United States EPA 210-K-94-006
Environmental Protection Revised August 1994
Agency
Administration And Resources Management (3634)
v»EPA Work Teams
f
Teams Series #1
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As a result of the focus on improving customer service,
maximizing available resources and streamlining, there is growing
interest in the use of work teams. We have been gathering
information and testing some of the theories behind the effective
implementation of work teams. In collaboration with a number of
Program Managers, Human Resources Officers and other consult-
ants, we are in the process of developing tools designed to help
you decide if teams may be a viable alternative for your organiza-
tion.
The attached information is a primer. It provides a broad
overview on the concept of teams and covers issues that are
typically considered when deciding on whether teams will be
appropriate in a given work environment
Over the next few weeks, we will provide additional informa-
tion to help guide you through the decision-making process. We
plan to create an information and ideas exchange so that those
interested in getting more information can have ready access. We
also envision the formation of a group of Agency and outside
advisors that can be available to help in developing and imple-
menting a team-oriented organizational strategy.
Please give Hector Suarez a call on (202)260-3308, if you
are interested in getting additional information, if you would like to
get involved, or if you would like to be a part of the information
exchange.
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What is a Work An interdependent collection of individuals
Team? who share responsibility for specific organiza-
tional outcomes.
Why should we
redesign our
organization?
Rapid Change
Global Marketplace
Customer Standards
Life-Time Standards
Collaborative Work Designs
Information Technology
Speed
Opportunities
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What are the key differences with work teams?
ELEMENT
Organization^
Structure
Job Design
Management Rote? - *
Leadership
:- ''. '%'/
, Adaptability
,/ , '-' -v
Information Flow
Rewards
Job Process
, s" v " ,- -
M0ml& ; . " v
TRADITIONAL
Hierarchical/Controlling
Narrow, Specialists, Rigid Job
Boundaries
Directing, Controlling
Top-Down
Limited, slow change
Controlled, Limited, Unidirectional
IndividuiirRecognition, Seniority
Managers Plan, Control, Approve
. Low Involvement
Page 2
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WORK TEAMS
Flat/Semi-Autonomous
Whole Process, Generalist,
Flexible Workers
Team Leader is Advising,
Coaching, Facilitating
Team Leader and Team
Interactive, Quick, Dynamic
Team Leader Works Toward
Open, Shared, Multidirectional
Team and Individual
Team Leader Helps Teams
Plan, Control, Improve
; Higher Degree of Involvement
i -' * '
• • .••<.. -.•.'
;••:•-. -;: ::v-
SELF-MANAGED WORK TEAMS
Flat/Autonomous ,-„.'•..
Multiple Processes, Generalists,
Very Flexible Workers
Team: Shares Advising, Coaching,
:, Facilitating^ '" ;" ' '^,;.>. :_:.;'•
, -'- ''-^^i; , ?'•'' '-"• ' - „"•'<,
Shared among Team
'More" lnteractfim$2u ick, Dy nainjjc
Open, Shared, Multidirectional
Team ReOcignition, May be Skl^- j
Based/ . "•-'"''. • /''•'•'-'/;'
", .
Teams Plan, Control, Improve
Full Involvement : •
PageS
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Let's take a closer look -
A model for the flatter organization is the work team ap-
proach. A work team is defined as an interdependent
collection of employees who share responsibility for specific
outcomes of their organization. In going to work teams:
A supportive
organizational
context should
be developed,
including:
Reward and performance management
Resources
Feedback and performance measures
Intergroup relations
Training and orientation arrangements
Team
processes
should be
established,
and
interventions
undertaken as
needed.
Consider:
Coordination
Communication
Conflict resolution
Decision making
Problem solving
Individual and team training
Team
characteristics
should be
clarified. Look
at:
What work will they do
Roles and responsibilities
Individual characteristics
Team
outcomes
should be
defined.
Articulate:
Individual changes
Team changes
Team performance
Page 4
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Look for these
outcomes for
self-directed
teams:
Increase in Productivity
Increased Flexibility
Improvement in Quality
Increased Commitment
Improved Customer Satisfaction
Seek these
situational
factors before
deciding to
change to work
teams:
1. TASK AUTONOMY
It is necessary, but it cannot be too extreme,
or the group goals may depart from those of
the organization.
