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Managing Teams and Committees
One of the changes in management is the way we look at teams and committees. In order to have successful results in projects, planning, and implementation of new procedures, it is important to remember that ALL employees need to be involved in the process.
Including those in your teams and committees in all levels of employment in the areas of planning new procedures (those who actually have to do the work) will ensure success.
We have outlined some ideas that will assist in structuring a team or committee; a successful approach in the organization of a team or committee; and some of the barriers you may come across during this organization.
Also included are some suggested ways to overcome these barriers.
Successful Committee Structure
The Leadership team must drive organizational activites toward a team operating structure that maintains a philosophy of respect and partnership with employees.
The committee should be made up of union leadership and executive leadership from throughout the district. Meetings should be open to all employees and even participation by nonmembers should be encouraged.
The team should meet on a regular basis with both a preset agenda and an open forum that facilitates openness and sharing of ideas.
The proactive approach to work as a team will foster an environment that allows both the union and management to have a trust level and working cooperation that results in more time spent focusing on our customers......and less time dealing with contractual issues and terms and conditions of employment.
It is helpful to have a mission statement. This is an example of such a statement:
Your district labor/management committee is committed to fostering a partnership between labor and management that provides a forum for consistent communication and resolution of labor/management issues to the benefit of all employees. We strive to do this through dealing with the issues in a manner showing respect for the roles and concerns of all parties.
Meeting minutes should be posted and shared with all staff. Labor/management training for all staff should be encouraged and participated in to develop and maintain current practices of alternative dispute resolution, consensus building, and teamwork throughout your district.
Successful Team Approach
Bring in a facilitator. Facilitators are employees who have completed the basic Quality Services Through Partnership (QSTP) training and then advanced to Team Facilitation training. QSTP training is a two-day course designed to teach employees to understand and use the continuous improvement process.
It teaches employees how to apply principles of partnership, customer focus, prevention of errors, and empowerment and teamwork for their situation.
The Team Facilitation training is also a two-day event and teaches employees how to apply QSTP principles and practices in various settings by allowing participation and observance.
Recognition of good facilitators is one element in an organizational quest for improving processes, overall quality, and customer satisfaction.
As organizations become more involved in the quality movement, they discover the benefits of having people at all levels work together in teams. Management, often in teams, will learn about and plan for quality.
They will identify multiple processes or problems needing improvement, and form guidance teams that oversee project teams assigned to find solutions.
Barriers and Resistance
Organizations striving to apply a team approach to problem solving often encounter barriers and resistance to initial efforts at team building. Everyone in the company learns that achievement of ever-improving quality is not easy. Managers learn they need to be patient.
Team members should remember that management has indicated their concern for solving a problem or improving a process. Therefore, team members should consider their participation a priority responsibility, not an intrusion on their real jobs. The problem or process team becomes part of the member's real job.
Some of our process-improvement teams keep going.....and going....and going...and never seem to FINISH!
- Here are some tips on avoiding these barriers:
Begin with a formal charter indicating clear expectations and time frames.
Talk with supervisors of team members and encourage support and necessary time for participation.
Ensure the Team Sponsor is present at the first meeting to answer questions.
Have the team assess their progress regularly, especially if time passes without results.
Pare down the project so that the least amount of time possible is needed for successful completion.
Consider a "blitz" approach--the team meets less often, but for longer periods of time, further enabling completion.
Summary
In agencies and organizations where management by results is strongly ingrained, it can be difficult to switch to a committee or team-based environment for problem-solving and process improvement.
There is no easy way to make a change. Peter Scholtes (considered an expert in team approaches) suggests gradually letting go of the old style, while growing into the new.
Once you make the committment, it can take several months before you see measurable results, and perhaps years to transform the entire organization.
Using this technique is sure to get you off to a good start.
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