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.