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Team Decisions

Team Decisions. A team is a group of individuals who share mutual respect and are actively pursuing a common goal. Effective Teams Need Individuals. A mixture of individual temperaments A mixture of technical skills Individual preparation is essential Individual follow-up is essential

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Team Decisions

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  1. Team Decisions

  2. A team is a group of individuals who share mutual respect and are actively pursuing a common goal.

  3. Effective Teams Need Individuals • A mixture of individual temperaments • A mixture of technical skills • Individual preparation is essential • Individual follow-up is essential • Individual buy-in is essential

  4. Then How Can We Get a Group of Individuals to Agree on a TEAM Decision?

  5. Effective Decisions • Goal oriented • Specific problem • Ability to track and evaluate • Open communication between team members • Decision process must be known apriori and accepted by team members

  6. Overall Process • Ingersoll-Rand IDEAS-IR • Identify the real problem • Define the problem • Evaluate the impact • Analyze causes • Select solutions • Implement solution • Results and tracking

  7. Identify the Real Problem • Type I - Team has complete control • Ability to define the problem • Ability to collect pertinent information • Expertise to solve • Authority to implement solution • Type II - Team has limited control • May lack authority to implement • Can influence ultimate decision maker • Type III – Team has no control

  8. Define the Problem • Write a clear Problem Statement • must identify an expected level of performance • should help identify the five W’s and H for solutions • Who? What? When? Where? Why? How? • Avoid “lack of” statements that invite instant narrow solutions • By clearly defining your problem, you are halfway to solving it

  9. Generate Solutions • Practical experience • Sage advice • Customers • Shop personnel • Manufacturing staff • Old-timers • Reverse engineering • Brainstorming

  10. Serial Brainstorming • Clearly identify the problem at hand • Take turns in sequence – one idea per turn • Record the information as given – do not paraphrase • Suspend judgment • do not criticize ideas or people • wild ideas can stimulate breakthroughs • Do not discuss ideas – simply generate them • Everyone participates but OK to pass • Benefits - helps refine ideas and build consensus • Drawbacks - can lead to narrow solutions

  11. Parallel Brainstorming • Clearly identify the problem at hand • Silently generate and write down a list of ideas • Share the lists and continue to generate ideas as they occur • Suspend judgment • do not criticize ideas or people • wild ideas can stimulate breakthroughs • Strive for a multitude of ideas • Benefits – promotes piggy-backing on prior ideas • Drawbacks – difficult to grasp many new ideas at once

  12. Affinity Grouping • Clearly identify the problem at hand • Silently write ideas, one per Post-It or notecard, using seven words or fewer • Share the cards with the group and SILENTLY move the cards to form closely related idea groups • If disagreement exists when grouping, make copies of the contested card(s) • Label each group with a header card reflecting theme • Decide if singletons should be kept or discarded • Benefits – helps build consensus for similar concepts • Drawbacks – minimal piggy-backing

  13. Traditional Majority Solutions • Collect ideas or brainstorm • Vote on preferred choices • Tally the votes • Check for consensus

  14. Selecting Solutions

  15. Multivoting • Builds consensus • Vote for multiple ideas • Secret or open • Number of votes per person • Single or weighted votes • Sequential versus consensus elimination

  16. Single Multivoting, Sequential Elimination • Each person gets an unlimited number of single votes for as many ideas as they like • Retain any ideas that received any votes • Critically discuss remaining alternatives • Each person votes again, but may only vote for half of the remaining ideas • Repeat until only 3 ideas remain • As a final step, each member is allowed only one vote

  17. Weighted Multivoting, Consensus Elimination • Count the number of ideas and divide by three • Each person gets that many votes • Each person distributes their votes to select preferences • No more than 3 votes per person per solution • List alternatives in new priority order • Critically discuss top alternatives and stubborn remainders • Eliminate ideas only by consensus or those solutions outside the control of the team • Repeat

  18. Pitfalls to Avoid • Poor identification of the real problem that should have been solved • Process • Considering only 1 or 2 alternatives, often proposed by the most assertive team members, resulting in lack of confidence and commitment by the others • Lack of apriori agreement on the voting process • Lack of evaluation methodology within the solution itself • Lack of consensus and personal buy-in

  19. Anticipating Problems • Stong FACILITATOR • Make team members aware of behaviors that detract from team effectiveness • condescension, stubbornness, indifference • Develop strategies for equitable voting

  20. Effective Decisions – Summary • Advance preparation • Individuals are important to a good team • Conflict can be constructive • Strong FACILITATOR • Respect

  21. Team • Individuals • Respect • Pursue • Common goal

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