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NPA: Business Improvement Techniques Contributing to Effective Team Working

NPA: Business Improvement Techniques Contributing to Effective Team Working. Unit contents. Introduction to effective team working The basics of an effective team working relationship Methods of communication Measuring team performance Learning outcomes/objectives

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NPA: Business Improvement Techniques Contributing to Effective Team Working

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  1. NPA: Business Improvement TechniquesContributing to Effective Team Working

  2. Unit contents • Introduction to effective team working • The basics of an effective team working relationship • Methods of communication • Measuring team performance • Learning outcomes/objectives • Understand the importance and benefits of effective team working

  3. What is a team? A group of individuals working together to achieve a common goal 1 + 1 = 3 • A group of individuals working together will achieve more than the sum of individuals working alone.

  4. A team has… • a common purpose • recognition by each member as belonging to same group — team identity • interdependent functions that require joint effort

  5. A team needs... • effective communication between team members • members’ commitment to one another • creativity • effective team working methodology • the ability to improve its own methods and output • achievement

  6. Why do we need effective teams? • to enhance and deliver exceptional project performance • quality, delivery, cost, health and safety, environment • customer satisfaction • to ensure competitiveness and business longevity • to deliver ‘benefits for all’

  7. Improved decision making improved understanding better analysis better decisions quicker agreement better buy-in more honesty and realism shared problem solving Improved financial performance minimised risk of overspend reduced need for contingency better allocation of funds lower out-turn cost reduced operational revenue minimised reworking minimised duplication and wastage improved financial security and profit The benefits

  8. The basics of an effective working relationship • shared knowledge and mutual understanding • respect for each other • basic values and attitudes fit together • support and trust for each other • openness • co-operative atmosphere

  9. The basics of an effective working relationship • have common goals/objectives • work to an agreed plan • understand the different skills, strengths and weaknesses that exist within the team — what is the best way to use this knowledge? • listen and actively contribute • learn from experience

  10. The list below shows some of the ways that the effectiveness of a team to meet customer needs may be measured: quality number of defects at project handover timeliness to resolve any quality problems delivery adherence to the agreed program cost savings made through value management/value engineering actual cost versus planned safety zero accidents evidence of continuous improvement to improve the level of ‘value’ added Measurement of team performance

  11. How teams develop A fifth stage is sometimes included called ‘mourning’ where the team is disbanded. 2 3 norming storming 4 1 performing forming Bruce Tuckman's 1965 Forming Storming Norming Performing team-development model

  12. How teams develop • Forming — initial awareness • Storming — sorting out process • Norming— self organisation • Performing — maturity

  13. ‘Forming’ — establishing the need for the team • Typically characterised by: • strong dependence on leader • simple ideas • avoidance of controversy • avoidance of serious topics • minimum feedback

  14. ‘Storming’ — a sorting-out process, the most difficult phase • Typically characterised by: • strongly expressed views • challenging others’ ideas • challenging leadership, authority and position • withdrawal by some team members • lack of collaboration, competing for control • high level of reacting or defending

  15. ‘Norming’ — self-organisation by team • Typically characterised by: • active listening • shared leadership • methodical systematic ways of working • readiness to change preconceived views • receptiveness to others’ ideas • active participation by all • conflicts seen as mutual problems • open exchange of ideas

  16. ‘Performing’ — maturity and mutual acceptance • Typically characterised by: • high creativity • openness and trust • strong relationships • high achievement

  17. Team organisation • Sample structure • leader/facilitator • recorder/scribe • time manager • team member Skills matrices are useful ways of identifying skills and shortages or training requirements.

  18. Problems in teams • What do team members expect of each other? • Have these expectations been shared? • Do the individuals’ objectives fit with team objectives? • Are there areas of overlap or duplication between roles that could cause conflict?

  19. Problems in teams — processes • How are decisions taken — are authority levels clear? • Are structures, content and processes in meetings effective? • How are conflicts and problems resolved? • How is activity co-ordinated — are reporting procedures understood and adhered to?

  20. Problems in teams — relationships • How do the team members feel about each other? • Are members’ individual needs recognised and respected? • Does the team climate allow for open debate and sharing of concerns? • Do the team and leader encourage feedback on team and individual performance? • Are there personality clashes?

  21. Resolving disagreements • Examine causes of trouble. • Clarify roles and responsibilities. • Use constructive feedback and openness. • Bring parties together to discuss issues. • Individual counselling of members. • Use clear communications methods.

  22. Oral communication team briefings brainstorming Q & A sessions Written communication ideas actions briefs feedback Data, eg KPIs, issues Methods of communication Where possible, always use visual management to improve communications.

  23. Summary • What are the benefits of team working? • What factors are required for a team to work effectively? • What problems might a Business Improvement Team encounter? • How would you overcome a disagreement in the team?

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