OVERHEAD REDUCTION TASK FORCE Part II Meeting with

OVERHEAD REDUCTION TASK FORCE Part II

Meeting with Dixon u Both pushed upwards to get: u. A good team design (composition/small size/good skills mix) u Commitment of resources u Top management support in the form of Dixon launching the task force u Both did so successfully in their own way using their own styles

Team Launch u u Both were uncompromising and authoritative about the ends states to be achieved Both were equally insistent that the group determine the means Both established clear boundaries (e. g. . , closing the door, using names, referring to the team as an entity) Both set basic norms of conduct and parameters u u u Although emphasized that the team was responsible to manage itself, there were some definite do’s and don'ts (confidentiality, can’t terminate the newest employees) Both accomplished these objectives in their own way using very different styles So what should Larry/Lara try to accomplish in the first

STAGES OF TEAM DEVELOPMENT u Forming u Let concerns be aired u Provide reassurance u Nudge the group toward the task u Ask for commitment u Storming

STAGES OF TEAM DEVELOPMENT u Forming u Let concerns be aired u Provide reassurance u Nudge the group toward the task u Ask for commitment u Storming u Norming u Performing

STAGES OF TEAM DEVELOPMENT u Forming u Let concerns be aired u Provide reassurance u Nudge the group toward the task u Ask for commitment u Storming u Norming u Performing u Adjourning

ORTF: LESSONS LEARNED u Team leader’s job u Ensure u favorable conditions Upward and lateral influence for effective design u Coaching situation members to take full advantage of the Consider timing u Coach the group through the stages of group development u Maximize process gains and minimize process losses u