Many companies are facing the challenges of competition by implementing
a team-based organization focused on customer satisfaction, profitability
and continuous improvement. Many of these same organizations also face the
prospect of reducing staff size to remain competitive. Can teams survive-and
flourish-in an organization facing downsizing?
While no organization wants to downsize, it is a reality of survival for
some. However, the lasting impact of downsizing is somewhat questionable.
It is reported that whether through reengineering or mergers and acquisitions,
more than 60 percent of downsizing efforts fail to meet the corporation's
financial expectations or to have lasting positive impact. Why? For one,
organizations usually focus on cost cutting rather than revenue growth.
Without fail, an organization focused on staff reduction encounters serious
morale problems. Second, downsizing fails to have the desired impact on
financial performance because it eliminates people without changing the
work process.
Implementing a team-based organization focused on customer satisfaction,
profitability and continuous improvement may be a more appropriate survival
tactic. The same skills, techniques and culture required to overcome the
debilitating effects of downsizing and to refocus the company on a path
of new revenue growth are also required to implement a team-based organization.
If market conditions do require a major organizational upheaval, teams can
help address members' emotional needs as well as customer and business needs.
In addition, team members acquire the skills necessary to thrive in the
organization of the future.
The school of thought has typically been that if a major downsizing is imminent,
team implementation should be postponed until after the layoffs occur and
the teams can be used to help the organization cope with the fallout. However,
organizations often don't know when, and if, they will downsize and whether
it will be a one-time event or occur repeatedly. In this case, it does not
pay to wait to form teams to manage the work processes. Significant gains
in customer satisfaction and profitability can be made through effective
teamwork.
Survivor syndrome
To understand the potential impact of teams when an organization downsizes,
let's first look at typical employee reactions. It is helpful to understand
the "survivor syndrome," or the behavior of those who remain in
the organization after layoffs. In David Noer's book Healing the Wounds,
he reports that too many companies focus entirely on assisting those who
are leaving the organization in finding new jobs, providing severance packages
and counseling for adjustment. It's the layoff survivors-those who stay
in the organization-who need attention so they can adjust and remain productive
employees. Noer cites six major reactions to downsizing that can have significant
negative impact on the organization:
Reduced risk-taking. This usually takes
the form of reluctance to take on new challenges or introduce new products
or ideas, and fear of proposing changes.
Lowered productivity. Survivors tend
to become consumed by seeking information and reassurance rather than productivity.
Thirst for information. Noer describes
an unquenchable need for any type of information, whether formal communications
or through the company grapevine.
Blaming others, usually management.
Everyone is looking for someone else to blame. It is the opposite reaction
from a sense of empowerment, i.e., someone else is in control, someone else
is to blame. Typically, everyone looks "up" in the organization
for fault-finding.
Justifying the need for a layoff. In
order to live with themselves, typically a group of survivors tries to justify
the layoff decision. These are generally the people who took part in the
decision-making process-managers and human resource people.
Denial. A common response is to deny
the feelings of layoff survivors. It is particularly common among upper
managers to deny the feelings of fear, insecurity, sadness, frustration,
etc. typical of the survivor syndrome.
Noer further talks about the need for a new "contract" between
the employee and the organization to overcome the survivor syndrome. This
contract replaces the "If I just keep my nose clean, I have a job for
life" contract that many organizations have perpetuated for years.
This old contract often led to the large build-up of employees and corporate
staffs that became the major cause for downsizing. The new contract encourages
independence vs. dependence, focus on the work and the customer vs. internal
politics, empowered work teams vs. individual contributions, rewards for
work performance vs. tenure, and finding alternatives to rewarding with
promotions (thus cementing multilayers and huge hierarchies). These tenets
are all consistent with the principles of a team-based culture.
Following a downsizing, many companies feel too lean, left with too much
work with too few people. In a recent survey of 476 companies conducted
by Olsten Staffing Services, 46 percent reported that their companies felt
understaffed and ill-equipped to do their work competently. This leaves
organizations feeling emotionally bruised and overwhelmed by the workload.
