Transcript Contributing to Effective Team Working

Contributing to Effective Team
Working
BIR / 202
Building the high performing,
integrated team
Contents
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What is the importance of creating and maintaining effective working
relationships
What are the type of problems that can occur within working relationships
How are WRs affected by your own behaviour, language & dress
What actions can be taken to deal with specific difficulties
What is the importance of challenging fixed ideas
How do you challenge fixed ideas without causing problems
How do you use data & info to help resolve concerns & disagreements
Who should you seek assistance from when you have difficulties with working
relationships?
What is the importance of sharing knowledge, info & performance measures
with other people in your team and other groups
How do you use data & info to communicate your performance effectively to
others
Contents
• Aims and Objectives of unit
• Learning outcomes
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Unit tasks / Assignment work
Introduction to Team working in the Construction Industry
Introducing Team Work
Roles in Teams
How Teams develop
The dynamics of Effective Teams
Team Organisation
Problems in Teams
Aim of the unit
• The aim of this unit is to give the learner the
knowledge and understanding required to apply
the principles and techniques of workplace
organisation, as embodied within the concepts
of 5C / 5S, and which when applied effectively
should equip the delegate with the knowledge to
apply this important technique of Lean and
Continuous Improvement
Objectives of the unit
– To understand the importance or 5C / 5S and how this concept can be applied within the
Construction industry
– To define and describe the principles of effective workplace organisation as embodied
within the concept of 5C / 5S
– To demonstrate the application of 5C / 5S techniques
– To describe why and how the 5C / 5S standard within the workplace should be audited
– To define the importance of 5C / 5S and understand how to sustain the 5C / 5S process
– Understand the Health and Safety benefits to be gained
– To understand how 5C / 5S encourages teamwork
Learning Outcomes
• After completing the unit, you should:
• Understand the importance of effective workplace
organisation and describe each of the 5C / 5S’s
• Understand the process and implications of applying
5C / 5S to the workplace
• Have carried out a 5C / 5S activity, probably as part
of a team, to improve the organisation of a work area
• Be confident that you could repeat the application of
the principles and techniques of 5C/5S to another
area
Unit Structure
Module 1
Introduction
Module 2
5 C’s
Module 3
Auditing 5 C’s
Module 4
Implementing 5 C’s
Module 5
Communicating 5 C’s issue
across the business
REVIEW
Introduction
• The competitive drivers within the
Construction Industry
– Operational Performance (Quality, Delivery, Cost)
– Client Satisfaction (Quality, Delivery and Value-forMoney)
• Best value
– Traditional procurement versus a true
collaborative approach
Construction – The ‘Traditional’ Approach
Why Change?
• The traditional adversarial approach fails to deliver best
value
– Supplier make no input to the design
– Resulting design may be over-designed, too costly and difficult
to build
– Low bids win – focus on low bid price, but the real out-turn cost
is often much higher
– Low bids are unsustainable, so Suppliers have to find ways to
increase costs
• Projects
– Unpredictable (Cost, Time, Quality)
• Clients are dissatisfied
Construction – built on truly integrated teams using
efficient processes at all stages of project delivery?
• Blame culture
• Distrust from day one
One view of the ‘Traditional’ approach
What comes with the ‘Traditional’ approach?
Tender
Arbitration
Intense
competition
Low tenders
Screw supply
chain
Dissatisfaction
Claims
WHO
WINS?
Construction’s
Vicious
Circle
Short-term view –
processes not optimised
Costs up,
Profit down
Variations &
Issues
Frustration
Quality Suffers
Delays Occur
Organisations which come together to deliver a project The ‘Traditional’ Way Fails to Perform
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Fragmented
Insular
Project based
Little continuity
Poor profit margins
Sequential hand over with little integration
Low opportunity to influence decisions
Minimal investment in R & D
Low levels of training
Low moral
Limited learning
Poor predictability of project performance
Construction – The ‘Traditional’ Approach
Why Change?
