Saving Struggling Quality Teams

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Saving Struggling Quality Teams

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  • This slide should be up as participants enter the room. This is the display slide for the pre-session warm-up, waiting for people to arrive and settle down. The session should begin on-time with, depending on the group size, 5-10 minutes for the instructor to get to know the group. Any other comfortable warm-up is appropriate at this time.
  • Saving Struggling Quality Teams

    1. 1. Saving Struggling Quality Teams Training Presentation for www.freequality.org Written & Designed By: Travis W. Uehling Boise State University
    2. 2. Introduction <ul><li>Define good and bad quality teams. </li></ul><ul><li>Discuss problems for quality teams. </li></ul><ul><li>Discover ways to save struggling quality teams. </li></ul><ul><li>Discuss methods to prevent trouble. </li></ul>
    3. 3. Introduction (continued) <ul><li>Developing leadership for quality teams. </li></ul><ul><li>Discuss “real” world problem solving for quality teams. </li></ul><ul><li>Enjoy a game! </li></ul><ul><li>Recapture the training session. </li></ul>
    4. 4. Quality Team, Defined <ul><li>5-10 members </li></ul><ul><li>Goal: Identify problems and create solutions </li></ul><ul><li>Consensus style decision making </li></ul><ul><li>Total-participation group </li></ul><ul><li>Led by a trained facilitator </li></ul>
    5. 5. The Ideal Quality Team <ul><li>Specific objective </li></ul><ul><li>Strong leadership </li></ul><ul><li>Cross-functional team </li></ul><ul><li>Void of conflict </li></ul><ul><li>Identify issues </li></ul><ul><li>Discover a solution </li></ul><ul><li>Closure </li></ul>
    6. 6. What Goes Wrong? <ul><li>Unclear Objectives </li></ul><ul><li>Lack of resources </li></ul><ul><li>No authority </li></ul><ul><li>Lack of motivation </li></ul><ul><li>Inefficient leadership </li></ul><ul><li>No problem identification </li></ul><ul><li>Multiple solutions </li></ul><ul><li>No support </li></ul><ul><li>Interpersonal conflict </li></ul>
    7. 7. Common Link? <ul><li>CONFLICT! </li></ul>
    8. 8. What is Conflict? <ul><li>Expressed struggle </li></ul><ul><li>At least two interdependent parties </li></ul><ul><li>Perceive incompatible goals </li></ul><ul><li>Perceive scarce resources </li></ul><ul><li>Perceive interference in achieving goals </li></ul>
    9. 9. What is Conflict? The Facts! <ul><li>Conflicts are inevitable </li></ul><ul><li>Conflicts can occur with anyone </li></ul><ul><li>Conflicts can occur over anything </li></ul><ul><li>Conflicts can reoccur </li></ul><ul><li>Conflicts are a part of change </li></ul><ul><li>Conflicts will never go away </li></ul>
    10. 10. Negative Results of Conflict <ul><li>Spiral of Negativity (Escalatory) </li></ul><ul><ul><li>Behavior </li></ul></ul><ul><ul><li>Perception of other </li></ul></ul><ul><ul><li>Perception of relationship </li></ul></ul><ul><ul><li>Behavior………. </li></ul></ul>
    11. 11. Negative Results of Conflict (continued) <ul><li>Avoidance Spirals </li></ul><ul><ul><li>Less direct interaction </li></ul></ul><ul><ul><li>Active avoidance of the other party </li></ul></ul><ul><ul><li>Reduction of dependence </li></ul></ul><ul><ul><li>Harboring of resentment or disappointment </li></ul></ul><ul><ul><li>Complaining to a third person about the other party </li></ul></ul>
    12. 12. Real Life, Negative Conflict <ul><li>“Deteriorated Motivation” </li></ul><ul><li>“Mired in Conflict” </li></ul><ul><li>“Squabble before the Director” </li></ul>
    13. 13. Positive Results of Conflict <ul><li>Conflict brings problems to the table </li></ul><ul><li>Conflict can join people together </li></ul><ul><li>Conflict can clarify goals </li></ul><ul><li>Conflict can clear out resentments </li></ul><ul><li>Conflict can increase understanding </li></ul>
    14. 14. Preventing Conflict in Teams <ul><li>Conduct a comprehensive team launch </li></ul><ul><li>Provide training </li></ul><ul><li>Use your team’s norms </li></ul><ul><li>Anticipate storming </li></ul><ul><li>Identify team problems </li></ul>
    15. 15. Preventing Conflict in Teams (continued) <ul><li>Use peer feedback </li></ul><ul><li>Monitor team and meeting effectiveness </li></ul><ul><li>Implement leader feedback </li></ul>
