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Article
Tame team tempests to create a stunning synergism. _____________________________ Though you might not recognize them formally, if you work in an organization with more than one employee, it's likely that you or your co-workers contribute in one capacity or another to at least one team. What you may not realize, however, is that there are benefits to working to cultivate teams rather than just letting them "happen" or even discouraging their official formation. Donald L. Dewar, president of team-focused consulting, training and publishing company QCI International (www.qci-intl.com ), cites three primary benefits:
Despite these advantages, myths about teamwork abound, and they often make workers and managers alike wary of teams. Christopher Avery, Ph.D., president of consulting firm Partnerwerks ( www.partnerwerks.com ) and author of Teamwork Is an Individual Skill (Berrett-Koehler, 2001), says management can debunk the teamwork myths by preaching (and practicing) the following:
It's with the goal of illustrating these points in a more appealing and memorable way than with a purely didactic essay that we present the following quality manager's guide to teams, which uses quotations and characters from William Shakespeare's play "The Tempest" to illustrate some of the key elements of successful workplace teams. For those of you who may have drifted away (or run screaming) from Shakespeare since English 101, the play takes place on an island, where we meet Prospero, a magician and formerly the well-loved duke of Milan, who establishes the goal (which would prove beneficial for all) of regaining his dukedom from his usurping brother. Prospero is a very able team leader who inspires trust and respect in -- and understands the individual motivations of -- most of those who must work to help him achieve the goal he has set for them. His daughter, Miranda; her intended, Ferdinand; and the sprite Ariel are good team members who are eager to contribute to the team's betterment because they're variously motivated, goal-oriented and focused. Caliban, a hag's spawn, is the quintessential toxic team member who sabotages team goals. Chances are that in the course of your role as quality manager or team leader, you'll encounter team members you'll recognize as one of these types, but the following points should help you foster a team mentality and conquer your Calibans. |
Quality experts are often so busy with big problems that they don't have time
for small ones. They also don't get their hands dirty and are more expensive than hourly workers, who deal with these small problems on a daily basis. Hourly
workers also find that being involved in quality makes their jobs more interesting and makes them feel more empowered.
"I have done thee worthy service" To keep
teamwork meaningful and ensure that team members aren't just going through the motions, good measurement is imperative. "Teams must be held responsible for outcomes and continual improvement, and measuring is one of the best ways
to make people accountable," says Dewar. "Train facilitators to take appropriate measures. A key measurement is the savings-to-cost ratio; companies that measure this get results. Authenticate your results with financial figures.
Track them over the long run, because long-term results are more positive and meaningful." Avery cites two forms of effective measurables: Quantitative measurables.
Teams functioning well condense the work, accomplishing more with less time, energy and struggle. The converse is true with "bad"—dysfunctional—teams. Qualitative measurables.
Teamwork increases morale and innovation, which can boost the quality of both the workplace and employee relations and lead to improvement in the organization's products or services.
--Ariel
"Sweet thoughts do even refresh my labours"
As a manager or team leader, it's to your advantage to remember that much-anticipated rewards can make even the most arduous tasks seem worthwhile. To keep team members focused and motivated, Avery says, strive to teach two
crucial lessons: Teach everyone—including sponsors, leaders and members—to be responsible for the team outcome. Teamwork needs to be viewed as an individual responsibility, not a group process. You instill this by
creating an atmosphere in which team members are motivated to do the work. A "what's in it for me?" attitude isn't a bad thing because it will get the job done more efficiently than will declarations of commitment to some abstract
ideological goal. People can be motivated for any number of reasons, including learning new skills, getting acknowledgment and praise from management, making their jobs easier and more productive, or being allowed to go home early.
Don't quash the expression of these motivations; instead, learn to use them to build enthusiasm for the project. Teach managers, team leaders and members to define goals at a group level to focus energy.
-- Ferdinand and Miranda
"So dear the love my people bore me…"
--Prospero
Central to a
high-functioning team is a strong leader whom people want to follow. According to Dewar, good team leaders:
"Do not torment me…"
To handle reluctant workers who seem to resent teamwork, Avery advises the following: 1. Try to determine what reason this person has for not wanting to be part of the team. (Possibilities include ill will due to perceived
slights, the belief that one's skills aren't team oriented or disinterest in the project.) 2. Address those concerns. 3. If all else fails, remove resistant workers so they won't be toxic to the team. To gain
the buy-in of reluctant management unsupportive of teams, Dewar suggests illustrating the savings in time, money and frustration. "Also helpful are testimonials or case studies and visits to other companies that are using teams
successfully," he says.
--Caliban
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