Teamwork Case Study

The Situation
Re-organisation - again! Project administrators and coordinators in this training department, part of a large financial institution, felt apprehensive when a new team manager and new reporting structures were announced. In general, though, they responded with a "just get on with the old job" approach. They already knew each other and their new team manager, and had been working side by side for at least 2 years - but usually assigned to specific project managers and projects.

Organisational Needs
Where to focus? They needed to look at how they were working together, both as individuals and as a team. This would be the important first step towards understanding and responding to the needs of their stakeholders and clients. To keep up with future change, they would also need to start assigning work within their team differently. They also needed to sell their potential contribution, as well as the services they could offer, to new stakeholders and clients.

The Team Building Programme

How to go about it? The Team Building Programme took the format of a one-day facilitated workshop, designed to help the team focus on the context in which they would have to operate, and the requirements of their clients and stakeholders, as well as their own needs. As team members were already familiar with their own MBTI profiles, we used these to underpin a day that had a strong focus on open and honest communication and support, within the context of identifying and understanding business and customer needs.

The Results
What was achieved?

Having the opportunity to talk openly about their concerns and their needs in terms of mutual support, the team drew up a team support contract and action plan, as well as their own personal development plans. In addition, they identified the need to assertively present themselves - as an effective and valueadding team - to their new clients and stakeholders. In order to do this, they put together and delivered a presentation for the project management team and project office, showing their services and the added value they could bring, and inviting their clients to open dialogue with them.
Acts of teamwork are those things which the members of a team do to encourage the interdependence of the team. In teams that are already well-developed and successful, these acts may appear to happen spontaneously and naturally. In teams which are at earlier stages of development, they may need to be consciously applied. Here are 3 important acts of teamwork. 1. Sharing in the Team Sharing is one of the defining acts of teamwork and something that is uniquely human. A six-month old baby that receives things from its mother will, by the time it is nine months old be handing them back to her as well. Teams become stronger not just when they share goals, information and ideas, but when they share personal things such as feelings, fears, values and needs, as well. Open acts of sharing are the mainstay of good teams. They break down the barriers of defensiveness and tell others that the team is more important than any individual on their own. 2. Valuing Team Members One of the everyday acts of teamwork that everyone in the team can perform is to value others. Valuing who others are and what they do is one of the best ways to strengthen the team. It doesn't require any skill, just a willingness to do it. Make it a habit to get to know people better. Use their names. Remember personal things about them. Show interest. Don't judge them. Give them strokes of recognition. Listen to them. Accept them for who they are. Warren Bennis is professor of business administration at the University of Southern California. The campus is in what he describes as a "dry, crack-infested part of LA". But, he says, every morning is a delight because the grounds of the university are kept so green and fresh forming a contrast to the surrounding city. "It makes a big difference to me, but I wonder if anyone has reminded the gardeners of the importance of their work." 3. Asking for Help from Other Team Members Seeking help from others is an act of teamwork that shows that the team is maturing. Instead of pretending that we know it all, we are honest to admit we don't know everything and need help. We

often hesitate to ask for help because we think we should know the answers, or because we fear being rejected. It may also be the culture of the organisation that people are judged on their own abilities and so asking for help is a sign of weakness; only losers need help. That way does not build teams. One way to encourage mutual reliance is to get each team member to work for a period of time with each other team member in turn. This helps people to appreciate the strengths of others in the team and to learn from them. In larger organisations, people from one function can spend time with people from other functions. Sharing, valuing each other, and asking for help are important acts of teamwork in teambuilding. As they become the habitual ways in which members of the team work, the team will become stronger, happier, and more productive.

Employee Relations case study: Encouraging teamwork in your area

Sami Smith has worked for Purdue as a secretary for two years. Her performance evaluations during that time have met expectations. The evaluation meetings over the past two years have mentioned that she struggles at times with teamwork. Each time Sami agrees to work on this area, but she also states that her co-workers are out to get her and that she works best alone. You have received the following complaints about Sami: Last Wednesday, a co-worker approached Sami at her desk to ask a question. Sami stood up, shoved in her chair, and stated that she was in the middle of a project and didnt have time to answer any questions. Yesterday, a manager asked Sami to correct errors on a report she submitted. Sami curtly remarked that if she didnt get interrupted all the time, she would not have to waste time to redo the report. As the director, how should you handle this situation? Follow the steps below to manage the matter professionally and considerately. Meet individually with the co-workers and Sami to obtain their side of the situations in which Sami allegedly acted inappropriately. Meet with Sami to let her know how her tone, approach, and attitude impact co-workers and the effect her actions have on the entire team. Discuss specifics of recent situations and how they could have been handled more appropriately. Let Sami know you are aware she has stated she works best alone, but the team needs each player and her role is important. Stress the importance of the work groups past successes and your hope for strong future performance. Reinforce to Sami that aside from her teamwork score on her evaluations, other areas of her performance have always been very good and she is an important part of the work team.

Establish written expectations for Samis behavior. Sami needs to know exactly what is acceptable and what will not be tolerated as a member of the team. Discuss any hidden issues as to why this behavior is occurring. Let Sami know that you will follow up in 45 days to review her progress. Reiterate your confidence in her capability to make the necessary changes.

VIC's Advanced Leak Metrology and Industrial Leak Detection divisions combine their expertise to create the first fully automated leak testing system for laser diodes... A manufacturer of hermetically sealed tunable laser diode modules purchased the MS-50 Leak Detector from VIC's Advanced Leak Metrology (ALM) division, based on its established reliability, performance specifications, and interactive flat-panel screen to help the operator identify failures in their prototype and pilot production processes. Problem Production goals quickly grew to 1,000 lasers per week, projected to reach one million per year. A fully automated system with no operator intervention would be required to meet this production goal. Solution VIC's Industrial Leak Detection (ILD) division designed and built a turnkey leak test system that provided the most efficient solution: The new OptoLeak 4000 is the first fully automatic leak detection system to offer magazine-to-magazine testing of devices in standard Auer boat carriers. The OptoLeak 4000 employs the MS-40 leak detector for accurate testing, and bar code scanning for complete data acquisition. C's Industrial Leak Detection and Air Leak Testing divisions team up to meet rising regulatory standards... A manufacturer of fuel handling systems had been using standard products from VIC's Air Leak Testing (ALT) division for years. Problem To satisfy stringent new regulations, a more sensitive leak detection technology must be deployed, learned, and integrated into the manufacturing processquickly. Solution VIC's ALT division provided the new leak detector technology from ILD's existing product line of helium leak detectors. Compliance to new regulations was achieved quickly because VIC's ALT division was already familiar with both the customer's needs and the technology available from its colleagues in ILD. Manufacturing downtime was therefore minimized, and VIC's customer could continue to do business with the same reliable vendor with whom they have been working for years.