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Creating high performance teams / David Ritmanich.

by Ritmanich, David

Teams in the workplace

Project management

Organizational change

Industrial organization

Personnel management

v, 115 leaves ill. ; 29 cm.

Advisor: Thomas Jergen.

Committee members: Dr. Bruce Thompson, Curtiss Peck, Kimbel Nap.

Understanding team basics -- Experiencing high performance teams -- Project necessities -- Value of reward systems -- Implementing a reward system -- Conclusion -- Glossary -- Bibliography -- Appendix 1) Example 2) Essence of a High Performance team 3) JCI Development Project.

A high performance team needs a catalyst with a strong desire to succeed using the right mix of empowered people. Deborah Ancona writes: "High-performing teams somehow manage to do their jobs better than others thought possible by setting difficult and clear performance goals." It brings out the best in people who work together. These team members are out to make a difference, to improve the product or service, and to create a fun environment to work in. A higher energy level exists, something that taps their energy of the spirit.

Through examination of literature and the implementation of high performance teams at two companies, this thesis will argue that Seven Attributes of High Performance Teams provide the key to obtaining better products in a shorter time. It will detail a process to follow to change an existing team into a high performing one. The resistance to change of the organization's culture and the effects of rewards will also be discussed.

Given the wealth of literature on the subject, what is the right mixture of team attributes? The Seven Attributes the student discovered were: Flat management structure--for fewer managers and a quicker response both within the team and the organization; Charismatic manager--who has a real vision; Reduction of 'red tape'--which reduces time to make decisions in the team and organization; No resource constraints--one of the four project constraints (cost, schedule, resources, and scope) is removed; Employee empowerment--pushes the risk and decision-making lower; Crisis situation or competitive fear--which provides a catalyst, other than money; Strong purpose or product direction--which keeps the project on track.

Seven separate steps also exist to convert a traditional team into a high performance team. The first step is to define Corporate and Division strategic and business plans that are linked to a strong vision for the organization. This should be presented in an all-hands-on-deck meeting to motivate and guide the organization. The second step is to create a flat organizational structure. Matrix structures, which slow decision making, do not function for high performance teams. There are too many bosses and too many distractions for team members to follow in a matrix. The third is to ask for volunteers and interview team members. A high performance team should be considered a more desirable full-time job and viewed as a select team. Members should not be excluded based on lack of experience, for example, but may be passed over based on a lack of interest or drive. The fourth step involves setting norms and team bonding. In the team forming stage, members have a variety of questions. They are testing the waters, both with other members and with the project manager. The project manager can lead this effort. The fifth step occurs at the start and throughout the project: aligning and motivating the employees. Most people want to do a good job, but simply do not know where to put their energy. They want to be challenged and creative. The sixth step is obtaining customer requirements. All team members should be included in customer focus groups, because everyone hears something different. Collectively they will have a better view of the real and unspoken needs. Each team member adds to the whole of the product or service. The final step is to execute a plan based on what was learned about high performance teams. Set stretch goals, reward interim achievements, and measure how much can be accomplished in a short period of time. Remember to have fun, share knowledge, and trust each other.

The project manager cannot create a high performance team overnight. It is a fragile relationship that requires mutual trust, a strong purpose, shared responsibility, participative management, good communications, removal of barriers, motivation to change, risk sharing goals, respect for each other, and a desire for success. This report will investigate the necessary aspects to create a high performance team in an existing organization.

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