August 2005 - Library

Collective
Work
Practices
• Problem
Solving
PerformanceResults
• Technical /
Functional
• Interpersonal
Commitment
Figure 7 - Focusing on Team Basics 6
In terms of how a high performing team is created and then maintained, Figure 8 summarises the six steps that must be completed
in sequence order.
Figure 8 - Developing High Performing Teams 7
By developing and implementing a team culture that is defined as a high perf o rming team focused on both team basics and the
s t r a t e g y, the maintenance team will become empowered to achieve the perf o rmance improvements that have been set for the team.
Due to their high perf o rmance culture, these improvements will be consolidated into norms of day-to-day business while still looking
for continuous improvement opportunities. The creation of such a team culture and working environment will see the completion
of the last four steps required in transforming an organisation (refer to Figure 4 outlined previously).
BUILDING CHANGE CAPABILITY - ENSURING SUSTAINABILITY
In today’s ever-changing business environment, an organisation will not have the luxury of continuously planning and implementing
a change process as defined by the Change Management Cycle. To ensure that an organisation can therefore continue to adapt
and advance with changes in their industry, the organisation has to build into the new culture the ability to change.
Although the area of building change capability is still being researched and developed, there are a number of common underlying
factors that need to be present in an organisation to allow for the change capability to be in-built. These common factors include:
• Knowledge and information capture - turning tacit knowledge into documented knowledge;
• The development of a learning culture where knowledge is used for effective action, and;
• The development of systems and processes that enable actions to be taken based on an informed decision making process.
• Mutual
• Specific Goals
• Common Approaches
• Meaningful purpose
• Individual
“An Effective Team”
Step 6: Sound External Relationships
-- Ensure external relationships are strong --
• Small number
of People
Step 5: Solid Relationships
-- Ensure relationships can withstand day-to-day turbulance --
Step 4: Effective Processes
-- Ensure sound processes are in place --
Step 3: Crystal Clear Roles and Accepted Leadership
-- Ensure teammembers role are clearly Defined --
Step 2: Common Goals
-- Ensure a clear, common and challenging purpose and direction --
Step 1: Set your Team up to Succeed
-- Make sure the size and composition is right --
“A Team of Individuals”
“KPI Alignment”
Level 1: Corporate Indicators
-- What is driving the organisation --
Level 2: Financial Indicators
-- What are the financial driver of the organisation --
Level 3: Efficiency and Effectiveness Indicators
-- How well is an organisation / team performing --
Level 4: Tactical Performance Indicators
-- Detail where changes are required --
Level 5: Functional Performance Indicators
-- Focused on specific functional activities associated with the Levels of Service --
Relevent Key Performance Indicators
Figure 9 - Creating KPI Alignment (Wireman, Terry, 1999)
Personal
Growth
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