quote:

Originally posted by klg:
I work for a company that is very big on forming teams. The only problem is that these teams never seem to get anywhere. In your experience, what do teams fail? Is it lack of leadership? Is it lack of direction?

Dear KLG --

It's probably a combination of things. Too many organizations jump into the "team thing" because it sounds like the cool thing to do. The truth is that it's a lot of hard work.

I have a couple of tools on my website that may help you. First check out the article Poof! You're an Empowered Team at http://www.teambuildingtips.com/articles/empteam.html

And you also might want to download my free white paper -- Managed Empowerment: An Oxymoron? You can get it at http://www.teambuildingtips.com/teamtools.php (you'll need to register, but it's free).

Best regards,

Denise O'Berry

Teams fail because they:

1. Lack focus and clear goals.
2. Goals that are not aligned with organizational goals.
3. Spend more time on the process of doing than doing.
4. Make decision based on concensus, politics and opion rather than focus and goal.
5. Have no idea how to assess progress and measure success.
6. Are limited by their mental map or common approach to problem solving.

In my research of more than 3,000 employees across the country, I found that people can not accurately identify the problem, goal, solution, and result.

When asked to list the top five goals for their group, team, or department ONLY 1% listed the same goal. 0% listed the same goals and priortities.

On a problem solving challenge when people were asked to identify the goal: 53% identified a problem and task to be done; 45% identified a solution and their ideas for what could be created; 2% identified the goal and focused on how to improve the results.

100% reported that they had identified the goal!

So when people are working together they use the words goal, problem, solution, results interchangeably and debate the issues rather than understand the nature of the problem, set the appropriate goals, identify the best solution to reach the goal, and establish a way to measure progress and the results.

In the article: 3 Questions for Group Problem Solving I identify three distinct approaches to solving problems and how they impact the group.

I have several models that demonstrate how to close this gap and get teams focused on the right track. If you are interested in taking a look at them please let me know.

Valarie A. Washington
Knowledge Broker
Think 6 Results
http://www.think6results.com
washington@think6result.com

Yes, it will also boost their confidence.

Sounds a lot like Quality Circles. Maybe what is needed are some specific tools for problem solving like Cause and Effect diagrams, Affinity diagram, etc. These would be used in a structured environment for group problem solving. You might try a Google search for "problem solving tools" or "quality circles". Sometimes folks need up front instruction on using these techniques and a good facilitator to lead them through the process.

Lee Ann Smith
Lee.Ann.Smith@state.tn.us

klg......

The ultimate success of any team relies on the contributions and commitment of every team member. For a single team meeting, or a project that spans 18 months, high performing teams share a set of common qualities:

A clear and compelling vision/goal.

An explicit and continuously updated roadmap for reaching the goal.

Team members understand and carry out their roles.

Safe, stimulating, high trust environment where participants are able to contribute fully.

Efficient and effective team processes.

Clear agreements are reached. Decisions are understood, fully supported and team members commit to implementation.

High levels of stakeholder contact and involvement.

"Next step" agreements are an integral part of each activity.

Although there is no guaranteed how-to recipe for building team performance, Jon Katzenbach and Douglas Smith (co-authors of The Wisdom of Teams: Creating the High-Performance Organization) observed a number of approaches shared by many successful teams:

Establish urgency, demanding performance standards, and direction.

Select members for skill and skill potential, not personality.

Pay particular attention to first meetings and actions.

Set some clear rules of behavior.

Seize upon a few immediate performance-oriented tasks/goals.

Challenge the group regularly with fresh facts and information.

Exploit the power of positive feedback, recognition, and reward.


Jeff