TEAMS

1. TEAMS Introduction Terminology of teams, groups, collection of people How to select and use Teams for QI Attributes of successful teams What is team building & development? Topic 8

2. TEAMS What are teams? Different perspectives Identified as different to committees, work grps, audiences and crowds…“… collection of people with something in common while they are together …may discuss topics of interest,…but they do not have to work together” (Willcocks & Morris 1995:8) “Everybody win or everybody loses” 4 key elements (Reilly & Jones 1990:8) Charter or reason to work Interdependency- need each other’s experience, ability, see mutual goals Commitment- leads to effective decisions Accountable as a functioning unit within larger organization Topic 8

3. TEAMS Purpose of teams “ …to resolve problems and effect solutions (Munro-Faure 1992:192) “…concentrate on solving a common problem …method by which… viewpoints can be identified and discussed (Mears 1995:215) Oakland & Sohal (1996:176) sees teamwork as an efficient way to tackle complexities of operational process improvements or problems Topic 8

4. TEAMS Advantages of team approach for construction industry (Oakland & Sohal 1996) Pools expertise, resource to tackle “complex problems” Pools knowledge, skill & experience to tackle difficult problems Morale booster, empower, ownership via people involvement Allows cross functional integration and identifying and solving “real problems” Team quality recommendations likely to be adopted/implemented because quality decisions from good teams are high Topic 8

5. TEAMS Definitions of purpose of teams Central links to QM in terms of problem solving, process improvement, and identifying internal & external customer needs Teamwork …”builds trust, improves communications and develops interdependence Teamwork has role in changing culture of organization and “ provides an environment in which people can grow And use all the resources effectively and efficiently to make continuous improvements” (Oakland & Sohal 1996:176) Topic 8

6. TEAMS TEAMWORK The Affect of Teamwork on Organization Culture (Oakland & Sohal 1996:177) Turning pts, eliminate fear INDEPENDENCE Exchange of Basic info & ideas Trusts Free Communications INTERDEPENDENCE Critical for containing improvement,real problem solving Little sharing of ideas & info Progressive development Exchange feelings, sharing data INDIVIDUALS Topic 8

7. TEAMS Chief Executive Quality Council The Quality Management Structure (Oakland & Sohal 1996:166) – requirement & involvement Chairman Process quality teams Site TQM steering committee Quality Improvement Teams or QC (kaizen) Employee Participation Topic 8

8. TEAMS THE QM STRUCTURE 3 Tier approach to QM – 1 main team 2 each level a) Quality Council Strategic planning/direction Review/revise corporate quality plan Include Top Mgt + steering committee b) Process Quality Teams (PQT) Select/outline projects for QI Appoint team members Include Sr. Mgr to head process quality teams Topic 8

9. TEAMS THE QM STRUCTURE 3 Tier approach to QM – 1 main team at each level c) Quality improvement teams (QIT) Team selection & leadership-knowledge, expertise, manageable team (5-10), team leader role & responsibilities Team objectives-stated, documented, achievable? Team meetings-Date Time Place, Agenda, Attendance list, preparatory/supporting notes, minutes of meeting taken, action plan /7 task assignment Topic 8

10. TEAMS THE QM STRUCTURE 3 Tier approach to QM – 1 main team at each level Quality improvement teams (QIT) Team assignments-responsibilities and time scale establish, Team dynamics-leader’s responsibility, create conducive environment, encourage Q&A, mediate arguments/viewpoints, supportive Team results and reviews-Effective communication & action, Feedback, Team focus, conclusions, avoid personal interest issues, analysis, root of problems. Topic 8

11. TEAMS Teams results and reviews 3 areas of difficulties that can be improve/assisted by reviews of progress Identify member manipulation problem-solving process for self interest Identify falling contribution and sharing responsibility rate by members Help team realize fast pace to resolve problem B4 sufficient analysis completed…thus allow them to re-define the problem and expose its real cause. Topic 8

12. TEAMS Stages of Team Development Tyson 1989:6-8 LC Model TEAMS go through a life cycle comprising stages….. 1. Pre-Groups Information gathering Interaction status Expectations, hopes & intensions 2. Forming Support & guidance Cognitive/Behavior assessment Team fit/exclusions/inclusions Superficial conversation/small talk Questions/queries 5W+1H? In search of leader/direction Topic 8

13. TEAMS Stages of Team Development contd (Tyson) 3. Storming Things bog down, obstacles?, hindrances? Conflicts as results of personal agenda Uneven interactions Pecking-order begins to emerge Flight/fight dynamics Apathy as result of suppressed conflicts 4. Norming Renewed hope after storming Tolerance acceptance & establish norms Detailed procedures, roles & less dependence on leader Topic 8

14. TEAMS Stages of Team Development contd (Tyson) 5. Performing Group structure & identity formed Get on with job Balance productivity & personal affection Treat problems as minor set backs not major disruptions Leader perceive as facilitator?, peer & resource person Consolidate status as per members abilities, function Topic 8

15. TEAMS Stages of Team Development contd (Tyson) 6. Termination Checking goal achievement Coping with ending, disband & depart Making future plans Regression to patterns of control/inclusion/exclusion becomes denial of end Sadness expresses, ending “ritual” conducted Reunions planned May include feelings of excitement about using or applying learning to other situation Topic 8

16. TEAMS TEAMBUILDING “taking planned action to…increase effectiveness… and adopt educational strategies for appropriate changes” (Tyson 1989:161-162) Group difficulties that require intervention Lack of progress to achieve goals Inappropriate leadership Sound decision failure Individual stress, low motivation Role confusion or alienation High turnover, absenteeism Topic 8

17. TEAMS ATTRIBUTES OF SUCCESSFUL TEAMS (Oakland & Sohal 1996:186-187) Clear objectives & goals- agreed by all team members Openness and confrontation- hear all views & opinions without interruption Support & trust- talk freely about fears and problems Co-operation & conflict- help & work constructively via conflict Good decision making- quick info processing, action, decision Appropriate leadership- style acceptable to group Review of team processes- using observer or others Sound inter-group relationships- to benefit from synergy Individual development- for individuals to grow and learn as part of team participation Topic 8

18. TEAMS STEPS IN INTRODUCING TEAMS (Oakland & Sohal 1996; Munro-Faure 1992:191) Mgt support or initiate team concept Start from small scale projects Team members selected based on relevant skills & experience required to identify problems/issues Team leader & members trained quality tools and techniques used in problem-solving Topic 8

19. TEAMS QUALITY CIRCLES OR KAIZEN TEAMS (Alternative to QIP) “… a philosophy of continuous improvement of all employees” (Oakland & Sohal 1996:170) Emphasis on improvement via I,implementing a large number of small-scale improvements in order to achieve significant levels of improvements over time Characteristics of “Kaizzen team” Volunteer work Meet regularly During normal working time “Supervisor Leadership” To identify, analyze & solve work-related problems To recommend solution to management Topic 8

20. TEAMS SELF ASSESSMENT QUESTIONS How would you determine if a group were performing as a teams? Summarize why teamwork is so important to quality management and identify the influence teamwork has on the soft outcomes of TQM Identify and explain the three-tier relationships of teams in quality management Summarize the requirements of a team leader and a team member in a quality improvement team Identify and summarize the relationship between teambuilding and the stages of team development Topic 8