High Performance Teaming

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The purpose of this paper is to more closely examine the dynamics of interdependence and review some design mechanisms that have been used successfully to reinforce the effectiveness of interdependent teamwork. A Team in Name Only I have often come across situationswhere I was introduced to a “team” in an organization. Some of these teams had50 members. Some were a collection of individuals in the same department who came together periodically only to share information. Many teams were struggling to improve their teamwork and reach very challenging business targets because some of their roles were duplicative or did not add value to the targets. In my opinion, none of these was actually a team. Some people don’t like teams. For independent people who actually get needed results working alone, spending time with a team of people only is no compelling common team goal. There is no binding glue. Of such teams, W. Edwards Deming used to say, “Can you imagine anything more destructive than to tell people to do their best? People whose goals conflict with each other and who are headed in different directions? If you tell them to do their best, they will all charge off in different directions even faster.” Then Deming would add the punch line, “It might be better to say nothing.” As Deming points out, defining some team goals that every member deeply cares about and is fully committed to fulfill is the foundation of interdependence. But other factors have to kick in to bind team members together. There are different levels of interdependence: task, support, function, and leadership. Let’s examine carefully each of these levels. Task interdependence We need each other’s efforts to produce our immediate required output. This is the primary interdependency of a team, to work together to deliver the output and fulfill the goal. Clearly defining the tasks and team member roles for performing them is essential to get the work done. Harvard professor J. Richard Hackman’s research identified five primary conditions that increase team effectiveness. Three of them relate to this task slows them down and dilutes the expertise they personally bring to the business. Their resentment is real if team members are not truly interdependent; if they have been organized under the simple assumption that any form of teamwork is better. Unless the teamwork is actually designed to add value to individual contributions, a team may exist in name only. The above diagram illustrates “a team in name only.” It is made up of independent individuals who have various and conflicting needs and goals. This team is literally coming apart at the seams because there
interdependence: 1. A compelling purpose: one that is clear, challenging, consequential, and focused on ends rather than means. 2. A real team: clear boundaries that define a whole task (tangible products or services), task interdependence, and moderate stability. 3. An enabling work structure (tasks, roles, and norms of conduct). These three conditions are brought to life by the organization design elements of common purpose, boundaries, tasks, structure, roles, and norms of conduct. In other words, you can design task interdependence into an organizational unit. Here’s an example of these design features in action: The “Alpha” team worked in a production operation for a Fortune 500 company. It had five members who operated one production line. The team members took great pride in their product as it provided important health care for family members. “I make product X,” team members would eagerly tell their neighbors. Each person was responsible for one of the production tasks that had to be in sync with all the others. If one area came to a stop, the entire process stopped. Once each team member mastered his/her responsibilities, the production process had very few stoppages. The raw materials were tested thoroughly to ensure their compatibility with the production process. Equipment was maintained on a strict schedule to minimize wear and tear and breakdowns. Quality was monitored frequently during each shift. Accounting systems monitored performance vs. budget and cost savings totals. Team members were trained periodically on technical skills, teamwork practices, and new equipment operation. Most of these support tasks were done by the team members themselves in addition to their operating responsibilities. Their task interdependence was very high and spanned the entire breadth of what was needed to deliver a high quality product to the customer. Small wonder that Alpha team’s product was number one in the market. Support interdependence We need each other’s support from time to time to produce our immediate required output. No work process ever runs 100% error free all the time. Team members occasionally need help from others to keep things running smoothly. So team members must be willing and able to help each other when the occasions arise. This is #4 in Hackman’s conditions for effective teams. 4. A supportive social system that provides resources and assistance when needed. In the words of Brian Andreas: “You may not remember the time you let me go first. Or the time you dropped back to tell me it wasn’t that far to go. Or the time you waited at the crossroads for me to catch up. You may not remember any of those, but I do and this is what I have to say to you: Today, no matter what it takes, we ride home together.” This same dynamic from the foregoing verses occurs at work when team members help each other out of annoying, embarrassing, or even dangerous situations. Or when experienced team members help newcomers join up smoothly and effectively. Such support changes relationships and shapes reciprocal collaboration among individuals. Though such a supportive culture is driven largely by team norms of mutual support, it also can be strengthened by some design features. For instance, periodic rotation among task roles gives each team member the competence to help out in other roles and the experience to understand their complexities. The HPO Global Alliance ©2016 3
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High Performance Teaming

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