Team Based Organizations Part OneIntroduction

The purpose of this section is to help the participants understand the need for organizational excellence regionally, nationally and globally. Also to understand what methods other organizations use, and to analyze the pros and the cons of those methods. Then to describe the basic principals of Team-Based Organizational Systems and its desired outcome.

We all need to thoroughly understand what the global competition is about, and what methods are employed by the major competition. We also need to have a brief analysis and understanding of the good and bad of those methods so we can direct our efforts in overcoming our competition in all aspects.

Ground RulesGround Rules for the classes this weekBe on timeCompanies need employees to be at their jobs when they are required to be at their jobs. Part of how you will be rated will be attendance through these classesParticipateYou all have something to contribute, and in the workplace it is important that you share your ideas and thoughts. Part of how you will be rated will be your participation

RespectIt is expected that you will treat me and all the instructors with respect. You will treat each other with respect as well.We encourage participation and ideation, but not putting each other down, interrupting, causing a disturbance, not paying attention, holding your own conversations, etc.CommunicationPlease ask questions as we go along. Wait until I have finished a sentence, then ask, or raise your hand. Just be respectful.

OpportunityYou all have a tremendous opportunity here. What you learn in the next forty hours of classroom time will be a springboard, maybe, into the medical device or biotech industries. The maybe is because it is in your hands, not mine or the other instructors.

Keep an Open Mind

Old paradigm: When you are on top, you dont have to worry.New paradigm: Continuous Improvement is mandatory for company survival

Organizations have not truly realized the potential of the diversity in our workforceThis is the true potential and opportunity to being the premier workforce in the world, exceeding the competition despite lower wages in foreign countries, despite less strict environmental guidelines, despite not having government funded manufacturing.

Five Objectives of Becoming a Team Based OrganizationUtilize the thinking ability, talents, skills, and enthusiasm of everyoneEstablish management control consistent with responsibility for conducting workRadically improve decision making and action planningDevelop a new communications system that will move relevant information quickly to where it is neededCreate a working environment where members are willing to use extra effort to meet organization and personal goals and to introduce new technology

Characteristics of Employees

Intelligent

Creative

Flexible

Ability to Learn

No depreciation

Versatility

Durability

Performer TeamsLeader TeamsManagement TeamsExecutive Teams

Types of TeamsQuality circlesProblem solving teamsManagement teamsWork teamsProject teamsVirtual teams

WorkshopWhat is in a Word?Worksheet 1-1

Company GoalsTeam GoalsProcessesEmployeesIf the process works, improve itIf the process doesnt work, stop itAnything that doesnt support the vision and mission, why are you doing it?Vision and Mission

What Happens when Teams are Formed?

Old ParadigmWhen a team is formed, it is expected that they will begin to work on the task at hand immediatelyNew ParadigmThere will always be a time when a new team will have to mature, and time must be given for this process. There are, however, ways to decrease the time needed for the development process.

Stages of Team DevelopmentAssemblingArguingAligningAchieving

AssemblingWhat Is the Team Doing?Getting to know the task and the team membersLearning each others skill and expectationsTesting each others commitment and attitudeBeginning to define task and rolesFocusing on symptoms and problems not related to the task

What Might You Feel?Excited about being part of something newAnxious about the goals and what it takes to get them doneSuspicious about whats expected of youUnsure about how your contribution will fit in with the teams goals

ArguingWhat Is the Team Doing?Setting unrealistic goalsRelying on only one persons experience and ideas; resisting working togetherNot making much progressCompeting for controlFocusing on the task or goal, not on how to get it done

What Might You Feel?

Frustrated that progress isnt being made as fast as expectedAngry that ideas are criticized or ignoredImpatient with members who are slow or who dont pull their weightJealous of others who may have more rewarding or easier responsibilities

AligningWhat Is the Team Doing?Having some difficulty, but making progress toward reaching the goalsUsing each others ideasGiving and receiving constructive feedbackSetting and usually following team ground rules and normsValuing individual differencesAttempting to address all goals at once

What Might You Feel?Respect for each others needs and capabilitiesRelief that the team is finally making progressA growing sense of trust because everyone is committedIncreasingly comfortable working together

AchievingWhat Is the Team Doing?Making progress toward the goal with speed and efficiencyWorking together to diagnose and overcome obstaclesUsing feedback to make changesFinding ways to continuously improve how you work together

What Might You Feel?Pride in your workExcited at being part of the teamEnjoyment in working together and meeting goalsFully committed to the teamSecure in relying on other members

TaskingProcessingAssemblingArguingAligningAchieving

WorkshopWhat do we do?Worksheet 1-2

Old paradigm: Teams will instinctively understand what it is they are to accomplish, and how to do it.New paradigm: Management has the responsibility to set all major goals and guidelines to ensure each member of the team understands them completely. The team must set their sub-goals.

