NPA: Business Improvement Techniques Contributing to Effective Team Working

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?