Team Building1.docx

Team Building1.docx

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TeamBuilding1

TeamBuilding-DevelopingPerformingTeams

Thecommandandcontrolstyleofleadershipisbecomingredundantandtheteam-basedapproachtoworkisincreasinglybecomingpopular.Thearticleexplainsthecharacteristicsofgreatteamsandtheleadershipapproachestobuildingperformingteams.

TheMichaelDell,thefounderandCEOofDELLComputers,believesthatbusinessisallaboutbuildingteamsandbuildingtalentintheorganization.Accordingtohim,itisthemostessentialcomponentofsuccessasdiversityofideasandinputhelpsalotinmakingbetterdecisions.Dellalwaysencourageshisteams,evenifsomeoftheirproductsfailorhavetobescrapped.Hemotivatesthemtoworkbetterontheirnextproduct.

InApril1993,JohnMedica,wholedthedevelopmentofApple'sPowerBook,wasputinchargeoftheNotebookdivisionofDELL.Bythetimehetookover,oneproducthadalreadybeencanceledandthedevelopmentofotherproductswastakinglongerthanexpected.Afterarealisticassessmentofthesituation,itwasfeltthatonlyoneoftheproductsunderdevelopment-theLatitudeXP-wouldbecompetitiveinthemarket.Thecompanydecidedtocancelseveralproductsthatwereinthedevelopmentstage.Thisdemotivatedtheengineerswhohadspentalotoftimeandenergydevelopingtheproductsthathadbeencanceled.Tomotivatethem,Dellreinforcedthecompany'sstrategytothenotebookgroupandencouragedthemtopulltogethertomaketheLatitudeXPasuccess.

Dellrealizedthataligningteamstowardacommonobjectiveandcreatingthesameincentivesystemacrosstheentirecompanywouldhelpdirecteveryone'stalenttowardcreatingvalueforcustomersandshareholders.AtDell,peopleworkinteamsoftwotoreceive,manufacture,andpackanorderfordeliverytoacustomer.Theprofitsharingincentiveencouragesthemtobeproductiveasateam.Hourlymetricsarepostedonmonitorsonthefactoryfloorsothateachteamcanseeifitsperformancemeetsthecompany'sgoals.Dellalsobelievesthat360°performanceappraisalshelpidentifyareasthatmightrequirefurtherdevelopmentorimprovementandalsokeeppeoplefocusedonachievingtheirgoalsasateam.Hebelievesthatteamworkisallaboutpeoplewhoareinterestedineachother'sgrowth.

MovingFromCommandandControltoTeamwork

Asmoreandmoreorganizationsmovetowardsateam-basedapproachtowork,thecommandandcontrolstyleofleadershipisbecomingredundant.Leadersareplayingtheroleoffacilitatorsmoreandarenowexpectedtoteachtheirteammembers,andletthemmakedecisionsfortheteam.Ateam-basedapproachisexpectedtoimproveefficiencyandproductivitylevelsinanorganization.However,thetransformationfromacommandandcontrolstyletotheteambasedapproachcanbeconfusingandgrueling.Companiesexpecttheirmiddlelevelmanagerstotransformthemselvesintoteamleaders.Theyareexpectedtocoach,motivate,andempowertheirpeople.

However,veryfewmanagersorcompaniesreallyunderstandthetransformationprocess.Mostmanagersfindthetransitiondifficulttomake.Often,thethingstheywereencouragedtododuringthecommandandcontroldaysarenolongerappropriate.Thesemanagersdonotrealizetheshiftinmindsetandthebehavioralskillsrequiredtobesuccessfulteamleaders.Managersintheirnewrolearenotsurewhatlong-termeffectthisteam-basedapproachwillhaveontheircareers.Softskillssuchascommunication,conflictresolution,andcoachingthoughcrucialforsuccessasteamleadersmaynotaddmuchvaluetotheirresumes.Accordingtosome,beinganeffectiveteamleaderdoesnotguaranteepromotionwithinacompanyoropportunitiesoutside2.Managersshouldnotworryiftheyareaskedtomakethetransitionfromthecommandandcontrolstyletotheteam-basedapproach.Theycanacquiretheskillsneededtobeeffectiveteamleaders:

patiencetoshareinformation,trustinothers'abilitiestomakedecisions,andwillingnessandabilitytosharepowerwithteammembers.

UnderstandingTeams&Teamwork

Whatisateam?

Ateamisasmallnumberofpeoplewithcomplementaryskillswhoarecommittedtoacommonpurpose,asetofperformancegoals,andanapproachforwhichtheyholdthemselvesmutuallyaccountable.3Tobecomeapowerfulunit,alltheteammembersshouldhaveacommoncommitment.Withoutacommoncommitment,alltheteammemberswillperformasindividuals.Developingcommoncommitmentrequiresacommonpurposeinwhichtheteamferventlybelieves.Thewaytheyshapetheirpurposeiscontingentuponthedemandsandopportunitiesplacedbythetopmanagement.Thetopmanagementdeterminesthecharacter,rationale,andperformancechallengesforteams.Themanagementshouldgiveenoughflexibilitytotheteamstodevelopcommitmentbasedonthegivenpurpose,specificgoals,timing,andapproach.