Goals and GuidelinesOne way for teams to become focused is to have goals and guidelines determined as soon as possibleThis helps the team focus on the desired outcomes rather than on other things.

What Happens When a New Member Joins an Existing Team?

ProvingThe new team member may feel like he/she will have to prove to the team that they are capable of being a team memberThe team is going to be wary of the new member, and expectations may run unusually highThe new team member may feel like he/she is under intense scrutiny.

ProvidingSometime during the assimilation process, (into the collective), you will start to provide ideas and thoughts, experiences and solutionsFor some it will take longer than others

PerformingAt some point, after going through the first two stages you will begin to be a performer, thoroughly involved in the team process.You will feel as a team memberYou will be perceived as a team member

The Short CutThere are attitudes that help to short cut the processHumblenessAcceptingListeningOpen minded

Social Styles

WorkshopWhat is your Style?Worksheet 1-3

Old ParadigmWe should all think alike, and those that dont should be changed or removedNew ParadigmWe need to celebrate our differences

ISTJ INTP ESTJ ENTJ Trustee Architect Administrator Field marshal INTJ ISTP ENTP ESTP Scientist Artisan Inventor Promoter INFJ ISFP ENFJ ENFP Author Artist Pedagogue JournalistISFJ INFP ESFP ESFJConservator Questor Entertainer Seller

Driver TendenciesMotivators:Having control over his/her work environmentAble to direct othersOffered new opportunities or challengesPut in a situation where they are held accountable only for results (not how achieved)Opportunities for advancementRewards for achieving goals

De-motivatorsHis/her authority is overruledHis or her responsibility for results is limitedHis/her control over resources is restrictedRequired to do routine activities with little or not varietyClosely supervisedRequired to frequently report on how they are doingNo opportunity for advancement

Analytical TendenciesMotivatorsBe allowed to perform to his/her standardsHave control over those factors that affect the quality of his/her performanceBe in environments where quality and accuracy are rewordedBeing rightLogical, systematic approaches

De-motivatorsRules are constantly changingInsufficient time to process information before actingThe work environment is too informal and loosely structuredRequired to socialize as part of the jobPeople intrude in his/her privacyEfforts to produce quality work are not valuedRepeatedly not able to perform at a level that meets their standardHas insufficient control over resources, time etc. to create quality controls

Expressive DriversMotivatorsSituations providing positive interactions with othersOpportunities to verbalize his/her thoughts and feelingsEnvironments where tow-way dialogue is encouragedEnthusiastic verbal recognitionImmediate verbal feedbackHaving his/her feelings acknowledged

De-motivatorsWorking in environments with reserved or unfriendly co-workersRequired to meet fixed schedules and rigid time constraintsWorking in negative, pessimistic, hostile environmentsRequired to focus on thinking to the exclusion of feelingRequired to perform routine tasks with attention to detail

Amiable DriversMotivatorSituations where he/she can work cooperatively with othersProviding needed support to others through products or serviceHaving clearly defined areas of responsibility and authorityMaintaining a predictable, orderly environmentA harmonious, informal, friendly work environmentEnvironments where loyalty is rewarded with job security

De-motivatorsWorking in an environment with rapid, unpredictable changeExperiencing constant hostility or conflict with co-workersSupport from managers and / or co-workers is lackingWorking in situations requiring one-on-one confrontationExpectations for performance are not clear or change frequentlyFrequent aggressive, competitive interactions are required as part of the job.

WorkshopWho do you trust?Worksheet 1-4

TrustOld paradigm: People can work together and accomplish just the same amount of productivity whether they trust each other or not.New paradigm: As people trust each other more and more, the amount of productivity increases proportionately.

