The Art of Team Building文献翻译.docx
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The Art of Team Building文献翻译.docx
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TheArtofTeamBuilding文献翻译
原文:
TheArtofTeamBuilding
Thesuccessofacompanydependsonthepeoplethatworkthere.Thestaffmustworkandcollaborateasateamwithafocusonthecompany'smissionstatements.Anyconflictwithinthestaffcanleadtopotentialquarrelsanddisunity,hamperingthesuccessofthecompany.Today'smodernsoftwarefirmconsistsofseveralworkandprojectteamsthatmustcooperateandshareresourcesifaqualityjobistobeproducedwithinbudget.
Teambuildingisanorganizationaldevelopmentinterventionstrategythatinvestigatesthepersonalitiesandbehaviorcharacteristicsoftheteammembership.Teambuildingconsistsofaseriesofexercisesthatcollectdataandfeedback.Thisservesasinputintoproposedimprovementsforthecompany'sprocess-bothatanindividualandteamlevel.Itisapowerfultool,butisnotalwayspractical.
Thedocumentinvestigatesthecycleofteambuildingandprovidesaquantityoftoolsthatwouldbeusefulintheteambuildingprocess.Thesetoolscollectdatathatcanprovidethesourceofconflicts.
TeamsinToday'sWorkplace
Ateamisdefinedasacollectionofpeoplewhorelyongroupcollaborationsuchthateachofitsmembersexperiencesanoptimumofsuccesslevelreachingofofbothpersonalandteambasedgoals(Dyer,1977).
Supposeonewastotakealookatatypicalbusinessoperation-arestaurant,golfcourse,homebuilder,oilpatch,orsoftwarefirm.Wewillnotethatthisbusinessoperation(assumingitisnotahomebasedbusiness)consistsofofstaffmemberswhoworktogethertoprovideaservice.Eachmemberofthestaffstrivestowardsmeetingpersonalandcompanygoals.Inteamwork,everybodymakestheirowncontributionsandperformstheirtasks.Thestaffmembersalsointeractandcommunicatewitheachother.
Therefore,theconceptofteamgoesbeyondprofessionalsports.Theyexisteverywhereinsociety.Atwork,theremaybeseveraldifferentworkgroups(requirements,qualityassurance,testing).Eachoneisateam.Projectteamsconsistofpeoplefromdifferentgroupsbroughttogetherforaspecificactivity.Aworkermaybeamemberofmorethanoneteamatwork.Eventhefamilyisconsideredateam(Dyer,1977).Teamdynamicsrunthroughthefamilyinthesamewayasatwork.
However,successinanyteamenvironmentisachallenge.Becauseindividualshavedifferentbehaviorandthinkingstyles,thisleadstoconflict.Poorhandlingofconflictleadstodisunity,quarrels,jealousy,andreducedmorale.Theprocessofteambuildinginvestigatesthepersonalcharacteristicsofteammembers.Theresultistherecommendationofchangesinthecompany'sprocessandteaminteractionsuchthattheteamscanperformtogether.
Ifwelookatthesoftwareindustry'sreputationofbeinglateandoverbudget,teambuildingwouldserveasagoodtoolinsoftwareprocessimprovement.Itisalsoagoodtoolwhennewteamsarebeingformedfornewprojects.Successfulperformingteamsareparamounttoproducingaqualitysoftwareprojectwithinbudget.Intoday'stypicalsoftwarecompany,eachphaseofthesoftwaredevelopmentprocessisperformedbyoneormorepeoplewiththeappropriateexpertise.Eachofthese"teams"meldtogethertoformoneteamresponsibleforthatproject.
TheStagesofthePerformanceTeam.
Anyteam-includingthefamily-mayencounteroneormoreofthefollowingstages.
•Forming:
Theformingstageisa"getacquainted"stage.Itisanexcitingtimeaspeoplegettoknoweachother.
•Storming:
Thisstageisaveryemotionalstage.Thedifferentpersonalitytypes,thinkingstyles,androlesmayconflict.Thisleadstosomeveryheatedargumentsaswellasreducedmoraleanddisunity.Someteamsevenfallapart.
•Norming:
Themembershipappreciateseachother'sdifferences.Theystarttogetsettleddown.
•Performing:
Themembersarededicatedtogettingthejobdone,withoutdisruptioncausedbypoorteamdynamics.Conflictsarehandledconstructively.Theteamcanenteranyofthesestagesatanytime.A"performingteam"caneasilyreturntothestormingstageoverwhatmaynotbeamajorconflict.Aproperteambuildingprogramwillnotguaranteeaperformingteam,butcanhelpateamlearnofeachmember'sstrengthsandweaknessesandaccountforthemincollaboration.
TeamBuildingObjectives.
Indeterminingobjectivesforaspecificteambuildingprocess,itshouldbesensitivetothespecificteambasedprocessimprovementgoalsthattheteamasawholehaveidentified.Themostcommonobjectivesofteambuildingareasfollows(PhillipsandElledge,1989).
•Allowingtheworkunittoengageinacontinuousprocessofselfimprovement.
•Providingaforumfortheteamtoevaluatestrengthsandweaknesses.
•Determiningproblemsinateam'sbehaviorandsuggestingcorrectiveactionstobetaken.
