Developing And Maintaining Effective Work Teams
Dynamic teams can breathe new life into stale programs, churn out ideas never considered before and revitalize projects from new angles by drawing on the combined energies of each member.
By Harvey Lifton
Nearly every organization, including material handling distributorships, realizes the benefits of using teams to increase individual productivity and maintain a competitive position in the marketplace. Whether that team is a one-time think tank to generate new ideas for controlling inventory, long-term cross-functional group or a sales department that wishes to use team techniques to increase productivity in your distributorship, the principles of group dynamics apply.
Within the framework of these dynamics, managers can learn to design and affect the two major phases of every successful work group: development and maintenance. In understanding the evolutionary process teams naturally experience, managers can gain insight into the significance of each stage and facilitate team progress by encouraging and guiding this natural progression to support the accomplishment of the task at hand.
Development Phase
How do you build a better team? The initial task often confronting managers is the actual structure of the team itself. Is the team composed of selected members? People from the same divisions or a cross section of your work force? Structure your groups around function, purpose or individual expertise, but don't worry unnecessarily about the personalities within each team.
Each group is composed of individuals who have different backgrounds. Different styles tend to be more effective at different times based on situation and team needs. Whether familiar to one another or just meeting for the first time, each team experiences the same process of relationship building on its way to becoming a team. Every team goes through a five-step process, and with the successful completion of each phase, members draw closer and more clearly to the desired goal.
Stage 1 - Forming
This stage begins with the members coming together to learn about one another. It is the "who brings what" to the table stage. Common interactions include exchanging background information, searching for common ground and sharing polite conversations about each individuals' experiences, hobbies and interests.
This stage produces open communication where members freely express their ideas and feelings. All members generally participate and effective listening techniques, such as probing, restatement and summarizing, are often used. In this stage, managers or team facilitators can ensure full participation by encouraging reserved members to participate in the "get to know you" session. This is particularly important as development in this stage precedes active participation in the next steps. Often, communication takes place during meetings and outside of designated meetings.
Stage 2 - Storming
This stage is defined by the "get down to work" attitude of the members. In this stage, members set clear goals and standards, outlining the visions, goals, tasks and responsibilities of the team members. In this "why we are here" stage, group members often exhibit infighting, resistance to tasks that compromise personal needs, struggles for power and disunity. During this step, individuals face the conflict of sacrificing individual goals for group goals and seek assurance that the group goal is valuable.
Although confusion and opposition often appear to dominate this stage, this step is critical to the beginning of order for any group. It serves as a way to establish parameters, explore controversial issues and converge the group. Without this seemingly disorganized process, team members will have difficulty working as a group. Each member and team leader should openly encourage the exploration of every issue at this point.
Stage 3 - Norming
As group members begin to understand one another during this stage, this cycle is marked by the clarification of roles and tasks, with all members agreeing on how they will proceed with individual responsibilities. Tasks are accepted and completed with positive energy. During this stage, group members establish procedures for data gathering, decision making, and implementation. Listening practices, open communication, respect for differing opinions and disclosure of agendas are examples of relationship norming during this stage.
Stage 4 - Performance
This is the "let's get the job done stage." Disagreement is accepted, consensus is valued and open discussion of issues and feelings is encouraged. Decisions are reached through agreements based on idea sharing, not easy compromise or superficial voting. The norms are followed and modified as needed to accommodate progress. Individuals let go of personal objectives for the good of the group. During this stage, teams are their most creative, cooperative and productive.
Stage 5 - Supporting
Supporting occurs when group members identify and commit to the group and other members. This commitment is verbalized toward other members by statements of support like "that's a good idea, it will help reduce installation time." Commitment outside the group is verbalized by explaining and defending the group's position, whether or not that position was shared by a particular member. This stage is a transition for the members to greater trust and deeper self-disclosure.
In order to develop the most effective teams, none of these five stages must be skipped or rushed. The building of a team takes time and a critical amount of interaction to form the necessary relationships.
Maintenance Phase
Once a team is established, the group energy can almost take on a life of its own. While successful teams naturally develop a system of checks and balances, it is still necessary for managers, team leaders and members to help guide these groups toward the most effective practices. Members should acknowledge and abide by certain principles that maintain effective teams that function as healthy, productive units and keep the momentum moving in the right direction.
Communication must be open. Objectives must be clear. A team's mission must be clearly stated and accepted by all members. The objectives of each individual must also be stated and supported by the team. Two-way communication must be practiced. Team members should solicit feedback and use active listening techniques to increase understanding. When it occurs, disagreement must be accepted as a way to discuss new ideas. Disagreement encourages debate and draws out issues.
Equally important is a supportive environment. A relaxed climate is encouraged. The atmosphere should be comfortable and informal, with no relationship tension created by team members. In this setting group involvement is fostered. Everyone participates in discussions and actions. Those who are not participating are encouraged by other team members to get involved. Members must feel comfortable expressing their likes and dislikes about tasks and relationships. Feelings need to be expressed and valued. In addition, group decisions need to be collaborative. The team should avoid formal voting and compromise, instead reaching agreements through discussion and consensus.
In all smoothly working groups, expectations are clear. Roles and assignments are understood and performed to the member's best ability. Leadership is shared, often shifting from individual to individual depending on the situation. Diversity is valued for the unique contributions each individual brings to the table. Outside relationships are developed to establish credibility and professional bonds with key people in other departments.
The last, and perhaps most critical aspect of maintaining healthy, effective work groups is the practice that each group must consistently examine how well it is accomplishing tasks and performing required functions. A team's effectiveness must be assessed regularly.
While some teams do fall prey to the ills that plague poorly managed groups, such as personal agendas, side-tracking, controlling members and goal confusion, most managers and team leaders are able to guide their teams to productive ends. By following the five stages of team development and incorporating these practices of effective work teams, managers can help guide their material handling employees into cohesive teams that achieve unparalleled results and world-class status. |