Trust can be compared to the building of a brick structure.Over time, as an individual does things that meet expectations, that honors others, that shows respect trust grow strongerIt takes time and patience to build the trustIf it is done honestly, it will be strong

But if an individualdishonors othersfails to meet expectationsshows disrespect the trust will be destroyed quickly

TrustRebuilding will take longer, because the mess has to be cleaned up, but it can be rebuilt

Building trustKeep promisesBe consistentBe honestDont talk behind anothers backBe humbleHelp othersBe courteousListen

Destroying trustBreak promisesBe inconsistentBe dishonestBe duplicitousBe arrogantIgnore othersUse othersBe rude

Blaming

It is easy to point fingers, because you are not involved in the corrective action.But you must NOT point fingersIf a person did not do what was asked, and is outside the team, then a way must be found to ensure the next time that there is no problemDo it yourselfFind someone else who you can trustTalk it out with the personNegotiate a dealDo not repay their indifference with your indifference

When addressing a specific individuals failure to do their job, address it in a non-personal, non-aggressive manner.One of the items we agreed on was to complete our individual tasks. Do you agree? How can we correct our situation next time? Is there something I forgot to do? Let me help next time.

WorkshopWhat can you do?Worksheet 1-5

Old paradigm: Asking for help shows weaknessNew paradigm: Asking for help shows confidence in your teammates.

Asking for help is not a weakness.In fact it is for the good of the teamNo judgments should be made because someone cannot do somethingUse each others strengthsLearn from each otherHelp each otherSupport each otherCelebrate

ResponsibilityOne of the main strengths of teams is the ability to place responsibility on the team instead of one or two peopleResponsibility need to be moved to the point of decision makingDecision making needs to be done at the level of maximum knowledge

What are the responsibilities of teamsGoalsStaying within guidelinesInnovation and creativitySharing of the loadListening to all points of viewSharing the decisions

Decision DynamicsInteraction between people can be disappointing for a team over time.Look at the chart on the next slideNote the disadvantages of most of the interactions in decision making

But sharing the decision can be awesome. Lets look at various types of decisionsIndividual decisionMinority decisionMajority decisionConsensusUnanimous

Individual decisionDecisions made by one individualSometimes must be done due to time constraintsPlaces all of the burden on one personUsually has some information missingBasically a gut decisionNot very effective, just efficient

Minority DecisionDecision made by less than half the decision making groupCreates division and discordUsually done because of strong opinions/extrovertsHigh chance of being faultyTeam held accountable by the few

Majority DecisionDecision made by vote that favors the option that has more than 50% of the voteCreates dissatisfaction from the minorityCauses others to shut downIf the decision is questioned, the minority will not supportDivides the team

Consensus DecisionDecisions made by a group where everyone does not wholly agree with the option selected, but everyone is willing to support itTeam is not dividedSupport is given by everyoneAll sides have been heard and discussedReasons are given not to go in a specific direction

Unanimous DecisionDecision where everyone agrees on the selected optionTeam is not dividedSupport is given by everyoneAgreement is given by everyoneAll sides have been heard and discussedReasons are given not to go in a specific direction

7 Steps to ConsensusEveryone must be given an opportunity to present their thoughts, opinions and ideasNo ideas are to be considered stupid, ridiculous or crazyWhen presenting an argument, the statement must have an alternative solution or very specific reasons why an idea does not have merit.Personal like of dislike is not an acceptable reasonOnly one person may talk at a time, and must be given the time to present his/her complete ideaNegative comments are to be kept factual and not personalThe entire group must be willing to support the decision 100%

Helpful HintsIf the group gets stuck, take a breather to regain your thoughtsConvince, dont cajoleDont be scared to take calculated risksDo a round robin check off to garner everyones verbal agreementIf, within prior decided time limit, a consensus cannot be reached, the team leader makes the decision based on all the discussed information

ConflictConflict inside a team can be very disruptiveSometimes the conflict is not as obvious to the team as other times.A person may become quiet and withdrawnA person may miss multiple meetings

Conflict

ConflictConclusion is anticipated (both)Both parties perceive a conclusion based on their own interpretation/experiencesObjectionable expectation occurs (Person #1)The evaluation person finds the situation is not to his/her expectationFeelings of confusion/disappointment/anger (Person #1)The evaluator then begins to be confused, disappointed, angry or even cheatedFinger-pointing (Person #1)When the personal feelings surface, it will usually end up as finger pointing from either or both parties

