teamworkquantitymanagement_ppt_1_shannon.ppt
- 1. Teamwork
- 2. Teamwork - the process of a diverse group of individuals pooling their resource and skills to work together and achieve a common goal
- 3. only if there is Total Effort from All Members Together Everyone Achieves More
- 4. Changing Nature of the Workplace • Before World War II the United States was the top manufacturing country in the world. • After the war, products were in such demand that they were not concerned about product quality. This lack of attention to quality began to hurt American industry. • During the 1980’s, American manufacturers were being out-produced by manufacturers in foreign countries, particularly Japan.
- 5. • Analysts determined that Japanese firms had a competitive advantage because they used work teams to increase their productivity. • Two popular approaches to teamwork, Total Quality Management (TQM) and Quality Circles resulted from this study.
- 6. Total Quality Management (TQM) TQM encourages team members to constantly look for ways to reduce errors and improve product quality. It teaches team members to measure the effect of their improvements and to check the accuracy of their work. Quality Circles bring team members together on a regular basis to discuss how the workflow might be improved.
- 7. Total Quality Management (TQM) Defined by four cornerstones: 1. Customer Satisfaction 2. Continuous Improvement 3. Empowerment 4. Teamwork
- 8. Empowerment • The sense of satisfaction that comes with managing and controlling your own work. • With empowerment comes: • Authority • Responsibility • Accountability
- 9. Benefits of Teamwork • Class brainstorm benefits – share with class • Teams encourage employees to think more creatively and to take more pride in their work. • Employees who are proud of what they do tend to make fewer errors. • Employees who are satisfied with their jobs tend to stay with their companies longer. • The sense of empowerment that comes from working on a successful team.
- 10. Benefits continued • As a rule, teams reach better and more creative decisions than individuals. • Synergy • Teams members are more likely to make plans work when they are involved in the decision-making process.
- 11. Synergy • Synergy is achieved when two or more people work together to create a better solution than either could alone. • Although there are many, three of the largest roadblocks to synergy are: •ignorance •cliques •prejudice
- 12. Teams Tools Raise hand Silence Circle Up Knee to Knee Eye to Eye Back in Place Rearrange area so that it is back in proper order Consensus All decisions
- 13. Consensus • A decision-making method • A consensus is when all members of a group fully accept and support the decision. • Ideas must be thoroughly discussed and understood by all team members • A major problem with achieving consensus is that it is very time consuming. Therefore, it is not used for all decisions – sometimes the autocratic method or democratic method are better for the situation.
- 14. Class Norms Have fun Learn Use Team Tools Always You’re in charge Ask for what you need Zingers Never Milling Never Celebrate Recognition S’port Team Members
- 15. If . . . If we always do what we’ve always done, We’ll always get what we’ve always gotten.
- 16. Role of the Team in the Workplace Teams in the workplace are formed for different purposes. Four common types of teams exist: Ad Hoc teams – a temporary team brought together to solve one problem Functional teams – all members have similar skills and expertise although they would not be able to perform each others’ jobs. They solve problems based on their understanding of the work to be done and each team member’s unique contribution.
- 17. Cross-Functional Teams –consists of workers from different areas within a company who are assigned to work on a variety of problems. Members are selected based on their expertise and ability to make a unique and meaningful contribution. Multifunctional Teams - have been crossed-trained so that each person is able to perform the duties of all the other team members.
- 18. Each of the previous teams could perform as a self-directed team. It is an empowered team that makes decisions independently of management. A self-directed team is given full responsibility for carrying out its assignment. The members of the team must set work-related goals and objectives. They identify priorities, set budgets, develop work plans, and solve problems. Self-directed teams evaluate their own progress and often hire, train, and evaluate their team members.