    16. 16. Conflict, A Company Policy <ul><li>Informal problem solving </li></ul><ul><li>Peer mediation and coaching </li></ul><ul><li>Peer coaching and advocacy </li></ul><ul><li>Peer review board </li></ul><ul><li>Organizational learning </li></ul><ul><li>Professional mediation </li></ul><ul><li>Coordination and training </li></ul>
    17. 17. Conflict & The Facilitator <ul><li>Manage meetings </li></ul><ul><li>Help teams agree on clear goals, roles and procedures </li></ul><ul><li>Ensure that all team members contribute </li></ul><ul><li>Discourage disruptive behaviors </li></ul><ul><li>Manage conflict </li></ul>
    18. 18. Conflict & The Facilitator (continued) <ul><li>Guide team’s decision-making processes </li></ul><ul><li>Communicate clearly with all team members </li></ul><ul><li>Observe and accurately interpret group dynamics </li></ul>
    19. 19. Conflict Management, Implemented <ul><li>Wisconsin State Government and The Wisconsin State Employees Union </li></ul><ul><li>Cooperative bargaining </li></ul><ul><li>Consensus bargaining </li></ul><ul><li>Positive and constructive </li></ul><ul><li>Formal training </li></ul>
    20. 20. The RAT Race <ul><li>Cottage Cake Blue </li></ul><ul><li>Cheese </li></ul><ul><li>What did we do as a team that worked and we should continue doing? </li></ul><ul><li>What did we do as a team that did not work and we should stop doing? </li></ul><ul><li>What didn’t we do as a team that we should start doing? </li></ul><ul><li>What did we do as a team that we should do more of? </li></ul><ul><li>What did we do as a team that we should do less of? </li></ul>
    21. 21. RAT Race Round 1 <ul><li>Dish River Walk </li></ul><ul><li>Corps Talks Pipe </li></ul><ul><li>Nail Law Sense </li></ul><ul><li>Soap Music Lunch </li></ul><ul><li>Horse Trap House </li></ul><ul><li>Side </li></ul><ul><li>Peace </li></ul><ul><li>Common </li></ul><ul><li>Box </li></ul><ul><li>Fly </li></ul>
    22. 22. Team Assessment <ul><li>What did we do as a team that worked and we should continue doing? </li></ul><ul><li>What did we do as a team that did not work and we should stop doing? </li></ul><ul><li>What didn’t we do as a team that we should start doing? </li></ul><ul><li>What did we do as a team that we should do more of? </li></ul><ul><li>What did we do as a team that we should do less of? </li></ul>
    23. 23. RAT Race Round 2 <ul><li>Milk Hand Bell </li></ul><ul><li>Wedge Trap Storm </li></ul><ul><li>Barn Ship Back </li></ul><ul><li>Tree Pudding Present </li></ul><ul><li>Wagon Potters Cart </li></ul><ul><li>Cow </li></ul><ul><li>Sand </li></ul><ul><li>Yard </li></ul><ul><li>Christmas </li></ul><ul><li>Wheel </li></ul>
    24. 24. Conclusion <ul><li>Discussed good, bad and problems for quality teams. </li></ul><ul><li>Discussed conflict as a main problem with all teams. </li></ul><ul><li>Talked about the negative effects of conflict. </li></ul><ul><li>Discussed how companies can prevent conflict. </li></ul>
    25. 25. Conclusion (continued) <ul><li>Discussed the qualities of good facilitators. </li></ul><ul><li>Learned how to open discussion and feedback in our real life groups. </li></ul>
    26. 26. Questions? <ul><li>Questions and Comments </li></ul>
    27. 27. References <ul><li>Ahlrichs, Nancy, Sept. 9, 2002 v23 i26, Every should learn how to resolve conflicts, Indianapolis Business Journal. </li></ul><ul><li>Beil, Martin & Litscher, Jon E., Spring 1998 v27 n1, Consensus bargaining in Wisconsin state government: a new approach to labor negotiation, Public Personnel Management. </li></ul><ul><li>Bens, Ingrid, Jul/Aug 1999 v22 n4, Keeping you team out of trouble, The Journal for Quality and Participation. </li></ul><ul><li>Burns, Greg, June 1995 v49 n6, The secrets of team facilitation, Training & Development. </li></ul><ul><li>Cloke, Kenneth & Goldsmith, Joan, May/Jun 2000 v23 n3, Conflict resolution that reaps great rewards, The Journal for Quality and Participation. </li></ul><ul><li>Forsyth, Donelson R., 1999. Group Dynamics, Wadsworth Publishing Company, Belmont, CA. </li></ul><ul><li>Foster, S. Thomas, 2001. Managing Quality: An Integrative Approach, Prentice Hall, New Jersey. </li></ul><ul><li>Hocker, Joyce L. & Wilmot, William W., 2001. Interpersonal Conflict, Sixth Edition, McGraw-Hill Higher Education, New York. </li></ul><ul><li>Kerzner, Harold, 2001. Project Management: A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Inc., Toronto. </li></ul><ul><li>Sugar, Steve & Takacs, George, Sep/Oct 1999 v22 n5, Games that teach teams: Tales of the RAT, The Journal for Quality and Participation, Cincinnati. </li></ul>

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