Leads to defensiveness (Person #2)Person may avoid other person, will deny or withdrawPerson will attempt to smooth the problem overPerson will attempt to bargain or compromisePerson will attempt to bulldoze or dominate the situationInevitable trust issues (Both)Trust levels are affected and will deteriorate at different speeds according to severity of conflictCommunication breaks down (Both)Information begins to be held back from the other, instructions become clipped.Misunderstanding increases (Both)Poor communication causes more misunderstanding, more surprises, more antagonism and even lower trust levels

Results are expectedGoals and results need to be clear, concise and understood quantify if possible feedbackConflict still may ariseParties need to get together as soon as a conflict in results appears dont make it personalThere still might be feelings of betrayal, etc.Whom ever is feeling betrayal, etc. needs to talk about it fast. There needs to be no right or wrong, just honesty about their feelings.Recommit to problem solving the conflictWhat worked before that didnt this time? Why? Who is not at issue, why and what is.

Discuss the unmet expectationsLearn from mistakes in a positive manner, not punitive manners. Respect each other in the processAppreciative understandingNew trust levels will be developed. Mistake do and will happen.Increased CommunicationCommunication is enhanced and is deeper, more respect is seenIncreased chance of ResolutionConflicts are no longer seen as witch hunts, blaming, or scapegoats. Feeling of self-worth is promoted.

WorkshopWho is Accountable?Worksheet 1-6

Old paradigm: Accountability is a punitive or police type function handled by managementNew paradigm: Accountability is the reflection of the maturity of individuals and teams based on honesty and integrity. It can be used as a tool to measure internal team effectiveness.

Aligning Authority with ResponsibilityTeam ControlThe authority to make decisions and develop action plans without concern that the decision will be overturned at a higher level of managementResponsibilityThe obligation to perform the work assigned to the teamAuthorityThe power to make decisions and actAccountabilityThe liability for carrying out activities and duties in an appropriate and successful manner

Individual AccountabilityNo one should be accountable for you except youBe consistentFess upIf things are not going well, talk about itGive potential secondary solutions when talking about missed goals, etc.

Procedural AccountabilityIf something is not to procedure in the team, it is the individuals in the team that need to raise the flagDont wait for someone outside the team to say somethingAddress the situation in a non-accusatory mannerHow would you want others to bring it to your attentionProvide a preventive solution

Helping AccountabilityIf you see a member who needs help, go help them.Dont watch then struggleDont wait for failureBring in others if necessaryDont make it personal

Managerial AccountabilitySometimes, management needs to be appraised of a situationThis must be a team decisionThis is done only when it is realized there is no other recourseRelationship problems should be resolved within the team as far as possibleRemember that if the team is not doing its job, management may have to intercedeWhen that happens control is given to managementNow changes will be out of your control

WorkshopHow do you begin?Worksheet 1-7

To address any goal, problem, or issue the following guide should be usedUnderstand MethodologyTrain Implement MeasureFine Tune

UnderstandIt is important that the problem/issue/task is truly understoodIs it a symptom or a true causeYou must determine the root causeWhat are the guidelines or boundariesAre there more than one problemWhat costs are associated with the solutionWill there be a return on the investment

MethodologyWhat method best corrects the situation/ completes the taskSafety/QualityEffectivenessSimplicityValue

TrainingAre there any specific new processes that will require trainingAre there data collections that need to be understoodAre there reports, etc. that need to be developed

ImplementationWhen all is understood, and all necessary training and equipment in place, implementation beginsStep by step implementationTake time to ensure it is done correctlyEvaluate as you go

MeasureMonitor the results of the changes, or implementationAre the results satisfactoryIf there is a learning curve, is it acceptableAre there any surprisesAll results should be noted and part of a learning processIs the process providing the expected return

Fine Tune/CorrectBased on Data Collection and MonitoringFine tune areas not meeting expectationsCorrect specific areasGo back to the method step and determine different method

WorkshopEvaluationWorksheet 1-8

Story of an American in Japan. Japanese businessman pours tea until it begins to overflow. American stops him. Japanese then says that our minds are like this. Overflowing with information. We need to empty our minds for the day and allow fresh ideas to refill our minds. Then ponder the information over time.

