Teams Process

8/18/2019 Teams Process

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TeamsTeams


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A Note on Team Process A Note on Team Process

Group is not equal to a team.Group is not equal to a team.It takes following to transform or group into a team:-It takes following to transform or group into a team:- Hard work.Hard work.

Time spent together.Time spent together. Attention to team process. Attention to team process.

!ser"ing and diagnosing a team process is important for!ser"ing and diagnosing a team process is important forknowing what is co"ertl# and o"ertl# taking place in a teamknowing what is co"ertl# and o"ertl# taking place in a team

!eha"ior.!eha"ior.


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The $our Aspects of Team ProcessThe $our Aspects of Team Process

A purposeful and rigorous decision-making process. A purposeful and rigorous decision-making process. ParticipationParticipation InfluenceInfluence

%onflict%onflict


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A Purposeful and &igorous 'ecision- A Purposeful and &igorous 'ecision-(aking Process(aking Process

) (ost teams con"ene to sol"e pro!lems or e*ploit(ost teams con"ene to sol"e pro!lems or e*ploitopportunities.opportunities.

) TrapTrap

+eing solution-minded, while ignoring the real+eing solution-minded, while ignoring the realpro!lem and "ariet# of solutions a"aila!le.pro!lem and "ariet# of solutions a"aila!le.

) The Preferable Decision-Making ProcessThe Preferable Decision-Making Process

) Identify and Explore the ProblemIdentify and Explore the Problem now the real pro!lem not the s#mptomsnow the real pro!lem not the s#mptoms %ollect data%ollect data Accuratel# frame and define the pro!lem Accuratel# frame and define the pro!lem


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) efine and !riti"ue Possible Solutionsefine and !riti"ue Possible Solutions

%raft one solution out of man# options !#%raft one solution out of man# options !#focusing on data.focusing on data. 3hen new data is a"aila!le, re"isit the first two3hen new data is a"aila!le, re"isit the first two

steps.steps. /ie for consensus./ie for consensus. 3hen consensus not achie"a!le, manage3hen consensus not achie"a!le, manage

tradeoff !etween consensus and team mem!ertradeoff !etween consensus and team mem!er

satisfaction and performance.satisfaction and performance. Accept conflict and keep it constructi"e. Accept conflict and keep it constructi"e.


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) Implement the SolutionImplement the Solution

As long as mem!ers know their opinions As long as mem!ers know their opinionswere carefull# considered during decisionwere carefull# considered during decisionmaking process, the# will commit themsel"esmaking process, the# will commit themsel"esto implementation.to implementation.

Assignment of responsi!ilit# of tasks after Assignment of responsi!ilit# of tasks afterdetermining them.determining them.


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InfluenceInfluence

Influence and participation are not same thing.Influence and participation are not same thing. Influence is determined !# status, e*perience,Influence is determined !# status, e*perience,

competence, and personal st#le.competence, and personal st#le.

Influence disparit# is natural, !ut too much influence !# oneInfluence disparit# is natural, !ut too much influence !# oneindi"idual is undesira!le in a team.indi"idual is undesira!le in a team. Inter"ene when necessar# to empower ignored teamInter"ene when necessar# to empower ignored team

mem!er.mem!er.


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%onflict%onflict

77%onstructi"e %onflict8 and 7%reati"e a!rasion8 are "ital for%onstructi"e %onflict8 and 7%reati"e a!rasion8 are "ital fora producti"e team.a producti"e team.

+alance !etween indi"idual conflict and team9s higher+alance !etween indi"idual conflict and team9s highero!ecti"es is important.o!ecti"es is important.

Task conflict, which relates to work of the team, is health#Task conflict, which relates to work of the team, is health#and desira!le.and desira!le.

Affecti"e or personal conflict, which relates to negati"e Affecti"e or personal conflict, which relates to negati"efeelings among team mem!ers, is unhealth# andfeelings among team mem!ers, is unhealth# and

undesira!le.undesira!le. ;ffecti"e teams seek to engage in task conflict while;ffecti"e teams seek to engage in task conflict while

minimi


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In contrast, some teams suffer from a lack of task conflictIn contrast, some teams suffer from a lack of task conflictcalled 7groupthink8.called 7groupthink8.