• So companies, Contractors and Suppliers can
increase their competitiveness by:
– Forming closer relationships with Clients that allow
them to:
• Develop processes and practices that deliver the ‘best’ value
• Minimise costs of production / project delivery on a
continuing basis
• Deliver projects with more certainty (Quality, Delivery and
Cost)
• Needs to be approached from a ‘whole’ value
chain perspective
Drivers For Government change
National Audit Office Report:
• Performance of the UK Construction Industry
• 32% with unacceptable quality
• 50 - 70% exceed programme time
• 56 – 70% over budget
• Lowest Price rarely if ever gives good value
• Clients must specify needs not solutions
• Government clients should form long term
relationships with suppliers
Construction – The impetus to change
Construction – Building the Integrated,
High Performing Team
It is essential for everyone involved in the
Construction Industry to work as an
integrated team, with each player seeking to
add value to the performance of the whole
team and looking out for each other.
Rethinking Construction Toolkit, 2004
Drivers For Government change
Pressure is on the government to
change in line with the objectives
set by Gershon and deliver 2.5%
bottom-line efficiency per annum
through the
principles promoted Egan…
The Egan principles:
• Long term alliances between client, designers, contractors
and key suppliers.
• Collaborative contracts - that accept at the start that
contractors and suppliers should make a reasonable profit.
• Early involvement of suppliers in design, costing, planning
- often with contractors taking the lead.
• A detailed understanding of cost and other aspects of
performance and targets set for improvement from project
to project.
• Collaborative behaviour with everyone incentivised to
deliver for the client
Construction – Building the Integrated,
High Performing Team
Customers and suppliers work together as a team
to achieve specific shared objectives
• To improve design efficiency
• To enhanced added-value
• To improve quality, delivery,
cost and service
• To provide competitive
advantage & benefits for all
parties
• To commit to continuous
improvement
Defined shared objectives
• Trust
• Agreed business criteria
• True collaborative working
• Shared objectives to enhance VALUE
• Involvement of the Contractor in the early stages of a project
• Certainty of outcome (time, quality, cost)
• Performance measurement and benchmarking
• The application of Lean and Continuous Improvement
Advantages of Collaborative Working in
Construction
Advantages to client
Advantages to the Contractor
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On-site faster
Faster construction / improved
productivity
Fixed price
More for the same
Improved VALUE
– Savings through Open Book Cost
Management, Value Management
& Engineering, Collaborative
Project Management &
Continuous Improvement
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No claims, fewer adversarial
situations
Consistent / improving
performance
Assured Health & Safety
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Client focus
Reduced tender cost
Beneficial relationships, fewer
adversarial situations
Known, longer-term workload
Dedicated teams
Improved performance
Additional purchasing power
Reduced marketing
Improved payment procedures
Developing Long Term Relationships built on True
Collaborative Working
Characteristics
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Long term relationship
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Visibility / Continuity of work
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Transparency & understanding of true costs
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Systematic removal of waste to lower costs, improve performance, enhance
quality and protect / enhance profits
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Improved processes for all phases of the value chain (design, tendering, planning,
organisation, operation & control, etc.)
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Early involvement
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Consistency through improved ways of working together
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Quicker response to new Client programmes + improved integrity of tenders
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Enhanced reputation for all
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Improved levels of added value
Construction – Typical Team Organisation
Projects under a Partnering
Framework
Traditionally Tendered Projects
- Client
- Client’s Agent
/ Cost Consultant
- Designer / Architect
- Contractor
Project Inception &
Feasibility Phase
- Integrated Project Team
Project Design
Phase
Project Mobilisation
Phase
- Client
- Contractor
- Designer / Architect
- Specialist Sub-Contractors
- QS / Cost consultant
- Integrator
- Project Delivery Team
- Contractor
- Supply Chain
- Partnership Strategic /
Project Board
Project Delivery Phase
- Contractor
- Designer / Architect
- Sub-Contractors
- QS / Cost consultant
- Integrator
Construction
The Macro and Micro Organisation Team Dilemma
Traditionally Tendered Projects
• Short-term – project ‘Team’
together just for the duration of
the project
• Individual ‘micro’ organisation
and culture
• Multi ‘macro’ organisation and
culture
• Difficult to implement change
and optimise improvement in a
short-term relationship
• Different drivers, values
and perspectives
• Who should lead?
• How to get all parties to
align and achieve together?
