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Forming Storming Norming And Performing Creating Teams With Punch


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Forming Storming Norming And Performing Creating Teams With Punch

  1. 1. Forming Storming Norming and Performing - Creating Teams with Punch Getting the people with the right mix of skills on a team generates a 1+1=3 multiplier effect that must be present for high performance outcomes, says Dennis Narlock, Continuous Improvement Officer with the US Navy. In this article Dennis looks at how to create high performing teams quickly by using the Networked Talent Model.Throughout the installation and enculturation of any process improvement methodologyindividuals from diverse backgrounds have to join up and function together as a team,with purposes as diverse as reducing cycle time to increasing product quality.The formation of a team usually follows one of three tracks; people volunteer to join theteam, people are assigned to the team, or the team is comprised of a mix of volunteersand directed team members.In all cases, the team will follow a normal path of development progressing through fourstages: Forming, Storming, Norming and Performing. And as anyone who has evercreated and lead teams can tell you, the path to performance can be fraught withchallenges, particularly if several key aspects aren’t addressed early on.What’s your burning platform? Management must create clear organizational levelimperativesHow rapidly a team progresses through each stage to reach “Performing” is a product ofseveral factors: organizational structure, interdependency between the team members,their willingness to contribute to the team, their sense of value as a team contributor, theteam leader’s skills at guiding them, and the compelling nature of the task that hasbonded them together.Organizations with a functional structure based on a division of labor create fertileground for conflict. Individual business units will work to improve their processes, attimes taking actions that may be detrimental to the organizational level process. Thisignores the interdependency between business units and will result in sub-optimization ofthe process, creating a win-lose situation for the organization. Instead, all of thestakeholders should strive to achieve effectiveness and efficiency at the system level.The process of establishing a systems level focus for an organization is rooted instrategic planning by the executive leadership team. Executive Leadership’sidentification of a clear “burning platform” for the organization will establish a systemslevel goal focused on the product quality, customer value, and financial impact.Identifying, clarifying, communicating and driving towards organizational level objectivescreate a foundation for moving forward with a process improvement initiatives and beginto break down micro-business silos.Failure to work across business silos is a dead end streetThe global business environment is characterized by a rapid exchange of informationand cost effective operations thus creating a requirement that businesses are agileenough to adjust to the rapidly changing marketplace. When a team is established to
  2. 2. evaluate and improve a process with the aim of impacting the system, the competitionbetween the individual business units transfers the win-lose situation to the team where itis expressed as conflict between team members. As a result this will often leave a teammired in the Storming stage of team development, an unacceptable outcome in the 21stcentury marketplace.A team mired in the Storming stage can have significant impact on the organizationsbottom line. Teams must be able to execute projects quickly and efficiently.Use the Networked Talent Model to Accelerate Team DevelopmentUtilizing the Networked Talent Model when selecting team members and during theForming stages of team development will accelerate a team through the first threestages of team development, delivering fast, effective and efficient improvement teamsthat are aligned with the global business environment.The Networked Talent Model (NTM), pictured in the diagram, recognizes that allindividuals in an organization have fourskill sets. Leadership (L) Management (M) Technical (T) Team Skills (TS)1989-2011 Commonwealth Center forHigh Performance Organizations, Inc.Reproduced here with permission.Depending on the position that an individual holds within an organization, they will utilizethe different skills to varying degrees. For example, a technician performing correctivemaintenance on an item that requires a high degree of mechanical work is making use oftheir Technical skill set.When that same technician is teaching the craft to another person they are utilizing theirTechnical and Team Skills. If they are leading a project to overhaul that same piece ofequipment with a team of technicians they will make use of Management, Technical andTeam Skills. Finally if they are coordinating multiple teams performing these actionswithin an organization, all four skill sets will be used. Each example above does notmean that a skill set not listed is not used, just that it is not a primary skill set forcompleting the task at hand.All of the skill sets identified within the Networked Talent Model hinge on the team skillset. An individual’s ability to successfully interact with other members of a team in asymbiotic beneficial manner is the critical ingredient in creating an environment whereworld class performance can be achieved.Getting the membership “right” generates the 1+1=3 multiplier effect that must bepresent for high performance outcomes. In building an organization dedicated tocontinuous improvement, with the objective of achieving world class performance, it iscrucial to establish improvement teams that are networked, talent based, and work tomaximize the inclusion of the required technical and change management skills. These
