Effective Teamwork and Meeting Management

Working Groups

Types of Working Groups

Temporal Dimensions: Stability of relationships.

  • Permanent: Handle routine work, distribution, maintenance, information gathering, problem-solving, decision-making, work allocation, implementation, and supervision.
  • Temporary/Ad Hoc: Focus on development and innovation activities. Limited duration, dissolving upon completion.

Level of Formality:

  • Formal: Planned by the organization, objective-oriented, part of the organizational chart.
  • Informal: Spontaneous, relationship-based, oriented towards personal and social needs.

Purpose:

  • Production: Perform specific tasks (e.g., teams, departments, units).
  • Problem-Solving: Address organizational issues (e.g., project study groups).
  • Conflict Resolution: Focus on negotiation and resolution.
  • Organizational Change & Development: Drive change and development (e.g., advocacy, training, team development groups).

Hierarchical Level: Vertical Differentiation

  • Management Planning (Strategic Apex): Develops the operational context.
  • Executives/Middle Managers: Develop and monitor plans and policies.
  • Non-Managers/Workers/Subordinates (Operational Core): Carry out tasks and report to middle management.

Horizontal Differentiation:

  • Specialized service groups (production or research).
  • Temporary committees for advice and decision-making.

Stages of Team Formation

Stage 0: Introduction: Team members and coordinator clarify expectations and working methods.

Stage 1: Defining Objectives: Coordinator defines team objectives, tasks, procedures, and individual roles.

Stage 2: Setting Standards: Establish standards for individual and team performance (task-related, interaction, attitudes, values). Written documentation preferred.

Stage 3: Conflict Resolution: Open communication may lead to increased conflict. Coordinator/leader facilitates conflict resolution and team spirit.

Stage 4: Group Consolidation: Team develops creativity and efficiency in projects and meeting members’ emotional needs. The group monitors progress, controls operations, and addresses tensions.

Phases of Group Formation

First Stage (Initial): Insecurity due to unfamiliarity with the environment.

Second Stage (Conflict): Comparison of results with individual expectations. Potential dissatisfaction, isolation, or rejection.

Third Stage (Development): Results emerge, discontent diminishes, integration increases, group cohesion strengthens, productivity rises.

Fourth Stage (Work): Group becomes independent and productive.

Techniques for Group Action

Clear, concrete goals are essential for focus. A peer environment, respect, and open communication are crucial. Successful teamwork requires autonomy, but internal company support maximizes efficiency and allows seeking help when needed.

Implementing Dynamic Group Techniques

Dramatization/Role-Playing: Improves employer-employee relations, resolves conflicts, integrates marginalized groups. Allows experiencing different perspectives and feelings.

Philips 66: Generates numerous ideas in large groups within short timeframes. Teams of 6 discuss for 6 minutes, then present findings and conclusions. Useful for idea generation.

Brainstorming: 8-10 people freely share ideas on a topic/problem without criticism. Prioritizes quantity over quality.

Case Study: Group analyzes a real case (written or recorded). Individual analysis followed by group discussion to develop realistic, applicable solutions.

Self-Introduction: Participants in a circle share information about themselves. Promotes mutual understanding and trust. Helps break the ice but can cause anxiety for some.

Meetings

What is a Meeting?

A meeting is a gathering of people for a specific purpose (e.g., decision-making, training, information sharing).

Elements of Meetings

Participants: All individuals involved, including convener and attendees.

Purpose: The reason for the meeting. The convener must have a clear objective to guide the meeting strategy.

Time: Scheduled time and duration of the meeting.

Location: Physical space where the meeting occurs. Consider distance for participants, room size, lighting, and layout.

Types of Meetings

Frequency:

  • Sporadic: Occasional meetings.
  • Continuous: Regular meetings over a planned period to achieve objectives.

Thematic:

Briefings (Downward): Superiors transmit information to subordinates. Objectives include explaining the meeting’s purpose, conveying information effectively, and ensuring understanding.

Briefings (Upward): Information flows from participants to superiors. Useful for understanding group behavior, gathering opinions on work, products, or processes. A moderator is essential for encouraging participation.

Briefings (Horizontal): Information exchange between peers. Facilitates idea sharing and fosters harmony and trust.