•Developingspecificteamprocessessuchasconflictmanagement.
•Improvinginterpersonalcommunicationskills.
•Determiningrolesandresponsibilitiesofthemembership.
•Evaluationofproblemsolvingstrategies.
TheCycleofTeamBuilding.
Teambuildingcanbepreciselydefinedas"alongrangeprogramforunitingpeopleintosharedeffortsforimprovingtheeffectivenessofaworkinggroup."(Dyer,1977).Itcanrevitalizethecompany'ssocialinteractionsystem,butisonlyusefulifitcanbeprovedthattheworkunitisnolongerfunctioningproductively(Tontini,1979).
Anexternalconsultantbeacquiredforthisprocess,particularlyifamanagerfeelsthatheorshemaybepartoftheproblem.Theconsultantmaybeeitherexternaloranstaffmemberexternaltotheaffectedworkunit.Aconsultantisalsoneutral,eliminatingbiasandanyattitudesbetweenmanagementandstaff.Themanagermaydotheprocesshimself,buthemustknowexactlywhatactionstotakeandhowtodoit.
Dyerdefinesacycleofsixstagesthatconstitutetheteambuildingprocess.Thesewillbedescribedinfurtherdetail.
ProblemIdentification
Teambuildingshouldnotbedonejustforthesakeofit.Theteambuildingprocessshouldbeundertakenifevidencepointstoineffectiveteamworkasthesourceoftheproblem(PhillipsandElledge,1989).Beforethedecisiontoimplementteambuildingismade,themanagementmustidentifysymptomswithintheorganization.Dyeridentifiesthefollowingassymptomsofineffectiveteamwork-whichcouldpointtotheneedfortheteambuildingprocess.
•Thereisalossofproductivityoroutput.
•Thereisanincreaseinstaffgrievances,hostilityorconflict.
•Thestaffexperiencesconfusionastotheirassignments.
•Thedecisionsareeithermisunderstoodorimproperlyexecuted.
•Staffmeetingsareineffective-havinglowparticipationrates.
•Thereisalackofinterestorinvolvementamongthestaffmembership.
•Anewgroupisformedthatmustquicklydevelopintoaworkingteam.
•Highdependencyisplacedonmanagement.
•Thereisanincreaseincustomercomplaints.
•Thereisadecreaseinqualityand/oranincreaseincosts.
DataGathering.
TheTeamBuildingprocessconsistsofgatheringrelevantdataaboutateamandapplyingittoassisttheteaminimprovingitsprocess.Incollectingthedata,itisimportanttounderstandthatthegoalofteambuildingistoidentifytheunderlyingcausesofproblems(PhillipsandElledge,1989).Thereareseveralmethodsthatareusefulfordatacollection.
Theoneononeinterviewisoneofthesimplestmethodstoelicitdatafromateammember.Theconsultantcanreceivealargequantityofdetailedinformationintheoneononeinterview.Theintervieweecanopenhisheartandprovidehisviewofthesituation.Nonverbalbehaviorcanbetakenintoaccount.Theconsultantgetstoknowtheintervieweewellthroughrapport.
Themajordrawbackoftheinterviewisitscost.Theymustbeplannedandtaketimetoperform.Thedataanalysisismoredifficulttoperform.Whenthedataispresentedforfeedback,membersmaynotconfessthattheywereresponsibleforthatcomponentofthedata.
Theinterviewconsistsofopenendedquestionsthatcoverthewhatsandwhysoftheproblem.Theyshouldalsocoverhowonecanbemoreeffectiveatwork.Interviewsshouldbearrangedthroughseniormanagementortheteamcaptain.
Inopendatasharingtheconsultantconductsaforumwiththeentiregroup.Thistypeofforumcaninvolvethesamequestionsasthosehewoulduseonaoneononeinterview.Withtheproblemspresentedinfrontoftheentireteamasopposedtoeachindividualseparately,itforcesthegroupasawholetocommittothechangestheyneedtomake.Thereislessresistancetothedataidentified.Theopenforumisaneconomicalalternativetotheinterview,howeverthereisalackofpersonalattentionandusefulrapportthatonlyinterviewingcanbring.
Thequestionnaireisacommontoolfordatagatheringbeforeformalteambuildingexercisesbegin.Questionnairesusuallyconsistofaseriesofstatementswhichthecandidateranksonanordinalscale.Somemultiplechoicequestionsmayalsobeincluded,butopenendedquestionsareseldomused.
Thequestionnaireisefficientandproducesnumericaldata.Thesamequestionnairecanbefilledbeforeandaftertheteambuildingprocess,allowingastatisticalanalysisofhoweffectivetheteambuildingwas.However,questionnairesdonotallowtheconsultantthechancetoconductfurtherinvestigationoftheparticipantsformoredetailedinformation.Biasduetoshynessorimpropercompletioncanoccur.
Ifitisavailable,theconsultantmayinvestigateharddataonthegroup'sperformance.Thedatamaycovermetricslikeproductivity,absenteeism,andquality.Harddataisthemosteffectiveevidenceoftheneedtoimprove.Itisreal,concreteandistheresponsibilityoftheentireteam.
Diag
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