- 19. Stages of Teams Team development evolves in stages. One way to identify these stages is the following set of terms: • Stage 1 – Forming • Stage 2 – Storming • Stage 3 – Norming • Stage 4 - Performing
- 20. Stage 1: Forming • known as the organizational stage At this stage the team members: • become acquainted and discuss the purpose of the team • may be excited about being chosen for the team • may feel uncomfortable, afraid to speak, and full of doubts • may feel good about what the team can do
- 21. Stage 2: Storming • characterized by lack of direction At this stage the team members: • question why the team was formed • find it hard to work together and make decisions • may distrust or not understand one another • may have personality clashes and arguments • may talk behind others’ back
- 22. Stage 3: Norming • hardest of the four stages to identify At this stage the team members: • begin to work together and leaders emerge • openly discuss issues, listen to one another, and become more involved. • feel good about themselves and the team • accept the team’s decisions and are willing to work hard to carry them out
- 23. Stage 4: Performing • known as “full speed ahead” At this stage the team members: • are committed to the team and the organization • take responsibility for making improvements and examine the best way for the team to function. • stay focused and work for the common good • work at maximum efficiency
- 24. Part II
- 25. Characteristics of a Good Team Member • Works for consensus on decisions • Shares openly and authentically with others regarding personal feelings, opinions, thoughts, and perceptions about problems and conditions • Involves others in the decision-making process • Trusts, supports, and has genuine concern for other team members
- 26. • “Owns” problems rather than blaming them on others • When listening, attempts to hear and interpret communication from other’s point of view • Influences others by involving them in the issue(s)
- 27. Team Success Factors Successful teams share six characteristics. This team success factors can be found in every stage of development, helping the team advance from one stage to the next. They are powerful contributors to a team’s effectiveness. By focusing on these six factors, you can help your team move more rapidly from one stage to the next.
- 28. Team Success Factors PURPOSE •Direction •Identity •Focus •Basic component of any team or team mission •Without purpose, team members do not know what they are suppose to do •Purpose gives the team:
- 29. PROCESS • Refers to the way a team identifies a problem, develops a solution, analyzes data, or reaches agreement • With process, a team can: •Meet goals •Make decisions •Plan and organize its work •Solve problems
- 30. COMMUNICATION • The exchange of ideas and feelings in a way that respects everyone’s contributions • When team members communicate effectively, they: •Encourage cooperation among themselves •Promote continuous improvement •Help to prevent and resolve conflicts
- 31. COMMITMENT • Willingness to give 100% of yourself • Commitment can: •Build belief in the team and its goals
- 32. INVOLVEMENT • Everyone should be encouraged to participate • Ensuring involvement means the team: •Benefits from the skills and talents of all members •Values individual differences •Encourages input that may help it meet goals or solve problems
- 33. TRUST • Team members have expectations and assumptions about each other • It is your belief that the team members will live up to their promises. • Trust allows a team to: •Take risks •Try new ideas •Take greater initiative
- 34. Team Success Factors – Crossword Puzzle
- 35. Teams: Constructive and Destructive Roles
- 36. Seven Constructive Team Member Roles Information GiverSeeker Provides and or seeks data, evidence and experiences necessary to solve the problem and complete the task. Opinion GiverSeeker States his or her beliefs, attitudes and, judgments or seeks those of others Elaborator Uses examples, illustrations, analogies, and explanations to build on and/or clarify others’ ideas. Reviewer Summarizes important issues as necessary. EncouragerInspirer Praises and agrees with others when appropriate. Promotes a comfortable interpersonal climate. Task Minder Orients the group to the task at hand. When members loose focus, helps them get back on task. Investigator Asks questions to get information and opinions from others. Encourages everyone to participate and be part of the decision. Needs to be careful about asking too many questions and keeping the team from moving to the next task.
- 37. Six Destructive Team Member Roles Storyteller/Gossiper Tells irrelevant stories or anecdotes that distract the team. Recognition Seeker Calls attention to his or her achievements. Steals attention from other members and from the task. However, sometimes his/her behavior reminds others that individuals need to be recognized. If each member gets attention for time to time, motivation may be increased. Dominator Monopolizes team interaction. Asserts authority or superiority through manipulation techniques. Withdrawer Backs down when anyone challenges his or her views. Submits ideas tentatively regardless of quality. Negativist/Protester Takes pride in pointing out the weakness of any idea. Consistently disagrees and opposes. Sometimes his/her arguments block the group’s harmony and its ability to complete its task. Comic Acts to relieve tension. Can find humor and take the drudgery out of work. At times, may get the team off –task, and detract from its focus.
- 38. Five Ways to Inhibit Destructive Roles Avoid Encouragement of the Role • Team Members often encourage a destructive role by laughing at a storyteller’s story, paying attention to a Dominator and allowing Negativism to monopolize the discussion. • By taking away the encouragement of destructive roles a team can more easily get back on task. Focus on the task • A member can direct the team by saying something like, “We need to try and get this done.” Ask yourself, ”What am I doing to support the destructive role?” • Beginning judgment may cause the Withdrawer or Negativist roles to emerge. • Avoidance of the task on the part of the team may cause the Storyteller/Gossiper role to emerge. • Noninvolvement or apathy on your part may allow the Dominator role to emerge. • By changing the dynamics of the situation, and by getting more involved in a constructive way, you may be able to prevent the adoption of destructive roles. Use Humor • Destructive roles can cause friction on a team. • Use humor to relieve tension and to change the course of the discussion back to the task. Adopt a Constructive Role • Generally, by adopting a constructive manner, you can effectively counteract any of the destructive roles.
