The company joke was that nobody was on time for meetings. One of several cross-functional teams charged with a major project had a particularly poor track record of results and missed deadlines. Making decisions was time consuming and usually ended in haste with a majority vote as members left meetings to move on to other tasks.
During MTM assessment meetings, the members placed the blame for recent project failures on constantly changing assignments and hiring restrictions that left the team and the department short-handed. While interviewing individual team members, MTM identified perceived conflicts between the department and company priorities, creating confusing allegiance shifts. In addition, technical responsibilities and team assignments required members to juggle workloads.
The team’s effectiveness and continuing employment of team members. Because the team’s decisions affected the planning and implementation of procedures, the investments in time, and money were magnified.
Establish processes and role models to establish new culture norms; create a streamlined process for effective decision-making and problem solving; align the decisions to support the division’s goals and company’s mission.
“Behavioral change is never easy. During our group discussions, the general complaints were the same as those among the top ten at every company-wide assessment I have monitored during the past twenty years: poor communications, lack of recognition, and never enough time to do everything well. What was needed was commitment to change from all levels: to obtain that commitment, members had to truly understand the value of making that effort. Before we introduced new skills, we had a specialized team of MTM associates work with the group to analyze cultural trends and the perceived effect of current team processes on the company’s long-term stability.”
MTM approached the problem from several levels:
- Identify division goals and learn to relate project tasks to company mission
- Implement specific action plans that introduced and reinforced new cultural norms
- Work with the management team, the project team, and team members, providing coaching, interventions and a group seminar to test new communication skills.
Team meetings became more structured and progressed according to a set timeframe, allowing for change and productive meetings. The first project assigned to the team was a success. Their enthusiasm set a new standard within the division and they became a role model for team effectiveness. Other teams began to emulate some of the practices used by this team; changing attitudes became noticeable as other teams showed renewed respect for meeting times and discussions became livelier but with less conflict.
MAXIMIZE TEAM EFFECTIVENESS
How many hours are spent every day on problem solving and decision-making? MTM can help your teams to become unified, and more importantly, develop the cohesiveness necessary to support and survive internal as well as external challenges.
AVOID COMPLACENCY IN
PROBLEM-SOLVING AND DECISION-MAKING
We work directly with your team at meetings and key decision points or project junctures. Your team will view merged teams or groups in a new light by uncovering the value of diversity and inclusion. Rely on the support of MTM’s staff to enable your team to effectively apply basic communication and negotiation theories, learn when to value different opinions, and know how to remain on task.