In such teams mem!ers "oluntaril# restrict "oicingIn such teams mem!ers "oluntaril# restrict "oicingcriticisms and o!ecti"es the critical anal#sis is restricted.criticisms and o!ecti"es the critical anal#sis is restricted. nce personal conflict emerges, it should !ence personal conflict emerges, it should !e

acknowledged and handled upfront.acknowledged and handled upfront. If the# are not addressed earl#, the# will resurface later.If the# are not addressed earl#, the# will resurface later. ;arlier resolution will !e much more easier than later.;arlier resolution will !e much more easier than later. 2et the rules for appropriate !eha"ior earl# on in the2et the rules for appropriate !eha"ior earl# on in the

team process.team process. %reate a sense of fairness in team.%reate a sense of fairness in team. ;nsure commonl# held team goals.;nsure commonl# held team goals. $ight 7groupthink8 approach !# assigning 7 de"il9s$ight 7groupthink8 approach !# assigning 7 de"il9s

ad"ocate8 role to a team mem!er.ad"ocate8 role to a team mem!er.


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Team 'e"elopmentTeam 'e"elopment


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Getting 2tartedGetting 2tarted

= !rafting the Team!rafting the Team> 2i


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Getting To 3orkGetting To 3ork

2etting Goals2etting Goals? (eaningful performance challenges are critical.(eaningful performance challenges are critical.? (easura!le endpoints.(easura!le endpoints.? 2ense of urgenc#.2ense of urgenc#.

;sta!lishing a 3orking Approach;sta!lishing a 3orking Approach?+asic logistic @ attendance, participation, confidentialit#,+asic logistic @ attendance, participation, confidentialit#,

preparation e*pectations.preparation e*pectations.?;quita!le work distri!ution.;quita!le work distri!ution.?2u!grouping !ut with coordinating mechanisms.2u!grouping !ut with coordinating mechanisms.?%ur! social loafing through ensuring clear responsi!ilit#,%ur! social loafing through ensuring clear responsi!ilit#,

accounta!ilit#, rewards, keeping small si


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Influencing Team %ultureInfluencing Team %ulture? %ulture is a function of time.%ulture is a function of time.

? %ulture is uncontrolla!le to e*tent @ it can !e onl# indirectl#%ulture is uncontrolla!le to e*tent @ it can !e onl# indirectl#influenced.influenced.

? 2etting clear rules of !eha"iour can influence culture.2etting clear rules of !eha"iour can influence culture. ? 'iscussion among team mem!ers also helpful.'iscussion among team mem!ers also helpful. ? 'e"eloping norms a!out :-'e"eloping norms a!out :-

'istri!ution of power and influence.'istri!ution of power and influence. %ommunication patterns.%ommunication patterns. Topics considered legitimate.Topics considered legitimate. %onflict management process.%onflict management process.

? ;nsure openness and participation to allow ma*imum skill;nsure openness and participation to allow ma*imum skill

utili


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&e"iewing B (onitoring the 3ork&e"iewing B (onitoring the 3ork? 2elf @ ;*amination Processes for %ontinuous 6earning2elf @ ;*amination Processes for %ontinuous 6earning? Acti"el# (anaging the (idpoint. Acti"el# (anaging the (idpoint.? ;"aluating Team9s ;ffecti"eness.;"aluating Team9s ;ffecti"eness.

PerformancePerformance Adaptation Adaptation 2atisfaction2atisfaction


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Teamwork and Glo!ali


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Hallmarks of ;ffecti"e Team ProcessHallmarks of ;ffecti"e Team Process

%lear performance goals%lear performance goals (a*imum utili


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The 'iscipline of TeamsThe 'iscipline of Teams

3hat is a TeamC3hat is a TeamC A small num!er of people with complimentar# A small num!er of people with complimentar#skills who are committed to :-skills who are committed to :-

D a common purpose.D a common purpose.D a set of performance goals.D a set of performance goals.D approach for which the# hold themsel"esD approach for which the# hold themsel"es

mutuall# accounta!le.mutuall# accounta!le.


