team interventions[1]

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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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

team interventions[1]

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