2 TASK VARIETY
There is no point in implementing work
teams unless there is a significant amount of
task variety. The tasks must be interdepen-
dent as well, otherwise the group members
will be co-acting rather than interacting. [Co-
acting means they come together on some
tasks, but to a low degree.]
3. TASK PROCESS UNCERTAINTY
Work teams function best when there is a fair
amount of this. If the task process is too well
structured, the necessity for team input and
involvement diminishes.
4. CONGRUENCE OF GOALS, REWARDS,
AND FEEDBACK.
If the organization is moving from the tradi-
tional form to work teams, feedback and
reward systems may still be designed for the
individual, rather than teams. Also, those
feedback and reward mechanisms may be
aligned toward out-of-date goals.
(Cited in Beyerlein and Associates, 1994.)
Pages
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Consider
these
environmental
and
contextual
issues.
1. Labor Mobility
High mobility disrupts vital informal group
processes such as friendship formation.
2. General Economic Conditions
Poor conditions lead to a focus on short term
profitability rather than on long term develop-
ment or organizational effectiveness.
3. Cultural Values of the Employees
The degree to which employees value coop-
eration over individualism is important to the
success of work teams.
4. Top Management Attitude
The transition to work teams must be seen as
a long-term process, and not as a program, or
failure will be likely.
(Adapted from Beyerlein, Johnson, & Richardson, 1994)
Page6
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Think
Assess
Design
We recommend that in preparing to convert
to work teams you:
- think about it,
- assess the situation, then
- design your new organization
On pages 8-12 we discuss each of those
preparation phases. The phase being
discussed on each page is highlighted in the
box at the top of the page.
Page?
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(Think*)
Assess
Design
What
prompts a
change?
"People Problems" (absenteeism, low morale,
high turnover)
Productivity Problems (error rate, sluggishness,
etc.)
Flexibility Problems (can't respond to rapidly
changing environment)
Customer Service Problems (current processes
don't suit customer needs)
Profits
Want to or are expected to decrease layers of
management.
(Adapted from Beyerlein, Johnson; & Richardson, Beyerlein.1994)
Pages
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(Think')
Learn about
alternatives.
Assess
Design
Other than converting from a traditional organization
to work teams, what steps could you take to remedy
your problems? (Do you need a by-pass, or will a
change in diet and exercise do?)
[You may want to make other improvements and
convert to work teams, because when process
improvements accompany a transition to work
teams, success is more likely.]
Learn about how self-direction works; know what
benefits to expect; be aware of the costs, risks, and
pitfalls
Learn when and where work teams are appropriate
Understand the general process of redesigning
work
If you still think Ask them to look at your organization's:
teams are the
answer, Mission
establish a
Steering Vision
Committee.
Goals
Values
If you think
teams are the
answer, start
learning!
Have the
Steering
Committee
develop these:
Implementation Plan
Commitment Plan
Communication Plan
Support Plan
Plan for Managers & Supervisors
Page 9
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Think
(Assess^) Design
Do a
Readiness &
Roadblocks
Assessment,
looking at:
Business analysis
Support structure
Barriers
Culture
Examine the
results of that
assessment
and use them
to plan.
Technical processes
People processes
Assess how Current level of empowerment/team maturity
your work
groups are Current leader style
currently
aligned. Team member characteristics
Amount of collaboration in work processes
Culture/context
Establish at a
lower and
more practical
level a Design
Team. That
team will:
Create an implementation plan
Implement the new design, as approved by
Steering Committee
Envision the culture for the new work system
Maintain communication with the Steering
Committee
Receive coaching from the Steering Commit-
tee as needed
Page 10
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Think
Assess
(Design)
Thorough
Design Team
Work Should
Include an
examination
of:
Information Flow/Decision Making
Technical Work Processes
Motivation/Reward
Human Resources
Management Transition Plan
Ongoing Development and Renewal
Select Design
Team members
carefully.
Employees are usually selected to be on a
design team because of:
Their knowledge of operations
Influence at their respective levels
Ability to work with others
Affinity for the notion of employee involve-
ment
Your Design
Team will
oversee the
redesign
process, and:
Champion organizational change
Represent stakeholders whose support is
essential
Decide where teams will be first piloted, then
implemented
Come up with a plan for implementing redesign
(big picture, time frames)
Page 11
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Think
Assess
(Design)
The Design
Team should
also oversee
the transition
to work teams.