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3hat is TeamworkC3hat is TeamworkC A set of "alues that :- A set of "alues that :-

D encourage listening and responding constructi"el# toD encourage listening and responding constructi"el# to"iews e*pressed !# othersE"iews e*pressed !# othersED gi"ing others the !enefit of dou!tED gi"ing others the !enefit of dou!tED pro"iding supportE andD pro"iding supportE and

D recogni


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Hallmarks of ;ffecti"e TeamsHallmarks of ;ffecti"e Teams

%ommon %ommitment.%ommon %ommitment. This commitment requires a purpose that team mem!ersThis commitment requires a purpose that team mem!ers

can !elie"e.can !elie"e.

Teams de"elop direction, momentum, and commitment !#Teams de"elop direction, momentum, and commitment !#working to shape a meaningful purpose.working to shape a meaningful purpose. ;ffecti"e teams shape their purpose in response to a;ffecti"e teams shape their purpose in response to a

demand or opportunit# put in their path, usuall# !# higherdemand or opportunit# put in their path, usuall# !# higher

management.management. (anagement is responsi!le for clarif#ing the charter,(anagement is responsi!le for clarif#ing the charter,rationale, and performance challenge for the team.rationale, and performance challenge for the team.


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+ut management must also lea"e enough fle*i!ilit# for the+ut management must also lea"e enough fle*i!ilit# for theteam to de"elop commitment for that purpose, set ofteam to de"elop commitment for that purpose, set ofspecific goals, timings, and approach.specific goals, timings, and approach.

The !est teams also translate their common purpose intoThe !est teams also translate their common purpose intospecific performance goals.specific performance goals.


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Ad"antages of 2pecific Performance Goals Ad"antages of 2pecific Performance Goals

F 2pecific team-performance goals help define deli"era!les2pecific team-performance goals help define deli"era!lesthat are different !oth from organi


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F 2pecific goals allow a team to achie"e small wins as it2pecific goals allow a team to achie"e small wins as itpursues its !roader purpose.pursues its !roader purpose.

F Performance goals are compelling. The# are s#m!ols ofPerformance goals are compelling. The# are s#m!ols of

accomplishment that moti"ate and energi


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2kills &equired in Teams2kills &equired in Teams

Technical or $unctional ;*pertise.Technical or $unctional ;*pertise. Pro!lem-sol"ing and 'ecision-(aking skills.Pro!lem-sol"ing and 'ecision-(aking skills. Interpersonal skills.Interpersonal skills.

Indi"iduals with complementar# skills are required. IdenticalIndi"iduals with complementar# skills are required. Identicalskills are not desira!le.skills are not desira!le.

In nutshell, a 7skill mi*8 is needed.In nutshell, a 7skill mi*8 is needed. All the skills ma# not !e necessar#. 2ome skills ma# !e All the skills ma# not !e necessar#. 2ome skills ma# !e

created on the wa#.created on the wa#.


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%lassification of Teams%lassification of Teams

(ost of teams can !e classified in one of three wa#s:(ost of teams can !e classified in one of three wa#s: Teams that recommended thingsTeams that recommended things Teams that make or do thingsTeams that make or do things

Teams that run thingsTeams that run things


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Teams that &ecommend thingsTeams that &ecommend things

These teams include task forcesE proect groupsE and audit,These teams include task forcesE proect groupsE and audit,qualit#, or safet# groups asked to stud# and sol"e particularqualit#, or safet# groups asked to stud# and sol"e particularpro!lems. Teams that recommended things almost alwa#spro!lems. Teams that recommended things almost alwa#sha"e predetermined completion dates.ha"e predetermined completion dates.

Two critical issues are unique to such teams:Two critical issues are unique to such teams: Getting off to a fast and constructi"e start andGetting off to a fast and constructi"e start and 'ealing with the ultimate handoff that9s required to get'ealing with the ultimate handoff that9s required to get

recommendations implemented.recommendations implemented.