  3. 3. teams will achieve actionable success operating in a parallel organization free of thenormal business unit competition, as depicted in the diagram below. The graphic shows a project team established as a parallel entity within the organization composed of people from a mix of levels and roles within the business. Copyright 1989-2011 Commonwealth Center for High-Performance Organizations, Inc. Reproduced here with permission.Traditionally teams are comprised of a Black or Green belt who leads the improvementeffort, several members from the immediate process being considered, and one or twopeople outside of the process. In addition, the team will be given access to keypersonnel who provide specialized guidance, usually related to the financial or IT portionof the organization. This approach overloads a team with technical skills that are inherentto the business unit process at the exclusion of the system level process; whileestablishing the Belt as the expert with the knowledge to improve the process.Utilizing the Networked Talent Model and a systems level focus, identify the technicalskills required on the team, select team members based on their technical, team, andchange management skill sets, and establish the team as a parallel organization to theindividual business units. The goal behind establishing the team in such a manner is tocreate a win-win situation for each of the team members focused on a system level goal.Networked Talent Skills RequirementsTechnical Skills:  Process knowledge/Experience (Including the processes that precede and follow the process currently being targeted for improvement)  Data collection and Analysis  Financial Impact  Customer impact (Outside-in and Inside-out view points)  Software (data analysis, process mapping, and simulation)  Change Management (An understanding of the current culture, the desired culture and a plan for moving towards the desired culture)Team Skills:  Group Task Skills (Initiator, Information/Opinion Seeker, Coordinator, Energizer, Recorder, Researcher, Change Leader)  Group Maintenance Roles (Harmonizer, Compromiser, Standard Setter, Observer, Encourager, and Follower)  Generational Understanding (Baby Boomers, Generation X, Echo Boomers/Millennial)  Communication  Facilitation  Flexible
  4. 4.  ReliableOnce the project team has been established, there are some guidelines that need to befollowed. These guidelines support the system level focus and foster an environmentwhere Adult-Adult conversations are the expected norm.The Seven Guidelines for operating inside a Parallel Organization1. “Normal” hierarchical rules are suspended  All team members equal  Decisions by consensus  Team must network with the stakeholders affected by their decisions2. Focus on the best decision for the whole  Shared Vision/Values  System level focus3. Everyone is “Promoted”  Team members must promote themselves a minimum of two levels to view the organizational level impact4. Create a “Regenerative” culture  Trust based relationships  Honesty  Mutual Respect5. Maintain Individual Confidentiality  What is said and what decisions are reached is “On the Record” . Who said what is not6. No retribution for following the guidelines  Non-retribution supports the high trust climate  Consequences for NOT following the guidelines7. Enforcement is everyone’s responsibility  Everyone in the parallel organization is equal, therefore everyone is responsible for enforcementTraditionally the forming stage of team development is characterized by a focus onprocedures with limited interaction among the team members. Discussions aredominated by the team leader or facilitator, who in many cases is the Black or Green beltleading the project. This stage is followed by a period of conflict as team membersquestion the team’s objectives, organization or procedure. These actions are part of thestorming stage of development as team members seek to identify or claim their rolewithin the team.The selection of team members using the Networked Talent Model and the guidelinesthat accompany operating in the parallel organization provide the foundation for theforming stage of team development. Team members gain a more rapid understanding ofthe system level objectives and procedures that will be followed. They learn whattechnical skills each team member brings to the team. This portion of forming is crucial topowering through the storming stage.Team members must clearly understand that the team will succeed or fail as a singleentity and that because each team member’s technical skill set has a unique aspect,
  5. 5. they will be reliant on one another to achieve success. The process of clarifying rolesand objectives will create the environment needed for a team to rapidly move fromforming to norming.As the team enters the norming stage they are more comfortable working with oneanother and have assumed responsibility, as a group, for achieving the objectives.Again, the Networked Talent Model will assist them in moving through this stage moreeasily. This rapid transition towards performing is based in the technical skill set thateach team member brings to the team. Knowing who to go to for assistance with aparticular task is important. However, what is more important is allowing the person withthat skill set to assume the leadership role during that portion of the team’s execution.The team that is formed using the Networked Talent Model and operating in a ParallelOrganization, according to the guidelines, will reach the performing stage more rapidlythan a traditional team. The team members will demonstrate pride around the team andits performance. They will reveal in learning from each other and they will produceactionable results for the organization.References:Networked Talent Model and Parallel Organizations. 1989-2008 Commonwealth Centerfor High Performance Organizations, Inc.About Dennis Narlock: Dennis Narlock is the Continuous Improvement Leader for Catalent Pharma Solutions in Middleton, Wisconsin. He is an ASQ certified Lean Six Sigma Black Belt and a Theory of Constraints Jonah with more than six years of experience in continuous process improvement. He has held positions as a Black Belt and Deployment director within the U.S. Navy where he served for 24 years prior to transitioning to the private sector.He earned a Master of Science degree in Global Leadership from the University of SanDiego. His work with the Process Excellence group at IQPC has been recognized withproject awards in the Best New Start-up and Innovation categories; in addition he hasbeen a conference presenter and judge. Dennis can be reached atdennis.narlock@gmail.comI invite you to join as a member of the PEX Network Group,you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles,Case Studies, Blog Discussions, White Papers, and Tools and Templates. To accessthis free content please take 2 minutes for a 1 time FREE registration at Network, a division of IQPC, facilitates access to a wealth of relevant content forProcess Excellence, Lean, and Six Sigma practitioners. Further enhanced with an onlinecommunity of your peers, we will provide you with the tools and resources to help youperform more effective and efficiently, while enhancing the quality operations within yourorganization. As our industry becomes more and more dependent on the Web forinformation, has been developed to provide Six Sigma professionalswith instant access to information. Leveraging our strength and foundation in education,IQPC and the Process Excellence Network are uniquely positioned to provide acomprehensive library of webcasts gathered from our events, as well as exclusivecontent from leaders in the industry.