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8/8/2019 Team Interventions[1]
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TEAM INTERVENTIONS
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A work group is a number ofpersons, usually reporting to acommon superiors and having somefacetoface interaction, who have
some degree of interdependence incarrying out tasks for the purposeof achieving organizational goals.
A team is a small number of peoplewith complementary skills who arecommitted to a common purpose, setof performance goals, and approach
for which they hold themselves
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Crossfunctional teams are typically
comprised of individuals who have a
functional home base (e.g., design,
manufacturing, marketing, etc) butwho meet regularly to solve ongoing
challenges requiring input from a
number of functional areas
Cross functional teams may be
permanent.
But temporary teams can also be
created to solve shortterm plans.
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Organizations are best
conceptualized by systems of
interlocking groups.
Characteristics of effective teams
Clear purpose,
Informality
ParticipationOpen communication
Style diversity
Selfassessment
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Strong personal commitment to each other
Commitment to others growth and success
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Interventions focus on:
Formal Groups (Intact work teams)
Special Groups (Startup teams, specialproject teams, crossfunctional
teams, etc)
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Teambuilding interventions aretypically directed towards four mainareas
1. Diagnostic meeting2.Task building focused on task
accomplishment, problem solving,role clarification, goal setting
3.Team relationships4.Team and Organization processes
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Purpose: Conduct a general critique
of the performance of the group and
to uncover and identify problems so
that they may be worked on. Where we are going and how we
are going
After sharing the data throughout
the group, next steps are: discussing
the issues, grouping the issues in
terms of themes, and getting areliminar look a he nex a ion
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Critique the team performance
Identify strengths and problem
areas
Generating data
The main purpose is to identify
problems and not solve problems
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Goal: Improving the teamseffectiveness through better
management of task demands,
relationship demands and group
processes.
Group critiques its performance,
analyzes its ways of doing things
and develop strategies to improve
its operations.
Discusses the issues, ranks them in
order of preference examines
underlying dynamics of problemsand work on solution to roblem.
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TEAM INTERVENTIONSProcess Consultation
Diagnose and understand the process thatwill help the teams Performance
Done by an expert consultant; someone
who is not as a part of the team
Ongoing processes are examined
Issues such as communication, roles &functions of group members, group
Norms, decision making, and problem
solving are examined
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Process Consultation
Agenda Setting
Questions which direct attention to interpersonal issues When will you make your observations on the job and how frequently
Observations Made through Meetings.to understand the interpersonal
Processesor observations made on the job
Feedback to the client
Feedback given to groups during the regular work time (on the job)
Feedback given to groups after meetings
Coaching
Counseling / Structural Suggestions:
iving specific advice to the client about
Communication
interaction within the group
Lines of authority
Allocation of work
Assignment of responsibility
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R
ole AnalysisT
echnique (R
AT
)Designed to clarify role expectations
and obligations of team members toimprove team effectiveness.
Steps involved inR
AT
:1. Analysis of the focal role initiated
by focal role individual.
2. Examination of focal role
incumbents expectation of others.3. Explicating others expectations and
desired behaviors of the focal role
4. Focal Role person assumes
responsibility for making a writtensummar of the role as it has been
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Inter-Dependency Exercises
Used primarily when team members want to improve cooperation among each other
Particularly useful for teams to unearth the problemswhich were not brought out inThe open
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People face each other and discuss the issue until all of them have interviewed each other
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I II
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Inter-Dependency Exercises
For taking notes: for your use only
Person being interviewed: _____________
Unit: ___________________
Questions:
What are the two most interdependencies between our two units/jobs?
What is going particularly well?
Present or potential problems?
Actions Plans?
