In an earlier post I listed 5 challenges in creating and sustaining team performance.
This post is looking at redefining the team task.
Redefining the team task
A crisis demands action & provides clear direction for that action. In stability the tasks of the management team are ambiguous.
When a team is created in a crisis situation external demand & clear direction define the action. When an organization has stability & the teams work is that of sustaining operations the tasks of a top management team are ambiguous. To overcome this ambiguity the management team must be proactive in defining a direction for the organization. This challenge is greater & feels murkier than responding energetically to an immediate externally imposed challenge.
What is the top management team to do with this challenge?
- Understand the current condition of the environment. Instead of guessing & creating fictitious threats or enemies, work as a senior team to identify current trends & conditions of the work.
- Identify a target + target condition to move the company to a new standing in the environment. Target Condition = Target is an outcome, and a target condition is a description of a process operating in a way – in a pattern – required to achieve the desired outcome. (Toyota Kata)
- Involve people who will be impacted & a part of the target condition. Share the results of #1 & the teams ideas for #2. Ask, What do you think? What about the environment do you notice? How can we tell that this is the right target + target condition? What clues or indicators will let us know we are making progress / regress?
- Create a small experiment. While in the experiment use a Plan, Do, Study, Act process to see what works to amplify and what does not work to muffle.
Difference between a target condition and a target (Toyota Kata)
An outcome, result, or goal
A description of how the process should operate in order to achieve the target.
These conditions will generate ………………
|Cannot be achieved directly
…. these outcomes and results