This is particularly challenging considering that recently downsized companies
need to refocus on revenue growth. Their efforts should center on growing
new products and services, and finding new customers. To get a downsized
company to shift into a growth mode vs. a cost-cutting mentality, this principle
needs to become part of the corporate strategy and a major culture shift.
The culture that elicits growth consists of entrepreneurial, empowered employees
who don't fear taking risks. Employees must be innovative and creative about
how to do their existing work with fewer people. They need to think about
developing new services or products for their customers. This is a big emotional
and psychological step from the "survivor syndrome" mentality.
Teams can be an excellent vehicle to move from a fearful "hunker down
in the trenches" mode to an entrepreneurial, innovative mode as long
as managerial behavior is supportive and the organization's social/cultural
systems support this shift.
Team principles
To see how teams and downsizing can interact, it is important to explain
the principles of a team-based organization to understand the cultural
characteristics being created by this methodology. Following are 11 principles
that need to exist to have a true culture of managing the business through
teams.
Total involvement. Everyone in the
organization must participate in the culture change for it to be successful
and sustainable. Every individual, from the executive to the first-line
employee, will participate on a team designed to serve its customers and
manage its day-to-day business.
Customer focus. Everyone serves the
team's customers. Team members perform the important work of getting products
and services to the end user as opposed to worrying about internal workings,
politics and administration of the internal organization.
Diversity. The organization values people
with different thinking methods, skills and views of solving problems. This
results in people thinking creatively vs. conforming to organizational norms.
Sharing information. Managers must be
free with information to help the teams make good business decisions. This
display of trust and disclosure of information formerly withheld helps teams
understand their part of the business and how it fits in with the larger
organizational strategy. It also creates an atmosphere of openness and candor
among employees and management.
The world's greatest experts. These
employees do the hands-on work in serving the customer. This principle serves
to drive the organization to truly value employees' input to process improvement
changes. These are the people who best know the work and, therefore, if
given all the right information and the power to make changes, are best-suited
to manage the work processes.
Scorekeeping. This is critical in making
teams more self-directed and independent. Having a balanced scorecard that
reflects the team's performance in serving the customer and managing the
costs of the process is often all teams need to make intelligent decisions
about conducting their work.
Listening. This is most critical in
driving the successful behavior change of both the team member and team
leader. In the old paradigms, management rewarded employees for coming up
with the single "right" answer. In a team-based organization,
teams depend far less on leaders telling them what to do and far more on
leaders listening and facilitating discussions that lead the group to a
more creative and comprehensive solution.
Continuous improvement. This important
principle drives the understanding that the organization will never again
be "still." This process won't have a finish line; instead, it
will require organizations and people to continue to look for ways to better
serve their customers in a more cost-effective manner.
Belonging to a team. This is no longer
a "nice thing to do" but a critical building block for the future.
Organizations will continue to change and evolve, grow and shrink. Individuals
must belong to a group of people with whom they feel some commitment and
security. They need to understand the value of their work and their contribution
to something larger than themselves. This is what the principle of teamwork
means in this environment.
Adding value. This simply means that
teamwork should be built around individuals performing true, value-adding
work to the products and services of that organization. Too often, days
are spent doing busywork that may serve some purpose to the organization's
internal workings but, if eliminated, would not detract from the organization's
true output or affect customer satisfaction.
Recognition. This principle elicits
high levels of performance. Rewarding and recognizing behaviors that are
valuable to the organization's competitive edge will obviously strengthen
the organization.
How can teams help?
In looking at the survivor-coping strategies and principles driving the
culture of a team-based organization, it seems evident that the team system
should help the organization get back on track following a downsizing situation.
Specifically, some advantages include:
If team members receive education and
training around survivor issues, they can become a vehicle for starting
the healing process. Using time in the team meeting to discuss feelings
of loss and powerlessness enabled one team of computer programmers to vent
their feelings and support each other and ultimately refocus on their work.
Discussing their feelings and putting them into some acceptable context
helped the team move on. The team was then relieved to focus on ways of
streamlining their processes and dealing with the work most critical to
their customer base. They got back the sense of being productive.
