Monthly Feature
From "Teaming for Improvement",
Chapter 1 -Millennium Models
Summing Up
As we move into the next century
and toward a global economy, the work environment looks,
feels and behaves differently. No one can stop the constant
acceleration of change. Therefore, organizations have only
two choices: adapt or die. It is that simple and that dire.
Flexibility, anticipation and responsiveness are the characteristics
that will identify successful companies. Rigidity, complacency
and stagnation will be the characteristics of those destined
to fail.
It is a certainty that teams will
be an important and powerful tool for improvement into the
next millennium. In many companies, teams have already begun
to replace anticipated organizational structures in the
quest for continuous and radical improvement.
In most companies, teams require
a major cultural shift, not simply in structure, but in
the mindsets of everyone within the organization. They require
unequivocal support from all levels of leadership and unimpeded
company wide communication, understanding, cooperation and
commitment. Teaming is an evolutionary process. It takes
a great deal of patience from everyone involved. But the
time and effort devoted to the transition to a team culture
now may be the salvation of American business in the very
near future. In fact, during the latter part of this decade,
we have begun to experience the impact of teaming and to
acknowledge its importance.
Key Tips
If you are just forming a team or
have been together for some time, clarify which of the four
major approaches your team will be adopting.
Make sure you have reviewed and discussed the Millennium
Models as a team. Key questions and actions you might consider
(depending on how long you have been together) include:
- How will you emphasize quality and service?
- Have you been (or will you be) considering how
to achieve "more with less"?
- How will you develop, as team members, to make
full use of each individual's strengths?
- Have you thought about ideas concerning process
control and structure
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Check back with us next month
for some more summary points and key points
from Bill Stieber, Ph.D., CSP