Make sure support which the teams need is
available
Maintain communication links between the
design team and the rest of the organization
Act as a buffer for the new work system, once
implemented
Pass on learnings for next design teams
Act as a council to solve problems or address
issues which can't be solved at the team level
Insure that the redesigned pieces fit into a
coherent whole
+ Embowermeni:
f^^L^r
Page 12
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Low Team Maturity level
Transfer
management
responsibilities
to teams,
starting with
those high on
this list, then
progressing
farther down as
transition
occurs.
Schedule Work
Control Quality
Select Training
Hire Staff
Purchase Equipment
Organize Task Forces
Design Organization
High Team Maturity Level
(Adopted From Beyerlein & Associates, 1994)
Page 13
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As jobs are designed or redesigned in the work team setting,
consider these differences in approach:
Traditional
Approaches
- high specification
- low variety
- low discretion
- routinized
Modern
Approaches
- skill variety
- task identity
- task significance
- autonomy
- feedback
Team
membership,
their degree
of influence, a
high degree
of task
Traditional Approaches
- specified roles
- external supervision
- planned & scheduled interaction
Self-Managing Groups
- task differentiation
- task control
- boundary control
Page 14
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Expect, as the transition to work teams progress, to go through the
four stages below:
Stage 1: Form
Stage 2: Storm
Development of initial relationships
Roles are very unclear
People tend to be cautious
Group behavior reflects anxiety, anticipation,
uncertainty
Most difficult stage
A sense of common direction develops
Members still rely on individual methods
Group behavior reflects arguing, frustration
and conflict
Stage 3: Norm
Members clarify responsibilities
Members more comfortable with their roles
Group behavior reflects cooperation, trust,
and cohesion
Stage 4: Perform Team has reached maturity
Group is able to renew its energy and reach for
bigger challenges
Group behavior reflects high confidence, self-
facilitation, self-critique, loyalty, and resistance
to break up.
Page 15
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Stages of Development
(Adapted from Michael Beyerlein & Associates, 1994.)
Comments There is a continuous feedback loop that cycles
on between the work process, team assignments, team
Storming development, organizational coordination, and team
outcomes. This provides team performance informa-
tion to management and team members which they
can use to make necessary adjustments.
C
ream Leaders
j {
) Cream Members
f Managers j
Strategies involving the implementation and use
of team organization require management and
employees to understand and be able to make
needed adjustments to each of these components.
The active problem solving and decision making of all
concerned is crucial to the management of the team
organization.
Page 16
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Work through
the post-
implemen-
tation
problems
which arise -
Those may
include:
Process losses
Increased time and effort spent on task and
interpersonal issues
Groupthink
Increased conflict
Social loafing and diffusion of responsibilities
Increased risk taking
Escalated commitment to incorrect or irratio-
nal courses of action
Premature consensus
Note: If work teams are not provided with clear and continuously
engaging leadership, necessary training, and an appropriate
reward system, there is a high probability for significant process
losses.
Page 17
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Implementation
Once you decide to pursue the use cf teams as an organizational
option, the next step is to assess the status of the work force and
determine their preparedness for the change.
The issues below would be part of the stages to be incorporated
into a team implementation framework.
Stage 1: Prework
Clarify what work needs to be done to set up teams.
Determine the degree of authority the teams will have.
Assess costs, benefits, and feasibility of using teams
to do the work.
Stage 'Z^reating/Perfofmance Conditions
; Design the group'tasks.
Select team members.
Provide for organizationalsupport (i.e., rewards).
Arrange for material resources.
™, ^
Stage 3: Forming and Building The Team
Help team set its boundaries (membership and tasks).
Legitimize and help with the task redefinition process.
Help develop team norms and members' roles.
Stage 4:, Providing Ongoing Assistance
Allow te^rn to renegotiate aspects of it's performance.
Provide process assistance to, promote positive team
work {Le^OM training).
Provide opportunities for team to learn from its experi-
ences.