Successfulteamsinvestsignificanttimeandefforttodeterminecollectiveandindividualpurpose.Unsuccessfulteamsfailtocreateacollectiveandchallengingaspirationduetovariousreasonssuchaslackofemphasisonperformance,lackofeffort,andpoorleadership.Successfulteamsconverttheircommonpurposeintospecificperformancegoals.

Withoutthesespecificperformancegoals,membersoftheteamlackclarityontheircontributionandperforminamediocremanner.Whenpurposesandgoalsoftheteamsareconsistent,andarebackedbyteamcommitment,theyleadtoimprovedperformance.Teamworkplaysanimportantroleinthesuccessofanyorganization.Teamworkcharacterizesvaluesthatencouragelisteningandrespondingconstructivelytoothers'views,providingsupport,andrecognizingtheinterestsandachievementsofothers.4Thesevaluesensureteamperformance,individualperformance,andorganizationalperformance.

Exhibit1.1

CrossFunctionalTeamsatKodak

Kodakhasalwaysrecognizedtheimportanceofteamsandeffectiveteamworkinitsorganization.Itbelievesthatteamshelpanorganizationgaincustomerfocus,improveworkefficiency,achievesuccessfulrestructuringandreengineeringofworkprocesses,andfosteraspiritofcooperationandcollaborationwithintheorganization.

Formingcross-functionalteamswasjustanothereffortonthepartofKodak'smanagementtoimprovetheoverallefficiencyoftheorganization.InKodak'scross-functionalteams,peoplefromdepartmentsacrosstheorganizationpooledtheirideastoimprovethevariousworkprocessesandoperationalflowsintheorganizationalstructure.Byformingsuchteams,Kodakbroughttogethertheskillsandideasofemployeesworkingindifferentdepartmentsoftheorganization.Thisenhancedtheabilityoftheorganizationtosolveproblemsandledtobetterdecision-making.

ThecrossfunctionalteamsestablishedatKodakweresuccessful:

•Inbuildingasharedvision,anddevelopingsharedvaluesandprinciples

•Increatingafocusoncustomers

•Inrestructuringandre-engineeringworkpractices

•Inidentifyingthebestwaysofoperating

•Inreducingoperationalcosts

•Inassessingbusinessrisksandopportunities

•Indealingwithissuesinaccountingandadministrationand

•Insolvingproblems

UnderstandingTeams&TeamworkContd...

Anygroupofpeopleworkingtogetherdoesnotformateam.Thus,committees,councils,andtaskforcesarenotalwaysteams.Thereisacleardifferencebetweenteamsandworkgroups.Theperformanceofaworkgroupisafunctionofitsmembers'performanceasindividuals.Theperformanceofateamisafunctionofbothindividualresultsand"collectivework-products".Activitieslikeinterviews,surveys,andexperimentsgenerallyneedinvolvementofmorethanoneperson.

Suchactivitiescanbeconsideredas"collectivework-products."Workinggroupsarecommonandmoreusefulinlargeorganizationswhereindividualaccountabilityisimportant.Theyareformedtoshareinformation,insights,andperspectives.Themembersofworkgroupscometogethertohelpeachotherperformbetter.Themeetingofthesegroupsalsoreinforcesindividualperformancestandards.Thefocusofworkgroupsisonindividualperformanceandaccountability.Thereisnomutualresponsibilityforeachother'sperformanceasinteams.Thereisnoquestionofincrementalperformance-contributionthatresultsfromtwoormorepeopleworkingtogetheringroups.Theemphasisofworkgroupsisalwaysonindividualgoalsandresponsibilities.Forbetterunderstandingofdifferencesbetweenworkinggroupsandteamsrefertotable1.1.

PrinciplesofGreatTeams

WarrenBennis5conductedastudytoidentifytheprinciplesthatmadegreatteamssuccessful.HestudiedteamsthatworkedontheManhattanproject6,andthosewhoworkedinthePaloAltoResearchCenter（PARC）7ofXerox,AppleComputers8,LockheedSkunkWorks9,andWaltDisneyanimationstudios.AccordingtoBennisthoughalltheseteamswereextraordinaryintheirownway,thereweresomeprinciplesthatwerecommontoallandtheseprinciplesapplytoalltheorganizationswheretheseteamsworked.Theprinciples10are:

SharedDream

Allthegreatteamssharedthedreamofmakingtheworldabetterplacetolivein.Theysincerelybelievedthattheywouldchangetheworldforthebetter.Theseteamswereobsessedwithwhattheyweredoinganddidnottreattheirworkassimplyajobbutaferventquest.Theshareddreamsandbeliefsgavethemthecohesivenessandenergyneededtowork.

MissionisBiggerthanEgo

DuringtheManhattanproject,oneteammemberhadaproblemworkingwithacolleague,anddecidedtoleave.Buttheprojectleaderremindedhimthatthemissionwasmoreimportantthanindividualegosandthismadetheteammemberrethinkhisdecision,andultimatelystayback.Thisexampleshowshowgreatteamsplacedmissionwayabove