Previous | Next |
Certain
requirements will help facilitate the success of the team building process.
The first consideration is that teams should begin with a fundamental
philosophy. The philosophy should be optimistic about the ability of all
staff members. The challenge is for the staff members to respond to the team
building effort as an opportunity, rather than a dreaded change. An awareness of the specific challenges and pitfalls of team building is
essential in order for the staff members to act to avoid or diffuse them.
This will facilitate a successful start.
Secondly, the teams will require a change in the management
information system of the organization and how things are communicated. As
staff members increase their responsibility, accountability and become
empowered, they will require a great deal of information and communication
in order to make decisions and become successful. In fact, some teams may
even demand information and communication systems be adjusted or they will
take on the challenge of designing new ones.
Third, continuous training will be required. Things may get worse
before they get better in the team. Therefore, the training requirements for
teams cannot be overestimated. Moreover, the training must include
interpersonal and social training. Recognizing and rewarding team members,
as well as creating incentives, will help keep the morale up and training
ongoing.
Forth, an outside facilitator functioning as a resource, may be
extremely helpful. This outside resource need not come from an expensive
consultant. For some clinical situations or organizations, an interpersonal
facilitator from staff development may be appropriate. The main
consideration is that the outside resource be willing to provide an
objective viewpoint that will help overcome the bumps and challenges that
will rise.
Finally, there needs to be a lot of patience and more patience! The
staff members will definitely be on a learning curve. We typically think of
a learning curve in regard to the adoption of new technology, yet the
development of new social skills that are inherent in the team building
process will also require a learning curve. Many mistakes will be made and
the process can be a difficult journey.
Yet, team building is an
investment. If the resources and patience are allocated, there will be
rewards and success on the part of all team members.
Challenges for
Successful Implementation
A great deal
has been written about the benefits, advantages and success that teams
share, but there are always a few challenges worth mentioning that also can
make them successful if they are aware of them. According to Charles Manz
and Henry Sims teams typically face the following challenges when they try
for success:
·
Organizations
may expect too much too soon. Some organizations may expect easy implementation and
immediate results! Managers and organizations that underestimate the effort
necessary to launch teams in a successful way are setting up their
organizations for failure. ·
Things
often get worse before they get better.
Like any other innovation, teams undergo a learning
curve. In fact, some organizations may suffer a reduction in effectiveness
as teams start up and it may take a while simply to regain former levels. This decrease in productivity may occur as team
members learn new behaviors and new responsibilities and especially when
they try to find the path for internal organization that works for them.
Many staff members have no practical experience with self-management
strategies, such as goal setting, self-feedback, and designing their own
information system. So, they must learn how to go about these tasks. Others believe this temporary drop in productivity
can be eliminated, or at least reduced, through an appropriate lead time for
planning the changeover to teams and intensive training to help team members
learn to adjust and succeed with the new system. Another consideration is that team members may go
through a period where they test the system to see if the management truly
has moved to a self-management philosophy. An example would be for the team
to deliberately make decisions that they know are contrary to management
preferences and then wait to see if management steps in and revokes their
decision-making authority. This may be a critical moment on team in any team
implementation, because the naysayers will be saying, “I told you so!”
and management may begin to feel as if total organizational effectiveness is
threatened. ·
Managers’
sense of power and control is threatened.
Frequently, many middle managers feel as if they are
big losers in a transition to teams. When an organization changes to teams,
managers need to be guaranteed that no one will be out of a job because of
the team system.
·
A
new perspective on leadership is needed.
Often, when organizations move to a team concept,
they leave untouched the system of managing. An example would be that the
team is expected to increase productivity but the mode of leadership and
management remains the same.
· Team members need expanded technical and behavioral skills. Added responsibility and expanded autonomy means that both the technical and behavioral skill level of staff members must be expanded. They also need to learn organizational, planning and interpersonal as well as self-directional skills. For example, they must
learn how to set goals, interpret feedback, lead and participate in
meetings, resolve conflicts on their own rather than automatically shifting
the burden to a manager. ·
Team implementation takes planning for success to be measured. Typically, failure comes because teams are given
total responsibility without the necessary technical and social knowledge
and skills. Teams need to be trained in the fundamental social processes of
learning to lead a meeting, generate creativity and conduct a problem
solving session. · Teams may be difficult to diffuse throughout the organization. Often, success with teams at one location does not
necessarily mean that teams will be implemented successfully on another unit
or in another location. The team concept may threaten managers and be
resented by other parts of the organization. |