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Teams that (ake or 'o thingsTeams that (ake or 'o things

These teams include people at or near the front lines whoThese teams include people at or near the front lines whoare responsi!le for doing the !asic manufacturing,are responsi!le for doing the !asic manufacturing,de"elopment, operations, marketing, sales, ser"ice, andde"elopment, operations, marketing, sales, ser"ice, andother "alues-adding acti"ities of a !usiness. 3ith someother "alues-adding acti"ities of a !usiness. 3ith somee*ceptions, such as new-product de"elopment or processe*ceptions, such as new-product de"elopment or processdesign teams, teams that make or do things tend to ha"edesign teams, teams that make or do things tend to ha"eno set completion dates !ecause their acti"ities areno set completion dates !ecause their acti"ities areongoing.ongoing.

If performance at critical deli"er# points depends onIf performance at critical deli"er# points depends oncom!ining multiple skills, perspecti"es, and udgment incom!ining multiple skills, perspecti"es, and udgment inreal time, then the team option is the smartest onereal time, then the team option is the smartest one


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Teams that &un thingsTeams that &un things

3hether it is in charge of thousands of people or ust a3hether it is in charge of thousands of people or ust ahandful, as long as the group o"ersees some !usiness,handful, as long as the group o"ersees some !usiness,ongoing program, or significant functional acti"it#, it is aongoing program, or significant functional acti"it#, it is ateam that runs things.team that runs things.


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%ase $acts%ase $acts

(ount ;"erest(ount ;"erest @ Height : JJK mHeight : JJK m @ Named After : 2ir George ;"erestNamed After : 2ir George ;"erest @ Nepali Name : 2agarmatha 0goddess of the sk#1Nepali Name : 2agarmatha 0goddess of the sk#1

@ Ti!etan Name : %homolungma 0goddess of uni"erse1Ti!etan Name : %homolungma 0goddess of uni"erse1 @ $irst ;*pedition : LM, George (ellor#$irst ;*pedition : LM, George (ellor# LMO, George (ellor# disappeared.LMO, George (ellor# disappeared.

@ 2uccessful Attempt : (a# M, LMJ 2ir ;dmund Hillar#, NQ2uccessful Attempt : (a# M, LMJ 2ir ;dmund Hillar#, NQ @ +# LMK9s, LKK clim!ers had conquered.+# LMK9s, LKK clim!ers had conquered.

@ $irst commercial e*pedition in LMJ guided !# 'a"id +reashears for$irst commercial e*pedition in LMJ guided !# 'a"id +reashears for'ick +ars, Te*as +usinessmen.'ick +ars, Te*as +usinessmen.

@ +# LMMR, successful ascents totaled OR.+# LMMR, successful ascents totaled OR. @ 2o there was a sudden surge in commercial e*peditions.2o there was a sudden surge in commercial e*peditions.


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Ad"enture %onsultants Ad"enture %onsultants

$ounded in LMM !# Hall and Gar# +all.$ounded in LMM !# Hall and Gar# +all. %lim!ed se"en summits in se"en months in LMM.%lim!ed se"en summits in se"en months in LMM. Gar# died in LMM e*pedition.Gar# died in LMM e*pedition.

Hall continuedHall continued ww !# and LMMO had guided M clients to!# and LMMO had guided M clients to(ount ;"erest.(ount ;"erest.

In LMMJ, ad"ertised and guided ust short of 2ummit whenIn LMMJ, ad"ertised and guided ust short of 2ummit whenhad tohad to a!orta!ort due to time issue.due to time issue.


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(ountain (adness(ountain (adness

$ounded in LMO !# $ischer.$ounded in LMO !# $ischer. $ischer was am!itious, charismatic, desirous of peer$ischer was am!itious, charismatic, desirous of peer

respect.respect.

