![6. References
[1] http://www.mindtools.com/pages/article/newTMM_30.htm
[2] http://www.projecttimes.com/articles/how-to-manage-the-complexities-of-large-diverse-
project-teams.html
[3] www.ibm.com
7. Author’s Profile:
I am Rachna Singh, an Accomplished, passionate,
enthusiastic and result oriented certified PMP, ITIL V2/V3
Foundation and Microsoft professional with over 10 plus
years of experience across; Project Management,
Service Management, Operations Management and
Customer/Client Satisfaction.
13 Page](https://image.slidesharecdn.com/pminc2012tpab182-121004060719-phpapp01/85/EMDT_4-13-320.jpg)
EMDT_4
- 1. 1 Page
- 2. Effective Management of Diverse Teams Managing sensitivities and issues while working with multi lingual and multi location teams Rachna Singh – Project Manager, IBM India Ltd.
- 3. Contents 1. Abstract ......................................................................................................................................... 4 2. Introduction ................................................................................................................................... 4 3. Complexities and approach while managing complex diverse teams ................................. 6 4. Diversity at IBM – Fast Facts ................................................................................................... 11 5. Conclusion: ................................................................................................................................. 12 6. References .................................................................................................................................. 13 7. Author’s Profile: .......................................................................................................................... 13 3 Page
- 4. 1. Abstract Great teams make distinct impact and perform superior over a long period of time. Today project teams are too large, dispersed and diverse. So the challenge here is how can we be successful when handling such complex teams? Applying effective and right team management practices to such groups at the right time is in itself a complex endeavor. The right team composition, discipline, effective communication and coordination and adaptive team leadership together with the patience to keep the groups focused are some of the effective team management practices. The businesses today are getting into a virtual world to create new approaches to team composition. Global diversity and dependency on technology for communication and collaboration increase the challenges of leading teams. Hence, the project leadership role involves more of team leadership and group development. This paper identifies the complexities that are encountered while managing complex diverse teams includes 1) Tough to predict Human Behavior 2) Complex adaptive teams 3) Geographically dispersed 4) Culturally diverse 5) Integration issues due to different processes, practices and tools being used 6) Risk management Approaches to manage includes 1) Develop a culture of discipline in the teams 2) Create similar processes, practices and tools 3) Insist on a face to face interaction for all kinds of decision making activities. 4) Let communications be open and use inclusive language 5) Evaluate objectively 6) Leverage the power of team 2. Introduction Let’s begin with a small Quiz 1) GENERAL Q) What is the population of the world? A) Over 6,984,895,594 people at the start of 2012 2) GENDER Q) Which count is more in the world – Men or Women? A) MEN 3) LANGUAGES Q) How many languages are there in the world? A) About 6500 4 Page
- 5. Q) Which are the major languages? A) CHINESE, SPANISH, ENLGISH, HINDI, ARABIC 4) NATIONALITY Q) How many countries are there in the world? A) About 196 countries Q) Which is the largest? A) RUSSIA Q) Which is the smallest? A) MONACO 5) SEXUAL ORINETATION Q) Do people fall in love with the opposite sex always? A) No. Most people are heterosexual but some are homosexual also. 6) AGE Q) Are we all of the same age? A) No. People are Young, Middle Aged, Old, etc. 7) ABILITIES Q) Do all of us have the same physical and mental abilities? A) No. Some people are disabled too. 8) RELIGION Q) What are the major religions? A) CHRISTIANITY, HINDUISM, ISLAM and BUDDHISM So, our simple quiz shows - people across the world differ in Gender, Nationality, Language, Sexual Orientation, Age, Abilities and Religion So DIVERSE but EQUAL Similarly today we have a workplace comprising of the whole world. It had changed a lot since the time when similar people worked in a common physical location under the umbrella of a single immediate manager. Now it’s diverse – by race, language, geography, time zone, age, gender and much more than these. Diversity at workplace includes both personal and organizational characteristics. “ A diverse group of people, using their own creativity, innovation, judgement, intuition can do a better job in today’s world of constant change than any set of formal procedures or controls administered by a remote, centralized management” (Gordon, 1999 p5) Thus diversity provides an option for a rich and varied environment, with different experiences leading to improved results. 5 Page
- 6. Following the above introduction; companies are not limiting themselves within a single location instead they have started utilizing virtual teams which comprises of geographically dispersed people to work on projects. We refer “Virtual” here to the electronic communication of team members. Teams work collaboratively even when physically separated by distance and time zones through Technology- Enabled communication. 