Change in business can be seen as change in the basic airplane.First planes were wood and fabric. No enclosed cockpit. Slow. Low altitude. Low techNext planes were light metal frame and enclosure. Fully enclosed. No heat. Faster. Higher altitude. More technologyNow planes are made of high tech materials, computer controlled, super fast, extreme altitudes, High tech.The way we run business has evolved in the same mannerGlobal market importance of thinking globally, best quality, least cost etc.Ask the group if they understand what thinking globally means. Write answers on board.If a need is to sell to the world, what advantages will ensure that our product is sold?Best quality, lowest cost, most reliable, best service, quickest response, etc.What is needed to guarantee a companys future?Best margins, most diverse market, perceived demand, best value, reliability, etc.Look at the weaknessesThe primary objective for a Team-Based Organization is to dramatically improve the efficiency, effectiveness and competitive strength of the organization and to put in place a dynamic process that continues to improve and stay ahead of competition.This is the characteristics of employees that are positive and need to be developed from. This is our strength in global competition.Team Based Organizations are developed from natural teams that can be developed into very powerful continuously improving factoriesWorksheet 1-1: Have the class divide into groups. There should be no more than 5 in any group, and should be evenly dispersed. Give the group the opportunity as individuals to make as many words from the word customer as they can in two minutes. Ask each person how many words they made, write down the quantity and then average. Then have them go into groups and then make as many words from supplier as possible. Write down the quantity again from each team and average. Hopefully the teams average more words than the individuals.Lets take a quick look at the four stages of team development. This is not the steps to empowerment, just the emotional and functional issues that occur as they become a functional team.Note the team performance. When teams first get together, the dynamics of having to work together is very chaotic, people are positioning, etc. and as we stated before, there is very little actual work getting done in meetings. But as time progresses there is less social interaction and more functional results.Purpose: The purpose of this discussion is to demonstrate the need for goals and guidelines to focus the team on the specific desired outcomes.Ask the participants to divide up into teams of five. When they have divided into the groups, hand out a sheet with various common sayings and tell them:A stitch in time saves nine is worth no points, but the grass is greener on the other side of the fence is worth two points. You have 5 minutes.After two minutes, ask each team what they have accomplished. If any team has come up with the correct goal, congratulate them and give them each a candy bar.Then explain to the teams that you would like them to determine first how many points each saying is worth, and then explain how the point system is developed. Then let them go for another 5 minutes.The solution is that for every word with double letters, the saying is given 1 point.Discussion: Questions to ask: Why was the first try so difficult? Why was the second so much simpler? Do we sometimes find ourselves in the first mode? How should we make sure that we are not like that? Make sure that in the discussion it is reinforced that success will not be guaranteed unless the guidelines and goals are clear and understood. It allows the team to focus on what is important, rather than work in a hit or miss situation.Dont join a team and become a know it all. Most of the time should be spent listening and asking questions. Allow the group to receive you rather imposing yourself on them. Volunteer for the tasks that are seen as drudgery and avoided by others. Why do you think this will help you get into the team faster.Less controversyReduces anxiety of the teamsRemoves perceived threats, etc.Worksheet 1-3: Have the class take the Keirsey test. Go through the scoring process, then have everyone give their results. Write down the results of each (both scores for each column). Divide the class into Introverts and Extroverts and pose this problem: If you had half a million dollars and were given a week to spend it all, what would you spend it on and where would you go? Have them put the results on a flip chart page (3M stick it). Go through results and show the differences. Then divide the class into thinkers and feelers. Pose this question: If you were told that an apartment building was to be razed and all the tenants removed, and you had 30 days until the wrecking ball comes, what would you do? Again have the answers put on a flip chart sheet for each team, and when they are done, review the answers. Note the differences.These are the things that will tend to motivate a person who is a DRIVER style (ETs)These are the things that will tend to shut down the motivation of a Driver.These tend to motivate Analytics (ITs)And demotivate AnalyticsThese tend to motivate Expressives (EFs)And demotivate themAnd finally, these are what tend to motivate Amiables (IFs)And demotivate themPurpose: The purpose of this exercise is to show participants how trust is essential in working together as a team. That relying on fellow teammates is ok even though sometimes it may be uncomfortable.Get the group together around the 'minefield'. Let them see the mousetraps, and that they have been set. The participants are to take of their shoes and one by one they are to be blindfolded and led through the minefield. All persons must go through the course. Whomever leads them through the minefield is not allowed to touch the person being led, and may only verbally guide them through the course. At no time may anyone other that the person being led through the course touch any objects in the minefield.The course is timed, and is based on the number of participants, 1 minute for each participant. If anyone touches the person on the course, 1 minute is deducted from the time. If anyone, including the person on the course, should touch an object, 30 seconds is deducted form the time, 1 minute if a trap is set off.The goal is to get all participants through the course in the prescribed time.Discussion: How did it feel to be blindfolded? Could you have gone through the course safely without trusting someone else? Was there any risk? Did you have to trust the leader(s)? How does this fit in to your organization?The minefield is an S shaped pathway with about ten feet long with mouse traps (20) strategically placed along the path. Other soft objects are also placed within the boundaries of the path.

