During the team's reframing of business relationships, each
person identified the other team
In the past, decisions had been made
Now, position became less important than value added. Who owned the information needed to make and implement the decision? Whose commitment was essential for implementation?
With this in mind, team members who had overlapping areas of
responsibility set up meetings with one another to
Take head count as an example: When the knotty issue of who gets additional staff and who does not comes up again, it will not be resolved by Art and the vice president of human resources. The HR executive will act as the point person, consulting with the heads of the functional and business groups. Based on the information gathered, this executive will make a recommendation to the full team. For the first time, the teamnot Artwill make the call.
The fourth area in which a team needs to be aligned to move into stage three involves goal setting. Earlier chapters provided several examples of how clear, measurable goals, which are tied to the strategy of the overall organization, enable a team to cut through the clutter and begin carrying out the job it is being paid to do. During the alignment we have been describing, the senior R&D team did not get into this area, since the top corporate management team was preparing for a full-scale review of the business strategy. Ideally, the revised strategy and the operational goals that
It is important to remember that, at the end of an alignment session, a team is not in stage four. To use Tuckman's verbiage, it is still "norming" and is not yet "performing." The
Throughout a team's journey to high performance, there are several factors that can either help or hinder it. These are highlighted in Figure 4-1.
There are many factors that can either inhibit or enhance a team's movement around the
team-developmentwheel, depending on how they are handled by management. How does your team manage these factors?
How the Team Members Are Chosen
Inhibits if they are selected because "someone has to do it, and it's your
Enhances if their skills and experience are relevant to the issues that need to be resolved.
The History that Exists Among the Team Members
Inhibits if they have never worked together before. Has an even greater negative impact if they have a history of rivalry and
Enhances if they have worked together successfully in the past.
How the Team Members Are Prepared
Inhibits if the team members are not made aware of their goals, if they are not given a sense of the importance of the team's mission.
Enhances if the connection between their assignment and a strategic imperative is explained at the outset.
Who Explains the Team's Mission
Inhibits if it is left up to their functional leader.
Enhances if senior management
demonstratesthe importance of the mission by meeting with the team before it begins its duties.
Who Leads the Team
Inhibits if the team leader assumes everyone is on board from day one, doesn't
encouragecandor to get out of stage one, can't manage emerging conflict in stage two, or wants to command and control.
Enhances if the team leader recognizes which stage(s) the team members are in at the beginning, encourages candor, isn't afraid of
openconflict, and is able to accept the role of facilitator rather than decision maker.
How the Team Will Be Judged and Compensated
Inhibits if the team members continue to be judged and compensated only on their performance of their functional duties.
Enhances if, from the outset, team members are aware that a portion of their performance rating ”and compensation ”will be based on the contribution they make to the team.