- 39. Complete Worksheet – Examining Team Roles
- 40. Problem Solving
- 41. What is a Problem? • A problem exists when there is a difference between reality (what you have) and expectation (what you want) • Problem solving is the process of making an expectation a reality – Employers are finding that many benefits occur when workers are given more responsibility for solving work problems. – Employers expect their workers to be qble to solve problems – Without problem –solving ability, workers are not effective in the workplace
- 42. Problem Solving Steps • 1. Identify and analyze the problem • 2. Collect and analyze data • 3. Consider possible solutions • 4. Choose the best plan • 5. Implement the plan • 6. Observe, evaluate, and adjust
- 43. Identify and Analyze the Problem • Successful problem solvers take time to identify and analyze the problem – Do you understand what the problem is? – Can you state it accurately? • As you identify the problem, you will identify factors related to the problem. • The factors to consider are criteria and constraints
- 44. Criteria and Constraints • Criteria are standards you use to find the best solution. – Without the criteria to help make an evaluation, it is difficult to know if the problem is really solved. • Constraints are factors that may restrict or hinder you ability to solve the problem
- 45. Example: Identifying the “Late Arrival” Problem • Problem – Late arrival at work caused by riding with friends who are usually late • Criteria – Arriving five minutes early to work – Arriving dressed in uniform • Constraints – No car – Just 50 minutes between the last class and time work starts
- 46. 2. Collect and Analyze Data • In this step you collect and analyze data related to the problem and ask yourself certain questions. – What do you need to know about the problem that you didn’t know already? – What information is available to help you solve the problem? – Do you have everything you need? – Etc…
- 47. Step Two Cont’d • You can gather data at the same time you develop your questions. • If you can discover which areas to concentrate on, you will be much more productive in solving problems and accomplishing goals. • Once you are satisfied that you have accurately defined the problem and collected all important data, you can focus on possible solutions (Step 3)
- 48. 3. Consider Possible Solutions • This is the first step in actually solving the problem • Try to think creatively • Even wild ideas may have some later value • Keep your ideas simple and brief at first • Once you list various ideas, you can begin to narrow the list down
- 49. Step 3 Cont’d • Once you have narrowed you ideas down, start to add detail to the ideas that seem workable • You may even consider combining several ideas
- 50. 4. Choose the Best Plan • When you have two or three good ideas, it is time to select the best one!! • To pick the best one you have too: – Evaluate each of the plans in terms of the problem – The evaluation criteria – And the constraints that you identified in step 1 • Discussion Question: Is it easier to solve a big problem alone or in a group? Why?
- 51. 5. Implement the Plan • You should now be confident that you have a good workable answer to your problem • It is time to carry out your plan
- 52. 6. Observe, Evaluate and Adjust • This is one of the most important steps! • Even the best plans might not go smoothly at first • So, the plan must be carefully watched and evaluated – Remember to allow flexibility in your plan
- 53. Step 6 Cont’d • The success or failure of your plan will depend to a great extent on how well your plan meets the evaluation criteria • If the solution doesn’t meet your evaluation criteria, discover why • Perhaps there is a better way to solve your problem
- 54. Aids to Problem Solving • Brainstorming – A group technique used to develop many ideas in a relatively short time – It is a very good way to identify answers to a problem – The purpose is to identify as many ideas as possible
- 55. More Aids • Compromise – This is when each side gives up something of value to help solve a problem – Voting is often used to reach a compromise
- 56. One More Aid • Consensus – Is when all members of a group fully accept and support the decision • This is much more difficult to reach than a compromise – This is very time consuming, so you might not want to use consensus for all decisions – The benefit of this, is that if everyone agrees, they are all more likely to be excited about carrying the plan out
- 57. Complete Worksheet – Problem Solving in Action
- 59. Managing Conflict • Conflict is a hostile situation resulting from opposing views • Traditional work setting - a manager is responsible for managing conflict • Teamwork arrangements – the individuals have a responsibility to prevent destructive conflict among team members. The person temporarily assigned to lead the team has a special responsibility.
- 60. Conflict – An Essential Ingredient for Team Growth • Conflict is inevitable in business relationships, just as it is in social relationships. • Without conflict, growth is limited. • Conflict is feared and avoided by many mangers because they don’t know how to deal with it. • Knowing how to manage conflicts when they occur is part of being an effective team player.
