Saving struggling quality teams
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Saving Struggling Quality Teams. Training Presentation for www.freequality.org Written & Designed By: Travis W. Uehling Boise State University. Introduction. Define good and bad quality teams. Discuss problems for quality teams. Discover ways to save struggling quality teams.

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Saving Struggling Quality Teams

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Saving struggling quality teams

Saving Struggling Quality Teams

Training Presentation for www.freequality.org

Written & Designed By:

Travis W. Uehling

Boise State University


Introduction

Introduction

  • Define good and bad quality teams.

  • Discuss problems for quality teams.

  • Discover ways to save struggling quality teams.

  • Discuss methods to prevent trouble.


Introduction continued

Introduction (continued)

  • Developing leadership for quality teams.

  • Discuss “real” world problem solving for quality teams.

  • Enjoy a game!

  • Recapture the training session.


Quality team defined

Quality Team, Defined

  • 5-10 members

  • Goal: Identify problems and create solutions

  • Consensus style decision making

  • Total-participation group

  • Led by a trained facilitator


The ideal quality team

The Ideal Quality Team

  • Specific objective

  • Strong leadership

  • Cross-functional team

  • Void of conflict

  • Identify issues

  • Discover a solution

  • Closure


What goes wrong

Unclear Objectives

Lack of resources

No authority

Lack of motivation

Inefficient leadership

No problem identification

Multiple solutions

No support

Interpersonal conflict

What Goes Wrong?


Common link

Common Link?

CONFLICT!


What is conflict

What is Conflict?

  • Expressed struggle

  • At least two interdependent parties

  • Perceive incompatible goals

  • Perceive scarce resources

  • Perceive interference in achieving goals


What is conflict the facts

What is Conflict?The Facts!

  • Conflicts are inevitable

  • Conflicts can occur with anyone

  • Conflicts can occur over anything

  • Conflicts can reoccur

  • Conflicts are a part of change

  • Conflicts will never go away


Negative results of conflict

Negative Results of Conflict

  • Spiral of Negativity (Escalatory)

    • Behavior

    • Perception of other

    • Perception of relationship

    • Behavior……….


Negative results of conflict continued

Negative Results of Conflict (continued)

  • Avoidance Spirals

    • Less direct interaction

    • Active avoidance of the other party

    • Reduction of dependence

    • Harboring of resentment or disappointment

    • Complaining to a third person about the other party


Real life negative conflict

Real Life, Negative Conflict

  • “Deteriorated Motivation”

  • “Mired in Conflict”

  • “Squabble before the Director”


Positive results of conflict

Positive Results of Conflict

  • Conflict brings problems to the table

  • Conflict can join people together

  • Conflict can clarify goals

  • Conflict can clear out resentments

  • Conflict can increase understanding


Preventing conflict in teams

Preventing Conflict in Teams

  • Conduct a comprehensive team launch

  • Provide training

  • Use your team’s norms

  • Anticipate storming

  • Identify team problems


Preventing conflict in teams continued

Preventing Conflict in Teams (continued)

  • Use peer feedback

  • Monitor team and meeting effectiveness

  • Implement leader feedback


Conflict a company policy

Conflict, A Company Policy

  • Informal problem solving

  • Peer mediation and coaching

  • Peer coaching and advocacy

  • Peer review board

  • Organizational learning

  • Professional mediation

  • Coordination and training


Conflict the facilitator

Conflict & The Facilitator

  • Manage meetings

  • Help teams agree on clear goals, roles and procedures

  • Ensure that all team members contribute

  • Discourage disruptive behaviors

  • Manage conflict


Conflict the facilitator continued

Conflict & The Facilitator (continued)

  • Guide team’s decision-making processes

  • Communicate clearly with all team members

  • Observe and accurately interpret group dynamics


Conflict management implemented

Conflict Management, Implemented

  • Wisconsin State Government and The Wisconsin State Employees Union

  • Cooperative bargaining

  • Consensus bargaining

  • Positive and constructive

  • Formal training


The rat race

Cottage CakeBlue

Cheese

The RAT Race

  • What did we do as a team that worked and we should continue doing?

  • What did we do as a team that did not work and we should stop doing?

  • What didn’t we do as a team that we should start doing?

  • What did we do as a team that we should do more of?

  • What did we do as a team that we should do less of?


Rat race round 1

DishRiverWalk

CorpsTalksPipe

Nail LawSense

SoapMusicLunch

HorseTrapHouse

Side

Peace

Common

Box

Fly

RAT Race Round 1


Team assessment

Team Assessment

  • What did we do as a team that worked and we should continue doing?

  • What did we do as a team that did not work and we should stop doing?

  • What didn’t we do as a team that we should start doing?

  • What did we do as a team that we should do more of?

  • What did we do as a team that we should do less of?


Rat race round 2

MilkHandBell

WedgeTrapStorm

BarnShipBack

TreePuddingPresent

WagonPottersCart

Cow

Sand

Yard

Christmas

Wheel

RAT Race Round 2


Conclusion

Conclusion

  • Discussed good, bad and problems for quality teams.

  • Discussed conflict as a main problem with all teams.

  • Talked about the negative effects of conflict.

  • Discussed how companies can prevent conflict.


Conclusion continued

Conclusion (continued)

  • Discussed the qualities of good facilitators.

  • Learned how to open discussion and feedback in our real life groups.


Questions

Questions?

  • Questions and Comments


References

References

  • Ahlrichs, Nancy, Sept. 9, 2002 v23 i26, Every should learn how to resolve conflicts, Indianapolis Business Journal.

  • Beil, Martin & Litscher, Jon E., Spring 1998 v27 n1, Consensus bargaining in Wisconsin state government: a new approach to labor negotiation, Public Personnel Management.

  • Bens, Ingrid, Jul/Aug 1999 v22 n4, Keeping you team out of trouble, The Journal for Quality and Participation.

  • Burns, Greg, June 1995 v49 n6, The secrets of team facilitation, Training & Development.

  • Cloke, Kenneth & Goldsmith, Joan, May/Jun 2000 v23 n3, Conflict resolution that reaps great rewards, The Journal for Quality and Participation.

  • Forsyth, Donelson R., 1999. Group Dynamics, Wadsworth Publishing Company, Belmont, CA.

  • Foster, S. Thomas, 2001. Managing Quality: An Integrative Approach, Prentice Hall, New Jersey.

  • Hocker, Joyce L. & Wilmot, William W., 2001. Interpersonal Conflict, Sixth Edition, McGraw-Hill Higher Education, New York.

  • Kerzner, Harold, 2001. Project Management: A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Inc., Toronto.

  • Sugar, Steve & Takacs, George, Sep/Oct 1999 v22 n5, Games that teach teams: Tales of the RAT, The Journal for Quality and Participation, Cincinnati.


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