Client
Sub
Contractor
‘n’
Sub
Contractor
3
Designer
Project
Organisation
Sub
Contractor
2
Sub
Contractor
1
Cost
Consultant
Contractor
Construction
The Macro and Micro Organisation Team Dilemma
Partnering Framework
• Longer-term – project Team
together over a longer period (e.g.
4 + 2 years) to deliver a
programme of construction projects
/ services
• Relationships grow
• Processes & practices improve
• Shared focus to deliver improved
value
• Effective teamwork is a key factor
for success
Client
Sub
Contractor
‘n’
Sub
Contractor
3
Designer
Collaborative
Working, Shared
Objectives and
Integrated
Processes
Sub
Contractor
2
Cost
Consultant
Contractor
Sub
Contractor
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Generic Project Delivery Team
Representatives:
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Client
Designers
Cost Advisors
Lead Contractor(s), Manufacturers, Specialist
Contractors & Suppliers
• Commissioners
• Users, operators, maintainers, FM’s
• Health, safety, environmental and/or other specialist
advisors
Co-ordinated by the Project Team Integrator
Construction Teams
What are we trying to create?
• A team (which includes clients) that will work together in
selected markets delivering superior value to its clients
• A team with key members who can contribute to all aspects
of design and implementation
• A team that will maintain its competitiveness by offering
ever-increasing value for money
• A team that makes sound and predictable margins
• A team that grows together
• A team that can mobilise resources to suit demand
A Practical Activity
The Stick Exercise
Introducing Team Work
What is a Team?
A group of individuals working together to achieve
a common goal
1+1=3
A group of individuals working together will achieve more
than the sum of individuals working alone
A Team has…
• A common purpose
• Recognition by each member as belonging
to same group - team identity
• Interdependent functions that require joint
effort
A Team needs...
• Effective communication between team members
• Members commitment to one another
• Creativity
• Effective team working methodology
• The ability to improve its own methods and output
• Achievement
The Benefits of Integrated Project
Teams
Improved Decision Making
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Improved understanding
Better analysis
Better decisions
Quicker agreement
Better buy in
More honesty & realism
Shared problem solving
The Benefits of Integrated Project
Teams
Improved Financial Performance
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Minimised risk of overspend
Reduced need for contingency
Better allocation of funds
Lower out turn cost
Reduced operational revenue
Minimised reworking
Minimised duplication & wastage
Improved financial security & profit
Roles within a Team
• Leader
• Team Player
• Quiet Achiever
• Loner
Roles within a Team
LEADER
Positive Characteristics
Negative Characteristics
• Is positive &
enthusiastic
• Expects too much
• A driver, leads by
example
• Can delegate &
support
• Encourages,
praises, motivates
• Overbearing
• Cannot delegate
• Critical of team members
• Doesn’t lead by example
Roles within a Team
TEAM PLAYER
Positive Characteristics
• Positive attitude
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Active participation
Delivers
Supports others
Offers solutions
Willing to
compromise for the
good of the Team
Negative Characteristics
• Negative attitude
• Not proactive, doesn’t
readily contribute
• Misses agreed deadlines
• Works for him / herself
Roles within a Team
QUIET ACHIEVER
Positive Characteristics
• Quiet contribution
• Can be meticulous
• Participates
• Achieves
• Doesn’t seek
recognition
Negative Characteristics
• Contribution may not
always be aligned to the
agreed task
• May not be willing to
compromise
• Can be critical
• May not be seen as a
positive / enthusiastic
member of the team
Roles within a Team
LONER
Positive Characteristics
• Quiet – deep
thinker
• Seeks perfection
• Will deliver a
workable solution,
but only when it is
ready
Negative Characteristics
• Quiet – doesn’t always
effectively offer ideas
• Not a team player
• Only work on their own
ideas
• Doesn’t offer solutions
unless asked to
• Doesn’t support others
How do you select team members?
Consider the following attributes in selecting
the right individuals:
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High level of integrity and sincerity
Self-motivated and self-disciplined
Willing and able to contribute to the overall project
Shows commitment and enthusiasm for working collaboratively
Already applying collaborative principles to existing activities
Willing to adapt to changing circumstances
Enjoys and responds positively to being challenged
Has the desire to do things differently
Enjoys being creative
Has the courage and honesty to state the facts
Will support and challenge others to develop and make choices
Prepared to adapt behaviour for the benefit of the project and team
Team Roles
Individual Exercise
What role(s) do you normally adopt when in a
Team situation?
