1. Preparing for Self-Directed Work Teams COS 4880 Bruce K. Barnard

2. Self-Directed Work Team A highly trained group of 6-18 people Responsible for turning out finished work A wide-range of cross functional skills Access to information to make decisions Plan, set priorities, organize, coordinate, measure and take corrective action. Solve problems, schedule and assign work. Make personnel decisions.

3. Results Xerox -- increased productivity by 30% Proctor & Gamble -- 30-40% better productivity in team-based plants Tektronix -- teams reduced product assembly from 14 days to 3 days General Motors – 20-40% better productivity in team-based plants

4. So Let’s Get Started! Will self-direction work here? What is required to support a self- directed work team?

5. Feasibility Are the work processes compatible with self-direction? Shared technology, territory, & time What goods and services are produced? How are they produced? (automation, interpersonal involvement)

6. Feasibility Are employees willing and able to make self-direction work? Can each member perform at least 80% of the required tasks, including administrative functions? Do members have a capacity for problem- solving and interpersonal relationships Do members have the capacity to manage the ambiguity of the start-up phase?

7. Feasibility Can managers handle the hands-off leadership style required? Will they permit autonomy and provide the necessary information? Do they encourage employee involvement now? Will they support the move to self-directed work teams?

8. Feasibility Is the market healthy or promising enough to support improved productivity without reducing the workforce?

9. Feasibility Will the organization’s policies and culture support the transition to teams? Beware and “us versus them” mentality or efficiency at the expense of job satisfaction. Multi-level communication The switch to teams requires strong support from corporate or upper management.

10. Feasibility Will the community support the transition to teams? Teams may clash with values and strong held beliefs. Employees are members of the community first and teams second. Family support is critical

11. Stages Start-up State of confusion Leader-centered team Tightly formed teams Self-directed teams Optimism Role upheaval Reliance on team leader Fierce loyalty to team Cooperative self managment

12. Stages As we move through the stages responsibility gradually shifts from managers to the team.

13. Stages Managers must be prepared for a long- term process of transferring authority to the team The organization must be willing to invest in the required training Planning should include operations, social aspects, and communication.

14. Stages Prior to implementation, organizations should think through tasks traditionally considered management responsibilities. Compensation Performance review Planning New product development

15. Stage One (Start-Up) The goal is preparation, preparing the field for planting.

16. Stage One (Start-Up) Conduct awareness training, what they are and what they aren’t. Select members Align the method of production with the way people work. We must establish trust BEFORE we will get “buy-in”.

17. Stage One (Start-Up) Boundaries Teams have a clear sense of identity Harmonize team efforts with the organization Ensure accountability Ensure compliance with specification requirements, fiscal, and legal mandates.

18. Stage One (Start-Up) Training for managers Training for team members Technical skills Administrative skills Interpersonal skills Group process awareness

19. Stage One (Start-Up) Involve the team in the start-up process! Build a culture of experimentation, measurement, & re-evaluation Stage one lasts 6-9 months.

20. Stage Two (State of Confusion) The goal is regulated growth, building a solid root structure to support later growth.

21. Stage Two (State of Confusion) Members will naturally mourn the loss of certain predictable events and expectations, “we have always done it this way”. Concerns about job security. Will it really work?

22. Stage Two (State of Confusion) Managers need to be visible during stage two. Encourage reorganization for self- management Monitor team performance and benchmark Hand off new responsibilities as soon as the team is ready Facilitate communication among teams and provide education to others.

23. Stage Two (State of Confusion) Hazards of stage two Managers who won’t let go Managers who are hoping the team will collapse Managers who won’t get involved

24. Stage Two (State of Confusion) Offer technical assistance Positive feedback Do the teams have the information they need? Are procedures in place to support self- direction? Access to training and consultation Stage two lasts 6-9 months

25. Stage Three (Leader-Centered Teams) Goal, focus on the outcome and develop an identity. Nurture the plant until it is capable of adapting to its conditions and sustaining its own growth.

26. Stage Three (Leader-Centered Teams Members take more of an interest in the quality of their product or service. Team members may begin to challenge managers. Teams are assigning work and organizing themselves. Managers take more of an external role.

27. Stage Three (Leader-Centered Teams) Team leaders may be appointed or elected, team input is critical. Leadership may rotate Team leaders must accept the goal of self-direction. Their mission is to guide the team towards autonomy.

28. Stage Three (Leader-Centered Teams Build team identity Promote a vision Recognition and rewards Encourage leadership activities among all team members Stage three lasts 6-12 months.

29. Stage Four (Tightly Formed Teams) Goal, begin to look outward. Pollination and flowering requires relationships with other plants and sustenance from outside sources.

30. Stage Four (Tightly Formed Teams) Teams may turn inward and become self-absorbed They actively resolve conflicts They manage their own production They communicate regarding resources and goals

31. Stage Four (Tightly Formed Teams) Maintain communication with management Integrate the team with other teams and the rest of the organization Increase information about performance Manager to team – not manager to team member Stage four lasts 6-12 months

32. Stage Five (Self-Direction) Goal, link the team’s work directly to the outcome of the organization.

33. Stage Five (Self-Direction) Continue to respond to training needs. Build team-friendly systems Focus on external customer needs and expectations

34. Stage Five (Self-Direction) Focus on the work process, issue, or behavior not on the person. Maintain the self-confidence and self- esteem of others. Maintain strong partnerships with internal and external customers Improve and lead by example

35. Discussion What factors might effect the times required in each stage? What types of training would be required for any self-directed team conversion, regardless of the product? Can anyone be trained and coached to be an effective team member?