Discuss the feelings of the leaders and the followers. How did it feel to have to rely on someone for your safety. How did it feel to have to lead someone with some guidelines that made it more difficult. How hard was it to communicate in such a limited way. How can this apply to the workplace.When you point your finger at someone else, remember three are pointed back at you!Before you start blaming, take a look at the things that you contributed to the issue. Many times you will see that you are part of the problem. Take action on yourself, which you can control, rather that blaming others where you cannot take action.Purpose - to show that a team has a responsibility to each of its members. When one member is found to be lacking, or in a precarious situation, the team needs to resolve the situation with honesty and integrity.Form the group back into its teams. Tell each team that each individual member is responsible for providing the following:A personal sculpture (made from Playdough) of how they see themselves at workA phrase that represents there philosophy, but in a foreign languageA favorite movie with the lead actor A country in AfricaA number between 1-20, but represented as four fives in a mathematical expressionEach set of contributions in a team must be unique.Discussion: Did any member of the team need help from another member? Why? Was it possible for each of the members to do this on their own? What does this say about a performing team?Purpose: This exercise will demonstrate teamwork, communication, abundance mentality and most of all accountability and how it relates to honesty and integrity. Have the participants separate into two groups, trying to ensure equal males and females, and equal sizing within each group. Each of the teams is to stand on one side of the web facing each other. They must stay within the following rules:No one may touch the web at any time, or touch the end poles. If the web is touched, then one of the entryways will be eliminated from use. If the web is touched while passing a person through the entryway, the person is to be backed out of the entryway and use of the entryway is eliminated. Everyone in your team must pass through the web and end up on the other sideOne member may go under the webNo external tools may be used to facilitate the passage of a memberThe first team to get everyone on the opposite side of the web is the winnerDiscussion: How was the challenge? Why? Why did you decide to do what you did to accomplish it? This is similar to the different departments in a business. Did anyone touch the web? Did you not say anything? Why or why not? Does this happen in business? Is it a good thing? Did everyone get say in the process? Did everyone agree? Did you follow Plan, Agree, Do? What was most important to focus on, the goal or the process?Purpose: To demonstrate how important it is for everyone to agree (consensus) to processes and decisions, and what some of the pitfalls are if this is not done.Have the entire group form a circle, facing inward. Have each member hold onto a large circular rope with both hands. Tell them they are not allowed to let go of the rope with either hand. Blindfold each participant until all are blindfolded. Now ask the group to use the rope to form a shape. Make the shape at least two sides less than the total number of participants. Also let them know they are not allowed to touch each other at any time.When they feel they have formed the shape, they are to announce that they are finished. The blindfolds are removed while they are still in place so they can see what shape they really have made.Discussion: How did it feel to do this exercise blindfolded? What was especially important in this exercise? Did everyone feel they had input into the process? If not, what did you feel you weren't allowed to input? Did anyone feel left out? Ignored? Why? Did everyone agree to the steps that were taken? Did you use on your mark, get set, go?It is so important to hear everyone, and then to make sure that all agree to what is decided. Don't leave out the quiet ones. Don't take over the show. It is also very important to focus not just on the goal, but on the process. How you will attain the goal is many times more important than the goal itself.Have participants fill out the class evaluation. Stress that if there are any improvements that they think will help make the class better, please write down the idea. Also, if there were any parts of the class that they felt were not good, what those particular things were.