1. OVERHEAD REDUCTION TASK FORCE
Part II

2. 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

3. 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

4. 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

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