3. Complexities and approach while managing complex diverse teams Let’s start with a scenario: Mathew has been assigned a project of setting up a helpdesk for the organizations software sales. He has been given a virtually dispersed cross - functional team. With his 12 plus years of experience in project management he accepted the project and was extremely excited to work with this diverse team. Now, one fine day it gets noticed that things are not working the way it should have been. Approach followed by Mathew: He assumed that the team members are all highly skilled and experienced in their respective functional areas and left them to carry on with their tasks. He decided to meet with the team to discuss on progress as and when required; as he did with his regular traditional team. Following the above practice Mathew found that each meeting turned into a session of arguments and conflicts. No one ever was able to prioritize the tasks and come to a common solution. Each meeting conducted resulted into a failure and team started losing interest in the project. Even Mathew started getting frustrated with the team and their attitude. Was Mathew’s approach of leading this virtually dispersed cross - functional team towards the goal right? Of course Not Reasons for the problems faced by Mathew: Complex Adaptive Team and changing Human Behavior – As a project manager of a complex and large project its really very tough to predict the reactions of team members towards each other, towards project results and their role in the overall project. A diverse team spread across globe and different functions are significantly different from the teams working under one function. Now let’s go through few specific challenges of managing a virtually dispersed cross functional team and also best approaches to use the capabilities of this team. 6 Page
- 7. Leadership: - In our scenario we did not see Mathew leading the team. Did he? Leadership is different from Management and to get best results from a diverse team it’s just not enough to manage but to lead the teams. Strong leadership focuses on Vision and involves in setting directions aligning people and motivating them. Since the teams are diverse - virtual and dispersed the leader should know when to let the respective teams take a lead. Such type of teams should be strong and committed towards a common goal. A balanced leadership is required in such situations. Activities involved to accomplish the project must be tightly organized and monitored though people should be left free to use their expertise as appropriate. Clear Objectives: - In our scenario did we see Mathew ever speaking to the team regarding the objectives of the project? NO Each team member involved in the project should have a clear picture of the objectives they are supposed to work on in order to successfully execute the project. These objectives must be reminded to the team quite often in order to remain focused on the target, let there be any outside interventions. Team objectives should be SMART Result Time Specific Measurable Attainable Oriented Bounded Specific - A specific goal has a much greater chance of being accomplished than a general goal. Measurable - Establish concrete criteria for measuring progress toward the attainment of each goal you set. 7 Page
- 8. Attainable - Team objectives should be realistic so that the team members can achieve them. Result Oriented - The desired final outcome should be defined clearly. Time Bounded - A goal should be grounded within a time frame. With no time frame tied to it there’s no sense of urgency. We can manage these objectives by using a project charter. This will keep the team focused and establish general standards for collaborative working. It’s also advisable to align the goals of these cross functional teams to the goals of their respective departments. This will lead to more cooperation and provide a greater chance to success. Clear, Inclusive and Effective Communication: - In our scenario we Mathew communicate what is required and when or how is it required? NO Communication has always been of key importance in any kind of project. We should be careful that our language doesn’t make anyone feel marginalized. Team members should be comfortable and here when the cross - functionally diverse teams consists of members across the globe; we need to be sure that the objectives are appropriately communicated and not forgotten. Right from the start of the project if the communication is appropriate then lots of misunderstandings, confusions and conflicts can be avoided and a good strong relationship can be built. Team members themselves will be clear when, where, whom and how to go to/for if they require any kind of information for the accomplishment of their tasks. The information flow here builds up the trust and keeps the team bounded together though working in different functional teams. Hence, giving the project what it requires to reach the goal. Various technology and media can be useful for an effective communication 1) Face to Face: i. This can take over the non verbal and verbal signals. ii. Instant feedback can be provided iii. Video conferences increase the information richness and also reduce the travel expenses and meeting times. A project kick-off meeting or monthly reviews, for example, conducted over video conferencing can bring everyone together in one location though within a room so that people can develop a shared understanding of the project and begin to get involved with the team. This in turn, would support task accomplishment during the project. The time and expense necessary to provide such opportunities for 8 Page
- 9. face-to-face interactions thus reduces to a greater extent. This would help companies convert informal interactions into formal. 2) Verbal communication: i Over conference calls, net meetings and a direct phone call. ii. Tone of voice is of utmost importance here. 3) Written communication: i Letter, Memos, Emails are some common forms. ii. Can be used to track progress. 9 Page
- 10. Positive team Dynamics: - Did Mathew try to adapt this approach at all in our scenario? NO Though communicating externally is essential it’s equally important to have internal communication. Working in cross functional team needs more honestly and trust with respect to departmental teams. The members of the diverse teams possess a diverse way of thinking, analyzing and solving problems and once a trust is build in between them, then we can have them contribute freely and openly to discussions, even if they are aware that their ideas won’t be agreed upon. Let it be any kind of team we are managing; we follow the Bruce Tuckman’s model of team development. Performin Adjournin Forming Storming Norming g g Forming: Team meets; begins collective work Leaders direct. Storming: Team deals with confusion and conflict over goals, decision-making, roles and control Leaders Coach. Norming: Team accepts goals, roles, rules; works positively Leader facilitates and enables process. Performing: Team focuses on achieving goals; personal growth for team members; conflict handled positively. Leader facilitates. Adjourning: Team is released as the projects objective has been met. Leader gets the team together and celebrates the success of project Motivation: We didn’t see this in our scenario. Mathew never got involved into team building. 10 Page
