.)
Various types of teams have various purposes. Consider use of permanent teams, committees, self-directed teams, problem solving teams, etc. (See additional information provided at the end of this section.)
5. Determine the membership of the group
Consider the extent of expertise needed to achieve the goals, including areas of knowledge and skills. Include at least one person who has skills in facilitation and meeting management. Attempt to include sufficient diversity of values and perspectives to ensure robust ideas and discussion. A critical consideration is availability -- members should have the time to attend every meeting.
Consider the extent of expertise needed to achieve the goals, including areas of knowledge and skills. Include at least one person who has skills in facilitation and meeting management. Attempt to include sufficient diversity of values and perspectives to ensure robust ideas and discussion. A critical consideration is availability -- members should have the time to attend every meeting.
6. Determine the structure of the group
Structure includes the number of people in the group, how often they will meet and when and who will be the leader of the group.
Structure includes the number of people in the group, how often they will meet and when and who will be the leader of the group.
7. Determine the process of the group
Depending on the nature of the results to be produced by the group, the process might be focused on open discussion, action planning, problem solving and decision making, generating recommendations, etc.
Depending on the nature of the results to be produced by the group, the process might be focused on open discussion, action planning, problem solving and decision making, generating recommendations, etc.
8. Identify any needs for training and materials
For example, members might benefit from brief overview of the stages of development of a team, receive training and packets of materials in regard to their goals and the structure and process of their team, etc.
For example, members might benefit from brief overview of the stages of development of a team, receive training and packets of materials in regard to their goals and the structure and process of their team, etc.
9. Identify the costs to provide necessary resources for the team
Consider the cost of paying employees to attend the meeting, trainers and/or consultants, room rental, office supplies, etc.
Consider the cost of paying employees to attend the meeting, trainers and/or consultants, room rental, office supplies, etc.
10. Plan the first meeting
In the first meeting, communicate the goals of the team, why each member was selected, the overall benefit of the goals to the organization, the time frame for the team effort, who will lead the team (at least, initially), when the team might meet and where, etc. Have this information written down to hand out to each member.
In the first meeting, communicate the goals of the team, why each member was selected, the overall benefit of the goals to the organization, the time frame for the team effort, who will lead the team (at least, initially), when the team might meet and where, etc. Have this information written down to hand out to each member.
11. Early on, plan team building activities to support trust and strong working relationships among members
Team building activities can include, for example, a retreat in which members introduce themselves, exercises in which members help each other solve a short problem or meet a specific and achievable goal, extended period in which members can voice their concerns and frustrations about their team assignments, etc.
Team building activities can include, for example, a retreat in which members introduce themselves, exercises in which members help each other solve a short problem or meet a specific and achievable goal, extended period in which members can voice their concerns and frustrations about their team assignments, etc.
12. Support team meetings and processes
At this point, it's critical that supervisors remain available to provide support and resources as needed. Monitor that team goals are being met. Provide ongoing encouragement and visibility to members. One of the most important forms of support a supervisor can provide is coordination with other supervisors to ensure that team members are freed up enough to attend team meetings.
At this point, it's critical that supervisors remain available to provide support and resources as needed. Monitor that team goals are being met. Provide ongoing encouragement and visibility to members. One of the most important forms of support a supervisor can provide is coordination with other supervisors to ensure that team members are freed up enough to attend team meetings.
No comments:
Post a Comment
Note: Only a member of this blog may post a comment.