Page 18
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Three Crucial
Implementation
Levers
An integrated, comprehensive
change process that is managed -
Process involves an organization vision;
business and customer needs; a plan-
ning and operations strategy; and
aligned systems, policies, practices,
goals, and measures.
Work arrangements that support
teams - Work interdependence, team
members with necessary technicaf arid
interpersonal skills, and team responsi-
bilities clearly defined and understood.
A comprehensive training and devel-
opment strategy for teams - Team
skills seen as a priority, team perfor-
mance management and rewards, and
leadership training for team members.
Conclusion Establishing well-functioning teams v
requires more than shifting people and assign-
ing work responsibilities. It requires an ap-
praisal of the preparedness of employees and
a well-defined strategy for implementation. ,lt
will not happen without management's continu-
ous commitment and involvement and the
allocation of resources to effect the necessary
sequential steps.
Adapted from Hackman, J.R., 1987.
Page 19
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EPA Work Team Consultants
The following is a listing of EPA staff members who are
collaborating on the development and use of work teams in the
Agency. Some or all may be contributors to this and subsequent
materials that will be published for Agency use. All are available to
provide guidance and information. As information is exchanged
and distributed, the work group will increase in size to reflect the
level of interest and expertise. If you would like to participate in the
information network, please contact one of the group.
Hector Suarez, Director
Policy and Research Division
Office of Human Resources
Management
401 M Street, SW, MC3634
Washington, DC 20460-0001
202-260-3308
Eduardo Rodela, Program
Manager
Policy and Research Division
Office of Human Resources
Management
401 M Street, SW, MC3634
Washington, DC 20460-0001
202-260-3320
Art Sandoval
Director, Human Resources Office
Las Vegas
P.O. Box 98516
Las Vegas, NV 89193-8516
702-798-2401
Millie Dilworth
Associate Director, Human
Resources Office, Las Vegas
P.O. Box 98516
Las Vegas, NV 89193-8516
702-798-2401
Page 20
Linda Adams
Human Resources Officer
Region VIII
999-18th Street, Suite 500
One Denver Place
Denver, CO 80202-2405
303-293-1485
Gene Ramsey
Human Resources Officer
Region VII
726 Minnesota Avenue
Kansas City, KS 64106
913-551-7347
Sandy Bowman
Human Resources Officer
Cincinnati
26 West Martin Luther King
Drive
Cincinnati, OH 45268
513-569-7801
Jessica Barren
Training Officer, Cincinnati
26 West Martin Luther King
Drive
Cincinnati, OH 45268
513-569-7810
U.S. EPA
OPPTS Chemical Library
EPA West Room 3379 MC7407T
1200 Pennsylvania Ave. NW
Washington DC 20460-0001
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References
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Continuous Improvement: Teams & Tools. Robert F. Lynch
and Thomas J. Werner. Qual-Team, Inc., Atlanta, 1992.
Empowered Work Teams: Putting It All Together. Xerox
Corporation, Rochester, NY, 1992.
High Involvement Management. Edward E. Lawler III
Jossey-Bass, San Francisco, 1986.
Implementation of Self-Managed Work Teams In Tradi-
tional Organizations. Michael Beyerlein, Doug Johnson, Sandra
Richardson, & Sue Beyerlein. Conference presentation. Dallas,
Texas: Center For The Study Of Work Teams, Spring, 1994.
Implementing Self-Directed Work Teams. Loren Ankarlo,
Career Track, Inc., 1992.
Leading Teams in Organizations. Chapter by J. Richard
Hackman and Richard E. Walton in Paul S. Goodman (Ed.). Design-
ing Effective Work Teams. Jossey-Bass, San Francisco, 1986.
Managing Beyond The Quick Fix. Ralph H. Kilmann. Jos-
sey-Bass, San Francisco, CA, 1989.
Self Directed Work Teams. Jack Osborn and Associates,
Research One. Irwin, Homewood, IL, 1990.
Stages of Development. B.W. Tuckman. Beyerlein and
Associates, 1994.
The Team Handbook. Peter R. Scholtes and Associates.
Joiner Associates, Madison, Wl, 1988.
Work Redesign. J. Richard Hackman & Greg Oldham.
Addison Wesley, Reading, MA, 1980.
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