I will begin by showing you how to set up a team structure, run a team, and understand the behaviors and relationships encountered on teams. Then I will present o you some skill you can use while leading a team or being a voting member of a team. Let’s take you through a sequence of events to build, run and manage an effective team.
Types of Teams
The first thing is to decide what type of team you will need to do the improvement job. Picking the type of team is similar to considering what type of tires for the vehicle you are driving. You look at the problem and decide on the type of team you want to establish. We will take a look at four distinct team types. There are others out there, or should I say, they are called something else.
The Tiger Team is for immediate problems with a quick fix needed. Typically these teams hold a few meetings, scope out the problem, lay on some issues, and some solutions then seek advice from leadership on how to fix the problem.
The Developmental Team is for a new process, product or service. These teams usually are the longest, lasting in marathon form to come up with new products, processes, or services that an organization didn’t have before.
The Process Action Team is centered on total quality management principles and usually works from a leadership approved charter. Also called a cross-functional team, this type can also go the distance if a large multi-process program needs improving. This is the one I will focus on because it has structure.
The Natural Working Group is similar to an interdisciplinary team. This team works on processes within a set boundary or functional area of concentration.
A number of organizations are using the “Virtual Team” concept. It has proved its worthiness, but they are structured just like real teams, and act just like real teams. I will use the “real team” concept so you can get a basic understanding of how teams work and leave it to the leadership to move a team to the virtual realm.