- 11. Clear performance measures are as important as clear communication. Individuals must be kept informed on their performance on a regular basis which in turn keeps up their motto. When working with the diverse cross functional teams, each team member has two distinct roles, project based and department based; hence a clear distinction of their performance is always helpful. The rewards based on these clear performance measures always helps to keep the individuals commitment and effort towards the project goals; secured. A reward presented to the team as a whole on their combined efforts and performance should also be taken into consideration which definitely contributes to unity and cohesiveness of the team. Recognitions could be in a formal or an informal form however the overall intention is to showcase the team’s success to the overall organization. 4. Diversity at IBM – Fast Facts According to Diversity Inc; "IBM” is a company that embodies values, and no one does that better globally than this corporate giant." As a result, IBM has scored high on their annual Top 10's. No. 2 in The Diversity Inc Top 10 Companies for LGBT Employees No. 2 in The Diversity Inc Top 10 Companies for People With Disabilities No. 1 in The Diversity Inc Top 10 Companies for Global Diversity IBM has a long history of commitment to Diversity and has consistently taken the lead on policies long before it was required by law. IBM’s innovative and leading practices span over 50 years. It began in the mid-20th century, grounded in Equal Opportunity legislation and compliance. IBM moved forward to Diversity 2.0 in the 1990s with a focus on eliminating barriers, and understanding regional constituencies and differences between the constituencies. As IBM’s demographics changed, it adapted its workplace to be more flexible and began its focus on work-life integration. IBM also introduced IBM's Values, which links to its diversity work. This work set the foundation to where IBM is today. Diversity is no longer about race, gender, sexual orientation or disability – or numbers. It's about broadening the definition and objectives to ensure we create a globally sensitive corporate culture that fosters and leverages diversity of thought and relationships. What is diversity as defined by IBM? Diversity at IBM includes everybody and excludes no-one. IBM is committed to and value Diversity. It creates a work environment which understands, respects, values and accommodates human and cultural differences. The concept of valuing Diversity extends beyond differences in nationality and race to welcome all people to the workplace regardless of factors unrelated to the job. 11 Page
- 12. IBM does this, not just because it's the right thing to do but because it needs to ensure that it attracts and retains the best people - this means a diverse workforce. IBM believes in the value that each individual brings to the company, regardless of country of origin, race, ethnic or cultural background, sexual orientation, gender, age, disability or religious beliefs. It also believes in being sensitive to the needs of all employees and to the communities in which it operates. The Global Diversity Framework of IBM includes a global approach, which means our overall strategy is global, but the strategy is flexible enough to be adapted for local relevance. Globally, we have defined a set of imperatives which provide a roadmap for our strategy and have identified four constituencies which are globally recognized: GLBT Women PwD Cross Generational In Ireland, IBM employs people from over 60 different nationalities – there is a diverse workforce! So, it is important that each employee is familiar with IBM's belief in respect for all employees and the value each employee brings to IBM. IBM has customers in more than 164 countries - its workforce has to reflect the rich array of cultures, perspectives and human characteristics of all these marketplaces. 5. Conclusion: A diverse team is a reflection of the changing world. Diversity brings high value to organizations. Respect towards individuals benefits the workplace giving it a competitive edge. Diversity creates a fair and safe environment where each individual has equal opportunities and challenges. Organizations with diverse teams produce superior performance when compared to homogenous teams. Organizations around the globe are now recognizing the value of diversity and are actively promoting diversity. Inputs from more than one functional area in any business decision leads to a better understanding, this in turn allows people with different ideas, thoughts and expertise to provide their ideas and find creative and innovative solutions to any requirement that an organization is experiencing. Adequate support in team formation issues, identifying and recognizing the talents and contributions of each individual in the team, providing open and honest communication within the team and keeping the team focused and motivated, can provide a very strong foundation for success of any cross- functional team in an organization. Diversity well managed produces a superior result. 12 Page
- 13. 6. References [1] http://www.mindtools.com/pages/article/newTMM_30.htm [2] http://www.projecttimes.com/articles/how-to-manage-the-complexities-of-large-diverse- project-teams.html [3] www.ibm.com 7. Author’s Profile: I am Rachna Singh, an Accomplished, passionate, enthusiastic and result oriented certified PMP, ITIL V2/V3 Foundation and Microsoft professional with over 10 plus years of experience across; Project Management, Service Management, Operations Management and Customer/Client Satisfaction. 13 Page