Organizational Development - TEAM INTERVENTIONS, Study notes of Organizational Development

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TEAM

INTERVENTIONS

Effective

Effective

Team

Team

An effective team has certain

characteristics that allow the team

members to function more efficiently and

productively.

An effective team develops ways to

share leadership roles and ways to share

accountability for their work products,

shifting the emphasis from the individual

to several individuals within the team. A

team also develops a specific team

purpose and concrete work products that

the members produce together.

How to use it?

How to use it?



Establish objectives together: Define

performance objectives with the team and make

sure that all team members understand the

objectives and what actions will need to be taken

to achieve them.



Develop a participatory style: Encourage staff

to suggest ways to improve services. Listen to

their ideas and acknowledge their points of view.

Encourage team members to discuss issues and to

find solutions together.



Focus on contributions: Define objectives for

having all team members actively contribute to

the meeting.



Organize meetings: Hold meetings with the



Organize the team: Define roles and

responsibilities together. If everyone has a clear

role, individuals will be less likely to become

frustrated and will be more willing to work

together.



Explain the rules: Discuss all norms and

standards that have been established.



Promote team responsibility: Encourage

members of team to take responsibility for

completing specific tasks and to solve problems as

a team. Introduce rewards only if the entire team

meets objectives.



Establish time commitments: Schedule when

and how each team member will devote time to

team work. Monitor actual vs. planned time

carefully and clarify all adjustments in schedule.

Characteristics of effective

Characteristics of effective

team

team



Team members share leadership roles.



Team develops own scope of work.



Team schedules work to be done and commits

to taking time allotted to do work.



Team develops tangible work products.



Team members are mutually accountable for

work products.



Performance is based on achieving team

products.



Problems are discussed and resolved by the

team.

ROLE NEGOTIATION

TECHNIQUE

Given by Roger Harrison

It is based on the peoples unwillingness to

change their behaviour.

It is imposed technique in the form of writing.

Steps involved in this technique-

1. Contract setting-Consultant sets the climate and

establishes the ground rules.

2. Issue diagnosis- Individuals think about how their

own effectiveness can be improved if others

change their work behaviors.

3. Influence trade- Negotiation period in which two

individuals discuss the most important behavior

changes they want from the other and the

changes they are willing to make themselves.

VISIONING

Given by Ronald Lippit.

Group member describes their vision of what they

want the organisation to be in future.

The time frame may be anywhere from six months

to five years in the future.

Various forms of visioning, or the use of mental

imagery or the development of cognitive maps, are

extensively used in strategic planning and in future

search conferences.

Steps involved:

On a paper write down the characteristics you

would like the company to posses.

Make the characteristic visible to others using

flipchart.

Report to group and be prepared to answer

questions.

Subgroup of 3 people will extract the themes and

prepares to report them to whole group.

Dysfunctional Patterns

Dysfunctional Patterns

• “Chaos” – everything’s a crisis, always putting out fires
• “Hub and Spoke” – everything revolves around the leader
• “Dead Team” – lack of movement or urgency, waiting for

others to take charge

• “Round and Round” – can’t make a decision
• “Drop the Ball” – lack of follow through or accountability
• “Vicious Cycle” – out of control conflict, lack of trust
• “Hidden Agendas” – out for yourself instead of the good of

the team

• “Elephant in the Room” – avoiding the important issue
• “Scope Creep” – I never met an idea I didn’t like

Team Intervention

Team Intervention

Example

Example

• CEO was experiencing high turnover and no

urgency on his executive team

• Interviews identified “vicious cycle” of conflict

between CEO and his Vice Presidents

• Achieved agreement to blame the “vicious cycle”

instead of the “other side”

• Strengthened the relationship of the VP group
• Coached the CEO and improved his relationship

with individual VPs

• Individual, team and project performance sharply

improved

Enterprise Level

Enterprise Level

Business Goal:

• Improve business performance by standardizing

team

best practices across the department or company

Process:

• Assess skill gaps and best practices with business

leaders and HR professionals

• Identify “required” tools and best practices
• Conduct standard or customized FasTeams® for

Leaders

program for all team and project leaders

• Create peer consultation groups for team leaders

Content:

• Teams take Team Process Check™ every 6 months to

stay on track

“

“ Coming together is a

Coming together is a

beginning

beginning

Keeping together is

Keeping together is

progress; and

progress; and

Working together is

Working together is

success

success

”

”