OVERHEAD REDUCTION TASK FORCE Part II

Meeting with Dixon Both pushed upwards to get: A good team design (composition/small size/good skills mix) Commitment of resources Top management support in the form of Dixon launching the task force Both did so successfully in their own way using their own styles

Team Launch Both were uncompromising and authoritative about the ends states to be achieved Both were equally insistent that the group determine the means Both established clear boundaries (e.g.., closing the door, using names, referring to the team as an entity) Both set basic norms of conduct and parameters Although emphasized that the team was responsible to manage itself, there were some definite do’s and don'ts (confidentiality, can’t terminate the newest employees) Both accomplished these objectives in their own way using very different styles

TEAM DESIGN Supportive Context Clear Direction Authority to manage the work—The Means Enabling Structure (Membership) Bounded Small size (max of 6) Skill level Right mix of skills Technical, Problem solving/decision making, Interpersonal Heterogeneous

STAGES OF TEAM DEVELOPMENT Forming Let concerns be aired Provide reassurance Nudge the group toward the task Ask for commitment Storming Norming Performing Adjourning