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NPA: Business Improvement Techniques Contributing to Effective Team Working.

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Presentation on theme: "NPA: Business Improvement Techniques Contributing to Effective Team Working."— Presentation transcript:

1 NPA: Business Improvement Techniques Contributing to Effective Team Working

2 2 Unit contents Introduction to effective team working The basics of an effective team working relationship Methods of communication Measuring team performance Learning outcomes/objectives –Understand the importance and benefits of effective team working

3 3 What is a team? A group of individuals working together to achieve a common goal A group of individuals working together will achieve more than the sum of individuals working alone = 3

4 4 A team has… a common purpose recognition by each member as belonging to same group team identity interdependent functions that require joint effort

5 5 A team needs... effective communication between team members members commitment to one another creativity effective team working methodology the ability to improve its own methods and output achievement

6 6 Why do we need effective teams? to enhance and deliver exceptional project performance –quality, delivery, cost, health and safety, environment –customer satisfaction to ensure competitiveness and business longevity to deliver benefits for all

7 7 The benefits Improved decision making improved understanding better analysis better decisions quicker agreement better buy-in more honesty and realism shared problem solving Improved financial performance minimised risk of overspend reduced need for contingency better allocation of funds lower out-turn cost reduced operational revenue minimised reworking minimised duplication and wastage improved financial security and profit

8 8 The basics of an effective working relationship shared knowledge and mutual understanding respect for each other basic values and attitudes fit together support and trust for each other openness co-operative atmosphere

9 9 The basics of an effective working relationship have common goals/objectives work to an agreed plan understand the different skills, strengths and weaknesses that exist within the team what is the best way to use this knowledge? listen and actively contribute learn from experience

10 10 Measurement of team performance The list below shows some of the ways that the effectiveness of a team to meet customer needs may be measured: quality –number of defects at project handover –timeliness to resolve any quality problems delivery –adherence to the agreed program cost –savings made through value management/value engineering –actual cost versus planned safety –zero accidents evidence of continuous improvement to improve the level of value added

11 How teams develop 11 forming storming norming performing Bruce Tuckman's 1965 Forming Storming Norming Performing team-development model A fifth stage is sometimes included called mourning where the team is disbanded.

12 How teams develop 1.Forming initial awareness 2.Storming sorting out process 3.Norming self organisation 4.Performing maturity 12

13 Forming establishing the need for the team Typically characterised by: –strong dependence on leader –simple ideas –avoidance of controversy –avoidance of serious topics –minimum feedback 13

14 Storming a sorting-out process, the most difficult phase Typically characterised by: –strongly expressed views –challenging others ideas –challenging leadership, authority and position –withdrawal by some team members –lack of collaboration, competing for control –high level of reacting or defending 14

15 Norming self-organisation by team Typically characterised by: –active listening –shared leadership –methodical systematic ways of working –readiness to change preconceived views –receptiveness to others ideas –active participation by all –conflicts seen as mutual problems –open exchange of ideas 15

16 Performing maturity and mutual acceptance Typically characterised by: – high creativity – openness and trust – strong relationships – high achievement 16

17 Team organisation Sample structure –leader/facilitator –recorder/scribe –time manager –team member Skills matrices are useful ways of identifying skills and shortages or training requirements. 17

18 Problems in teams What do team members expect of each other? Have these expectations been shared? Do the individuals objectives fit with team objectives? Are there areas of overlap or duplication between roles that could cause conflict? 18

19 Problems in teams processes How are decisions taken are authority levels clear? Are structures, content and processes in meetings effective? How are conflicts and problems resolved? How is activity co-ordinated are reporting procedures understood and adhered to? 19

20 Problems in teams relationships How do the team members feel about each other? Are members individual needs recognised and respected? Does the team climate allow for open debate and sharing of concerns? Do the team and leader encourage feedback on team and individual performance? Are there personality clashes? 20

21 Resolving disagreements Examine causes of trouble. Clarify roles and responsibilities. Use constructive feedback and openness. Bring parties together to discuss issues. Individual counselling of members. Use clear communications methods. 21

22 22 Methods of communication Oral communication –team briefings –brainstorming –Q & A sessions Written communication –ideas –actions –briefs –feedback –Data, eg KPIs, issues Where possible, always use visual management to improve communications.

23 Summary What are the benefits of team working? What factors are required for a team to work effectively? What problems might a Business Improvement Team encounter? How would you overcome a disagreement in the team? 23

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