This document discusses situational teamwork behaviors for building high performance teams. It covers holding meetings effectively, communication during normal operations, emergency response procedures, troubleshooting investigations, repair and maintenance activities, celebrating successes, and promoting problem solving. The key points are: 1) During emergencies, the team needs one clear leader who all members follow. 2) Troubleshooting requires brainstorming ideas openly as a team. 3) Both hard work and smart work in balanced combination leads to wealth and success. 4) Celebrating wins and reflecting on improvements helps sustain motivation over the long term.

1. Building High Performance Team
Module (04)
SITUATIONAL TEAMWORK
BEHAVIOR

2. Module (04) Situational Teamwork Behavior
4.1
Holding Meeting Effectively
4.2
During Normal Operation Condition
4.3
During Emergency Condition
4.4
During Troubleshooting & Investigation
4.5
During Repair & Maintenance Activities
4.6
After Achieving Goals & Success
4.7
Working SMARTER not HARDER
4.8
Promote Team for Problem Solving

3. 4.1 Holding Meeting Effectively
Why do meeting fail?
 No Identifiable Goals or Agenda.
 Lack of Commitment
 Absence of Trust and Loyalty
 No Interest and Contribution
 Lack of Accountability (No Specific Items)
 Physical Setting (Organized Place NOT achieved)
Meeting without Agenda = Waste Time

4. Effective Meeting Techniques
1. Let the Topic dictate the Length and Subject.
2. Be brief and to the point (Stick to your Agenda).
3. Hold a question-and-answer period.
4. Don't brush off Complaints.
5. Be ready to handle the “Problem"
Situations with observe.
6. If any thing specific, discuss it after
meeting with who concern.
7. End the Meeting on TIME!!!

5. 4.2 During Normal Operation Condition
During Normal Operation we need Highly Communication Skills
between all Team Member :
 Cooperative
 Interested
 Respect
 Fast Reply
 Supportive
 Dynamic
 Initiative
 Pro-Active
Data is VALUE, and Knowledge is POWER

6. In undertaking the shift in duties from Normal Operating Assignments to
upset response tasks, a number of transitions in individual teaming
arrangements occur.
These transitions are characterized by the conduct of turnovers of
information on operating status and duties between staff on both working
and Standby Units.
These transitions mark the partial disassembly and down-sizing of teams
associated with non-upset units and the re-forming of larger teams for
response on upset units and must be conducted fairly rapidly to free
additional operating resources to assist with upset unit response in a
timely manner.

7. 4.3 During Emergency Condition
During Emergency Condition we need
ONLY one Team Leader and all
Team members should be follow him.
During Emergency Condition we need
ONLY one Team Leader and all
Team members should be follow him.

8.  Team members have a mix of levels of experience
 Team members have a mix of skills
 At least one person has strong management skills
 Team take turns leading the Situation
 Team makes clear assignments for each activities.
The supportive nature of a TEAM can help and save the
Employees and Equipments in the plant. Also, they can reduce
the risk, TEAMS work together to help returning employees
regain their confidence and prevent time-lost accidents.

9. 4.4 During Troubleshooting & Investigation
Brainstorming :
 Idea Generation
 Issue Generation
 Divergent Thinking
 Open Format
Teamwork:
 Working Team
 Respect each others
 Participants cannot leave alone
 Leader hold the situation

10. The most important result from
Root Cause Failure Analysis
is the answer to:
“What can WE learn from this Situation?”
Majority of problems found will
relate to Processes and People
Don’t waste time looking for culprits, look for the
Causes and learn from them!

11. 4.5 During Repair & Maintenance Activities:
Operation
Maintenance
I use
I operate
Operation
I maintain
I repair
Maintenance
We maintain
Conventional
TPM

12. 
Productivity

Reliability

Availability

Down Time

Maintainability

Utilization

Optimization
We are Highly Qualified maintenance department delivers
quick responses to all plant services needs.

13. 4.5 After achieving Goals & Success:
 Setting goals means being accountable.
Because without accountability, our goals
flutter in the wind while no one is watching.
 Instead of getting frustrated or discouraged,
monitoring our progress takes the
overwhelming feat of achieving our goals
and breaks it down into more manageable
chunks.
 Chunks that we can consider and react to.
Chunks that allow us to see that progress
happens over time.

14. Celebrate Achieving Success:
Focusing on what went well, especially when trying to achieve longterm goals, is what keeps us going. Knowing that progress has been
made — even if the progress can only be measured in baby steps —
provides motivation to remember that tomorrow is a new day and
new chance to make more progress.
Reflect on what could be Improved:
The truth is that sometimes achieving our goals is hard. Maybe there
are struggles or obstacles we did not envision. Road blocks,
challenges, and distractions are a reality when trying to achieve any
goal. BUT we should reflect our success to others as a TEAM.

15. 4.7 Working Smarter not Harder
Smarter
Harder
Work Hard + Work SMART
= Wealth and Success

16. Meaning of HARD Work
 Hard Work involves commitment
 Involvement and Sincerity.
 Working honestly.
There is saying :
“The Harder you work, the Luckier you get”

17. Meaning of SMART Work
Working SMART is working with a goal in mind, a goal that
is meaningful to you.
It also means knowing what points are of high priority and
what you can be flexible on, so you can focus on what’s
important.
SMART work also refers to being Creative
and looking or other ways to get work done faster.

18. Advantages of HARD Work:
 A hard work’s reputation is based on years of hard work and
meticulousness. He is trusted to be professional and competent.
 A hard worker is happy to solve difficult problems he
encountered in course of his work
 Hard Workers, usually are on their table Troubleshooting the
problems. They work for their own satisfaction rather than being
worrying about creating impression on bosses.
 There is a saying in weight lifting; no pain, no gain.’ So, one can’t
achieve great success without working hard.
 No delegation of work.

19. Advantage of SMART Work:
 It requires less time to accomplish the task
 Needs to put less efforts
 In SMART work, we get the work done by others without any
physical stress, e.g a team leader or Manger
 In SMART work, the work is done according to plan. Hence,
acquire more results.
 SMART work includes completing the task by using tacts, while at
the others end completing the task by using full standard method is
called hard work.
 SMART work provides us with the ability of quick prblem solving

20. 4.8 Promote Team for Problem Solving:
 Strategy
 Methodology
Team for Problem Solving:
 Tools
 Performance
System

21. Problem Solving Wheel
1. Identify the Problem
6. Planning for Next Action
2 . Analysis the Problem
(Recommendations)
3. Generate Possible
5. Selecting the
Solutions
Suitable Solution
4. Analysis the Solutions

22. Conclusion:
Team Maturity

23. What ……?
Why ……?
Concepts
Objectives
NOW, At NOMAC, SIWPP#III
we are dedicated to working
How ……?
together as a TEAM and with
Methodology
our partners, to become the
Benchmark for our Industry,
When ……?
setting the standard for Customer
Situation
Satisfaction, Technology,
Financial Performance, Integrity
and Quality in all that we do.
Who ……?
People
Where ……?
Company