Teams can offer a fresh start, a new
beginning, especially if formed around key work processes, products or customers
vs. the traditional functional and hierarchical structure. When organizations
have accomplished their work purely through their functional hierarchies,
work has often been slow and cumbersome. Structuring new teams around core
processes, customers or product lines can often give people a revived sense
of accomplishment. They find they can get things done in a quicker and more
effective manner. Being on a team with new members can also add life to
the dynamics of getting the job done. It also moves people away from the
"mourning" process of losing team members in their former work
group configuration.
The skills necessary to manage through
teams are critical in creating the new contract between company and employee.
Following a downsizing in a major oil company, one employee said, "At
least with this new team reward system, I now feel like it's really my work
performance that counts, not how well I get along with my foreman."
The empowered work force created by
the team process working toward self-directed teams is necessary to overcome
survivor symptoms and also for success. In order for a company to revive,
individuals need to feel connected directly to their work product and their
customer. Job satisfaction comes from excellent performance vs. perks or
position. This is much more likely to be achieved through teams.
Having a demanding performance challenge
placed on a team by a customer can energize the team and get them focused
on their work rather than on company politics. One "help desk"
team in an information systems organization had to figure out a way to support
the same number of customers with a third less customer service representatives.
Their problem solving around this issue and eventual success did much to
revive their sense of accomplishment and motivation around work.
The single best team-building experience
is the successful completion of a demanding project. If you want to see
people become more innovative and creative about their work, help them have
a successful work project within their team.
Learning new ways to get work done
through continuous improvement tools and creative problem solving can also
help recreate the spirit of innovation and risk-taking that is threatened
in a downsizing environment. Continuous improvement tools and techniques
are critical to streamlining work processes and finding better ways to achieve
more with a smaller employee population. However, during this phase, managers
must use caution not to punish a team's failed attempts. They need to give
teams some time and space to work through their problems. This will give
employees a sense of safety and willingness to innovate.
The team system offers an organizational
structure of interlocking teams holding routine and regular meetings. This
affords the organization much more frequent opportunity for information
sharing in small groups going up and down the organization. This not only
helps get the work done quickly and efficiently but also helps the survivors'
need for regular and candid information sharing. It creates an organizational
grapevine for sharing accurate and consistent information. The more honest
the manager is in sharing information, the stronger the trust factor.
The team system offers a form of camaraderie
that helps promote teamwork around getting the job done and enables people
to feel connected to something smaller and safer than a large organization.
People generally have an innate need to feel connected to a small group
of people. Everyone wants to feel needed and that they can make a difference.
Teams offer this in the work environment.
While downsizing an organization is an unavoidably unpleasant experience,
it is sometimes an economic requirement. Organizations that have experienced
this process, or think they might have to, should consider implementing
a team-based culture. Teams will help surviving employees deal with the
emotional impact of loss as well as refocus their attention on the future
success of the organization.
References
Gilkey, R., "The Psychodynamics of Upheaval: Intervening in Merger
and Acquisition Transitions," Organizations on the Couch: Clinical
Perspectives on Behavior and Change, Jossey-Bass Publishers (San Francisco,
1991).
Howard, J.M., and L.M. Miller, Team Management, Miller Howard Consulting
Group Inc. (Atlanta, 1994).
Katzenbach, Jon R., and Douglas K. Smith, The Wisdom of Teams: Creating
the High-Performance Organization, Harvard Business School Press (Boston,
1993).
Noer, D.M., Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing
Downsized Organizations, Jossey-Bass Publishers (San Francisco, 1993).
"Growth After Downsizing Requires a Return to the Basics-and a New
Corporate Attitude," The Lakewood Report, Lakewood Publications (Minneapolis,
May 1995).
About the author
For the past 11 years, Jennifer Howard has been vice president of Miller
Howard Consulting Group, an Atlanta-based consulting firm specializing in
organization performance improvement and large-scale systems change through
team management and organization design. Howard held a similar position
with the firm of Tarkenton & Co. before co-founding Miller Howard Consulting
Group in 1983. She has been in the organizational change business for 16
years.