Are you always an effective Team member?
What would you change to improve how you
operate, perform and contribute to a Team?
How Teams develop
• Forming - initial awareness
• Storming - sorting out process
• Norming - self organisation
• Performing - maturity
“Forming”
Establishing the need for the Team
• Typically characterised by:
• Strong dependence on leader
• Simple ideas
• Avoidance of controversy
• Avoidance of serious topics
• Minimum feedback
“Storming”
A sorting out process, the most
difficult phase
• Typically characterised by:
• Strongly expressed views
• Challenging others’ ideas
• Challenging leadership, authority and position
• Withdrawal by some team members
• Lack of collaboration, competing for control
• High level of reacting or defending
“Norming”
Self organisation by team
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Active listening
Shared leadership
Methodical systematic ways of working
Readiness to change preconceived views
Receptive to others’ ideas
Active participation by all
Conflicts seen as mutual problems
Open exchange of ideas
“Performing”
Maturity and mutual acceptance
• Typically characterised by:
• High creativity
• Openness and trust
• Strong relationships
• High achievement
Collaborative Values &
Behaviours
• FAIRNESS: Team members being fair and
objective; dealing with others as they would
like be treated themselves.
• UNITY: Working together as members of
one team with a common, deliverable goal
• SEAMLESS: Every team member can take
action on behalf of the whole team; Team
members being able to think and act
beyond personal boundaries
Collaborative Values &
Behaviours
• INITIATIVE: Team members
challenging themselves and others to
find creative solutions to problems,
adding value
• OPENNESS: Relationships are based
on openness, honesty and trust, both
inside and outside of the team
• NO BLAME: Team members trust
each other to do what they believe is
best for the team and the enterprise;
Team Organisation
• Size
• Structure
• Skills
• Meetings
Team Organisation
Skills
• Organiser / Facilitator
• Leader
• Process Expert
• Challenger
• Time Keeper / Scribe
• Team members
Team Organisation
Skills
Organiser / Facilitator
Leader
Process Expert
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Challenger
Time Keeper & Scribe
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Creating and Using Skills Matrices
The Dynamics of Effective Team Working
Effective Team Working
To contribute to effective team working by
developing and maintaining good working
relationships with each other.
What are the characteristics of an effective
working relationship?
The basics of an effective working relationship
• Shared knowledge and mutual understanding
• Respect for each other
• Basic values and attitudes fit together
• Support and trust for each other
• Openness
• Co-operative atmosphere
The basics of an effective working relationship
• Have common goals / objectives
• Work to an agreed plan
• Understand the different skills, strengths and
weaknesses that exist within the team – what is the best
way to use this knowledge
• Listen and actively contribute
• Learn from experience
The Dynamics of Effective Team Working
• For the Team Exercise
• In terms of working effectively as a Team, review
and discuss
– What were the strengths
– What were the weaknesses
The Dynamics of Effective Team Working
Inter Personal Skills
• Behaviour type
• Questioning
• Listening
• Non verbal behaviour
Inter Personal Skills
Type of Behaviour
• Assertive
– Being clear in what you want
– Standing up for your rights without affecting
the rights of others
– Stating your aims / goals, needs, opinions,
beliefs and feelings in an open, direct &
honest way
Inter Personal Skills
Type of Behaviour
• Aggresive
– Acting in an over powering manner
– Ignoring the needs and beliefs of others
– Manipulating others
– Getting others to ‘mechanically comply’
• Implications?
– Resentment
– Conflict
– Lost team motivation
– Poor team working
Inter Personal Skills
Type of Behaviour
• Passive
– Aiming to please and avoid conflict
– Avoid stating your needs, opinions and beliefs
– Giving / allowing others rights that you do not take for yourself
• Implications?
– Lack of respect from other team members
– Can be taken advantage of
– Take on too much from others
– Low self respect / esteem
Inter Personal Skills
Questioning
• Closed
• Probing
• Hypothetical
• Leading / loaded
• Reflective
Inter Personal Skills
Listening
• The importance of active listening
– A key skill to help create an environment where ideas,
etc can flourish
– Team members feel valued
– Helps to build relationships
Inter Personal Skills
Listening
• The importance of active listening
– A key skill to help create an environment where ideas,
etc can flourish
– Team members feel valued
– Helps to build relationships
• What might be the signs of active listening?