LMMO, ascended (ount ;"erest.LMMO, ascended (ount ;"erest. LMMR, planned a commercial ascent.LMMR, planned a commercial ascent. Two guided were emplo#ed :Two guided were emplo#ed :

@ Anatoli +owkree" Ve*perienced from &ussiaW had Anatoli +owkree" Ve*perienced from &ussiaW had clim!edclim!ed allall

se"en, including (ount ;"erest, wBose"en, including (ount ;"erest, wBo 2up o*#2up o*#.. @ Neil +eidlemean V not as much e*periencedWNeil +eidlemean V not as much e*periencedW


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;*pedition clients :;*pedition clients : @ 2and# +ittman, No# sonialite, wrote for Allure and %onde Nost2and# +ittman, No# sonialite, wrote for Allure and %onde Nost

Tra"ellerTra"eller (aga(aga @ Pete 2cheening @ oldest to scale.Pete 2cheening @ oldest to scale.

@ 'ale ruse, friend of $ischer Vhistor# of H A sicknessW.'ale ruse, friend of $ischer Vhistor# of H A sicknessW. @ 6ene Gammelgard @ first scardwa"rna6ene Gammelgard @ first scardwa"rna @ (ertin Adams @ wall 2treet Trader, not much e*perienced.(ertin Adams @ wall 2treet Trader, not much e*perienced. @ %harlotte $o* @ e*perienced.%harlotte $o* @ e*perienced.

@ Tim (adsen @ lacked high altitude e*perienced.Tim (adsen @ lacked high altitude e*perienced.


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Trou!le PointsTrou!le Points

Hall9s team got together in athmandu, air lifted to 6uklaHall9s team got together in athmandu, air lifted to 6uklaand then tra"eled to !ase camp. 'ue to polluted andand then tra"eled to !ase camp. 'ue to polluted andunh#gienic conditions, de"eloped digesti"e and respirator#unh#gienic conditions, de"eloped digesti"e and respirator#ailments.ailments.

$ischer struggled with une*pected logistical pro!lems :$ischer struggled with une*pected logistical pro!lems : @ %ustoms pro!lem at &ussian post dela#ed o*#gen suppl# from%ustoms pro!lem at &ussian post dela#ed o*#gen suppl# from

&ussia.&ussia. @ 'ela#ed suppl# of high altitude tent.'ela#ed suppl# of high altitude tent.

@ %onflict with Nepali porters.%onflict with Nepali porters. As a result e*hausted as he struggled with these pro!lems most of As a result e*hausted as he struggled with these pro!lems most oftime instead of planning ortime instead of planning or schemati


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No !od# in !oth teams hardl# knew the others. TrustNo !od# in !oth teams hardl# knew the others. Trustdeficit.deficit.

"er


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2igns of trou!ling weather ignored.2igns of trou!ling weather ignored. Precise turnaround time not decided, and e"en !racketPrecise turnaround time not decided, and e"en !racket

was ignored.was ignored.

;"en on (a# M, Hansein8s was ignored.;"en on (a# M, Hansein8s was ignored. No ropes affi*ed on lest JKK m of clim!, a rumor was takenNo ropes affi*ed on lest JKK m of clim!, a rumor was taken

for granted . V(ontenegrin e*peditionWfor granted . V(ontenegrin e*peditionW $ischer not in his location on final ascent.$ischer not in his location on final ascent.


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Pro!lems in ;ntering a New GroupPro!lems in ;ntering a New Group

3hich %ause 2elf-oriented3hich %ause 2elf-oriented

+eha"ior +eha"ior


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Problems esulting feelings !oping responses%Self-oriented&

IDE'TIT(

3ho am I to !e Z $rustration $ighting controllingresisting authorit#.

)T*+G, ESP*'SES..

!*'T*$ / I'0$+E'!E3ill I !e a!le to controland influence others Z

)TE'DE1 ESP*'SESTension 2upporting, helping, forming

alliance, dependenc#.

'EEDS / G*2$S 3IT,D232$ *

DE'I2$ ESP*'SES3ill the group goalsinclude m# own needsZ

An*iet# Passi"it#, indifference,o"eruse of 7logic andreason8

2!!EPT2'!E / I'TIM2!(3ill I !e liked and accepted!# the group Z

..

4. 4.

5.

6.

5.

How close a group will we !eZ

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