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UNFREEZING THESTATUS QUO:A US based oilCompany with 3 divisions
Across USA decisionTo consolidate these
3 divisions into 1
MOVEMENT:Increase in pay rise to those
Who relocate; liberal relocationExpenses; employee
Counseling if necessary
REFREEZING:Temporary benefits givenBeing formalized & made
Permanent; the groupNorms will evolve
Over the time
Current state
Desired State
Driving forces
RestrainingForces
Decreased Operational Costs; no duplication of resources
Employee resistance toConsolidation; fear of job cuts;
Fear of relocation to a new place
Force Field Analysis
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Force Field Analysis
Current State
Turnover atPlant X exceeds
35% a year
Reduce theTurnover to
15% in the next16 months
Headquarters is eager to reduceTurnover rate
Plant manager wants turnoverReduced
Secured job for the workers
Driving Forces
Restraining Forces
Low wages
utdated equi ment
Poor su ervisory culture
Low em loyee morale
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TEAM INTERVENTIONS
Role Negotiation
A structured interpersonal team intervention in which the team m
Share with their colleagues work behavior that helps or hinders thei
Productivity
Further, team members negotiate with each other specific changes i
Attitudes processes that will help them work better
Role Negotiation requires changes not only in job descrip
With respect to
Mutual expectations that people have for each other
informal understanding between team members
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TEAM INTERVENTIONS
Role Negotiation
This technique assumes that individuals will be fair and open in their evaluationOf self and of the others
Individuals will take a risk because role negotiation can lead to some changesIn the power structure and probably a bit of animosityin the team
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TEAM INTERVENTIONS
Role NegotiationGuidelines
Do not probe anyones emotionsfocus only on the concerns, and with whom
Be open and honest about your own behavior
Clearly WRITE DOWN the expectations and demands
It is a bargaining processyou must be willing to change your behavior inReturn as well!
Your feedback must be on specific behaviors and not very general
Do NOT attribute the consequences to actions/ behaviormention onlyYour observations
Feedback should be immediate
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TEAM INTERVENTIONS
Role NegotiationSteps
Typically takes 2 days
1.CONTRACT SETTING
Consultant establishes the ground rules with the participants
The participants write down their expectations (behaviors that they expectOf others)
2. ISSUE DIAGNOSISIndividuals will think about how can they improve their own behavior
They will also fill out an Issue Diagnosis form where they will spell out theirExpectations from other team members
This information is exchanged by all the participants
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Issue Diagnosis Form
Message From: _____________________
To: _____________________
1. If you were to do the following things more or better, it would help me to increase my
own effectiveness.
a) ___________________________________________________________________
b) ___________________________________________________________________
c) ___________________________________________________________________
d) ___________________________________________________________________
e) ___________________________________________________________________
2. If you were to do the following things less or were to stop doing them, it would helpme to increase my own effectiveness.
a) ___________________________________________________________________
b) ___________________________________________________________________
c) ___________________________________________________________________
d) ___________________________________________________________________
e) ___________________________________________________________________
3. The following things which you have been doing help to increase my own
effectiveness, and I hope you will continue to do them.
a) ___________________________________________________________________
b) ___________________________________________________________________
c) ___________________________________________________________________
d) ___________________________________________________________________
e) ___________________________________________________________________
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TEAM INTERVENTIONS
Role NegotiationSteps
3. INF UENCE TRADE
Participants identify most important behaviors to be addressed
Done in pairs
It is a negotiation process
Ends when both the individuals are satisfied with the outcomes
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Responsibility Charting (Beckhard &Harris)
is a technique for improving teamfunctioning
Responsibility Charting helps toclarify who is responsible for whaton various decisions and actions.
Who is to do what, with what kindof involvement by others?
The process assigns a behavior toeach of the actors opposite each ofthe issues.
Four classes of behaviorResponsibility to initiate actionApproval required, or the right toveto
Support of resources
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TEAM INTERVENTIONS
RoleAnalysis technique
First developed by Edgar Schein
Also called as Job Analysis
It acknowledges that the nature of job is dependent on the relationship between
Peoplea RO E NETWORK
Role Analysis will involve the following steps:
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TEAM INTERVENTIONS
RoleAnalysis technique
1. Analyzing ones own role on the job
2. Analyzing changes in the environment
3. Analyzing the impact of the changes in the environment on the stakeholders
And the job
4. Redefine the job (how different will be the job in general)
5. Redefining the requirements for doing the job (new knowledge, competencies,And Skills required)
6.Extending the planned activity