- 61. Steps in Managing Conflict 1. Know when to intervene. 2. Address the conflict. 3. Identify the source and the importance of the conflict. 4. Identify possible solutions. 5. Develop an acceptable solution. 6. Implement and evaluate.
- 62. Know When to Intervene • Constructive disagreements often lead to improvements in the workplace. • First decision as a manager is to decide whether or not to become involved. • Sometimes the leaders action may even make a difficult situation worse. • As a rule, it is time to consider action when the team or individual’s happiness and/or productivity are affected.
- 63. Address the Conflict • Four rules to follow when you have decided to take action: 1. Take a positive approach 2. Treat others as you would want to be treated 3. Try to avoid addressing the problem in front of others 4. Demonstrate control by speaking in a calm, firm, constructive way – use “I” messages
- 64. “I” Messages • Example – “I really felt embarrassed when you shouted at me” rather than “Your should know better than to shout at other people.” “You” messages tend to put people on the defensive.
- 65. Restate the conflict-causing “you” messages into “I” messages • “You shouldn’t hand in a report that sloppy.” • “This is the second time this week that you have been told how this works.” • “You are not carrying your share of the workload.” • “You did this all wrong.” • “You do not help with any of the closing duties.”
- 66. Identify the Source and Importance of the Conflict • State the problem openly. • Encourage each person to describe the problem as he or she sees it. • Be sure that there is a real problem, not simply a misunderstanding. • Be specific in the discussion rather than general. • Try to get people to focus directly on the real problem. • Keep an open mind as the problem is discussed – avoid making snap judgments and jumping to conclusions.
- 67. Identify Possible Solutions • Be sure everyone involved understand they are responsible for both the problem and the solution. • Anyone who is not involved in the matter should not be included in the discussion. • Ask for comments and possible solutions from all sides and discuss the pros and cons.
- 68. Develop an Acceptable Solution • Focus on behavior that can be changed, not something a person cannot control. • At the end of the discussion, summarize what has been decided and what action will be taken. • Check for understanding – make sure everyone understands his or her role in solving the problem.
- 69. Implement and Evaluate • Become involved in carrying out the plan. • Check periodically to make sure teamwork has improved to a satisfactory extent.
- 70. Five Styles of Dealing With Conflict 1. Avoiding 2. Accommodating 3. Competing 4. Compromising 5. Collaborating
- 71. Avoiding When employees avoid conflict, they often withdraw and detach themselves from the issue. Tend to “mind their own business” and look the other way.
- 72. Accommodating • When employees accommodate others in order to avoid conflict, they will do whatever they can to help the other person get what they want, often to their own detriment. • They give in to demands, even unreasonable ones, to avoid disagreement. For example, they may choose to do someone else’s job rather than suggest that the responsible person complete it.
- 73. Competing • When employees compete to “be right,” their primary interest is in resolving the conflict their way. • They have o interest in helping others get what they want. • They become very defensive of their position and have difficulty understanding the reasons others don’t see thing their way. • Those who compete often take advantage of those who accommodate others.
- 74. Compromising • When employees compromise in order to resolve a conflict, they are willing to “give and take” with others. • They want both parties to be either satisfied or dissatisfied with the outcome. • Compromising is frequently used because it is expedient and both parties make concessions.
- 75. Collaborating • When employees collaborate, they are interested in seeing that everyone’s wants are met fully. • These employees tend to consider themselves a team. • They work creatively and are solution- oriented. • The outcome of the conflict often lead to one that neither party held prior to the collaboration.
- 76. Suggestions for dealing with conflict: • Lighten Up – When others act “hot” we tend to either escalate or withdraw – instead, stay present and acknowledge that you heard them with a pause or a nod without taking sides or using blaming language. Your goal is to de- escalate conflict so acknowledge by saying “I understand there’s a concern or issue”. Focus on something you respect about the person – refer to it verbally. “You are so ______.” Then say, “May I tell you my perspective?” This sets them up to give you permission to state your view.
- 77. Suggestions Continued • Presume Innocence – Nobody wants to be told they are wrong. When ever you have reason to believe someone is not making sense or lying, you will not build rapport by pointing it out to them. Ask non-threatening questions until you can “softly corner” them into self correcting. You may find you were wrong and you this “save face.”
- 78. Suggestions Continued • Dump Their Stuff Back in Their Lap – If someone is dumping on you, do not interrupt, counter or counter attack. • When they are done, ask “Is there any thing else you want to add?” Then say, “What would make this situation better?” • Ask them to propose a solution to the issue they have raised. • If they continue to complain, repeat yourself in increasingly brief language variations – “What would make it better?”