Inter Personal Skills
Non Verbal Behaviour
• Body Language
• Facial expressions
• Voice
• Physiological signs
Inter Personal Skills
Improving Your Skills
• Actively listen
• Be positive, encourage and give recognition
• Mirror the other person’s body language
• Match pace or speed
• Work at the other person’s level (e.g. language,
terminology, etc)
Team Organisation
• Skills
• Skills matrices should be kept to identify specific
skills in the Team
Team Organisation
• Meetings
• Set structure
• Make up of the meetings reflect specific topics and
skills
Teams in Construction
RED & BLUE Activity
• What were your thought processes, strategies and views relating to
each phase of the Activity
• Who thought they played well, who thought they played badly, what
were your drivers?
• For the ‘meeting sessions’, did everyone attend, how did they work,
did someone take-on a dominant role, what was the type / level of
interaction?
• Where did people collaborate, what worked well, what didn’t?
• For a sustainable and strong relationship, everyone has to do well /
be successful / profit – what would you do to improve?
Problems in Teams
• Review
• Basics of a good working relationship:
• Shared knowledge and mutual understanding
• Respect for each other
• Basic values and attitudes fit together
• Support and trust for each other
• Openness
• Co-operative atmosphere
Problems in Teams
• Can be divided into 4 categories
• Goals
• Roles
• Processes
• Relationships
Problems in Teams
• Problems with goals:
• Do people understand and accept the team’s
primary task?
• Do people understand and accept the team’s
prime objectives?
• Do people understand procedures for recognising
and dealing with conflict?
Problems in Teams
• Problems with roles:
• What do team members expect of each other?
• Have these expectations been shared?
• Do the individuals’ objectives fit with team
objectives?
• Are there areas of overlap or duplication between
roles that could cause conflict?
Problems in Teams
• Problems with processes
• How are decisions taken - are authority levels clear?
• Are communication processes across the team clear?
• Are structures, content and processes in meetings effective?
• How are conflicts and problems resolved?
• How is activity coordinated - are reporting procedures
understood and adhered to?
Problems in Teams
• Problems with relationships
• How do the team members feel about each other?
• Are members’ individual needs recognised and respected?
• Does the team climate allow for open debate and sharing of
concerns?
• Do the team and leader encourage feedback on team and
individual performance?
• Personality clashes
• Historical conflicts
Competition and Conflict
• Competition and conflict within a Team can
be helpful if the ideas generated are used
constructively
• However conflicts can turn to problems if:
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They are repetitive
Individuals are hurt by them
There is a personal or bitter quality to them
Individuals leave the team because of them
Dealing with problems
• Examine causes of trouble
• Clarify roles and responsibilities
• Utilise constructive feedback and
openness
• Bring parties together to discuss issues
• Individual counseling of members
• What are the advantages and
disadvantages of a large team?
• What are the advantages and
disadvantages of a small team?
Large Teams
Advantages
Disadvantages
• Larger potential range of skills
and experience
• More difficult to control,
organise and communicate
• Can set-up focused subgroups Flexibility
• All team members not always
involved
• More scope for support
• Slower team development
• Absence cover
• Some team members may be
less prone to proactively
contribute
• Involving ‘all’ relevant
stakeholders
Small Teams
Advantages
• Intimate
• Friendly
• Easier to communicate
and manage
• All members have a
better chance to
participate / contribute
• Quicker response
Disadvantages
• Individuals overworked
• Does the team have all
the necessary skills?
• Narrow discussion /
decision base
• Susceptible to absence
Useful Reference Sources
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The Building Employers Confederation
Building without conflict
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National Economic Office
Partnering
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Constructing the Team
Latham Report (1994)
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Levine Report
(1995)
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Rethinking Construction
Egan Report (1998)
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Report for the OGC
Gershon (1999)
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National Contractors’ Group
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Modernising Construction
M4I (2001)
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Suppliers Guide to Best Practice
Clive Thomas (2001)
Building (2001)