IV. DEFINE .

TEAMS & CUSTOMERS

TEAM PERFORMANCE/TEAM TOOLS

Team Tools
Often parties need to arrive at a decision or problem resolution using team tools.
Severaltechniques are presented below and other related techniques are presented
later in this Section in the communications element that follows.

Nominal Group Technique

The nominal group technique (NGT) was developed at the University of Wisconsin
in 1968 byAndre Delbecq and AndrewVan deVen. (Eitington, 1989)7. Thistechnique
brings people together to solve problems but limits initial interaction among them.
The concept is to prevent peer or social pressures from influencing the generation
of ideas. Hence the term "nominal" is used to describe the limiting of
communications. To conduct a NGT problem solving meeting:

r I facilitator or moderator leads the discussion.

o fi group of five to nine individuals are assembled for idea generation.
o I problem is presented.
. Before any discussion is held, all members create ideas silently and
individually onto a sheet of paper for about 5 to 10 minutes.

. The facilitator then requests an idea from each member in sequence. Each
idea is recorded until ideas are exhausted.

. Like brainstorming, no discussion is allowed at this point.

. After the exhaustion of ideas, the clarification, support, and evaluation of

ideas is permitted. Hitchhiking on the ideas of others is encouraged.

. Voting for the best solution idea is then conducted (rank ordering, priority
ratings, etc.). Several rounds of voting may be needed before a "best" idea
is found. One voting method employs the use of cards and a Pareto
breakdown of favored ideas.

The facilitator should allow about 60 to 90 minutes for a problem solving session.
As with brainstorming sessions, the facilitator should avoid trying to influence the
problem solving process. The chief advantage of this technique is that the group
meets formally, and yet encourages independent thinking. The authors of this
Primer feel that exposure to other problem techniques is useful for the NGT team
members.

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 IV. DEFINE . TEAMS & CUSTOMERS
TEAM PERFORMANCE/TEAM TOOLS

Multivoting
Multivoting is a popularway to select the most popular or potentially most important
items from a previously generated list. Quite often, in a team environment, a list of
ideas is generated by simple brainstorming. ln many cases, brainstorming can be
used to segregate potential causes into their 4 or 5 M components in a cause-and-
effect diagram. The list that is generated can consist of either ideas for improvement
or potential causes for a problem (too much scrap, too much inventory, excessive
downtime, etc.).

Having a list of ideas does not translate into action. Often, there are too many items
for a team to work on at a single time. Obviously, additional data or messing around
experimentation can help identify significant items. However, it is often worthwhile
to narrow the field to a few items worthy of immediate attention.

According to Scholtes (1996)33, multivoting is usefulforthis objective and consists

of the following steps:

1. Generate and number a list of items

2. Combine similar items if the group agrees

3. lf necessary, renumber the list

4. Allow members to choose several items that they feel are most important. A
suggested guide is to permit each member a number of choices equal to at
least one-third of the total items on the list.

5. Members may make their initial choices silently and then the votes are tallied.
This is usually done by a show of hands as each item is announced.

6. To reduce the list, eliminate those items with the fewest votes. Group size will
affect the results. The facilitator may chose to eliminate items receiving 04
votes.

It should be noted that most problem solving teams can only work on two or three
items at a time. The items receiving the largest number of votes are usually worked
on or implemented first. The original list should be saved forfuture reference and/or
action.

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 IV. DEFINE - TEAMS & CUSTOMERS
TEAM PERFORMANCE/TEAM TOOLS

Brainstorming
Brainstorming is an intentionally uninhibited technique for generating creative ideas
when the best solution is not obvious. The brainstorming technique is widely used
to generate ideas when using the fishbone (cause-and-effect) diagram presented in
Primer Section Vl.

Generate a large number of ideas: Don't inhibit anyone. Just let the ideas out. The
important thing is quantity, but record the ideas one at a time.

Free-wheeling is encouraged: Even though an idea may seem half-baked or silly, it

has value. lt may provoke thoughts from others.

Don't criticize: There will be ample time after the session to sift through the ideas
for the good ones. During the session, do not criticize ideas because that might
inhibit others.

Encourage everyone to participate: Everyone thinks and has ideas. So allow

everyone a chance to speak. Speaking in turn helps.

Record allthe ideas: Appoint a recorderto write down everything suggested. Don't
edit the ideas, just jot them down as they are mentioned. Keep a permanent record
that can be read.

Let ideas incubate: You are freeing the subconscious mind to be creative. Let it do
its work by giving it time. Don't discontinue brainstorming sessions too soon.
Gonsider adding to the list at another meeting.

Select an appropriate meeting place: A place that is comfortable, casual and the
right size will greatly enhance a brainstorming session.

Group size: The ideal group size is 4-10 people.

Brainstorming, just like the cause-and-effect diagram, does not necessarily solve
problems or create a corrective action plan. lt can be effectively used with other
techniques, such as multivoting, to arrive at a consensus as to an appropriate
course of action. lt is a participative method to help work teams achieve their goals
and objectives.

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 IV. DEFINE . TEAMS & CUSTOMERS
TEAM PERFORMANCE/TEAM TOOLS

Common Team Problems

Problem Examples How to Fix

Floundering Team direction is unclear . Leader must provide clarity
Members seem overwhelmed . Review the team purpose
Decisions are postponed . Ask "How can we proceed?"

Dominant . Members interrupt others a Promote equal participation

Participants . Members dominate the conversation Structure the discussion

Overbearing A member has excessive influence . Reinforce team concepts

Participants A member has legitimate authority . Ask the expert to lead the group
A member is an "expert" . Have a private discussion with "expert"

Negative Members say "we tried that already" Reinforce the positive
Nellies Members defend their turf Ask for other points of view
Members are negative of suggestions Separate idea generation from criticism

Cpinions as Members present opinions as facts Ask for support data

Facts Members make unfounded assumptions Question opinions and assumptions
Self assurance seen as unquestionable See groupthink discussion

Shy Members Members are reluctant to speak Structure group participation

Members afraid of making mistakes Direct conversation their way

Jump to Members rush to accomplish something Reinforce the need for data analysis
Solutions Members avoid data collection and analysis Ask for alternate solutions
Members want immediate decisions Slow the process down

Attributions Members make casual inferences . Challengeassumptions

Members don't seek real explanations . Challenge judgments
Members make psychological judgments . Ask for data to support conclusions

Put-downs . A member's comments are ignored . Encourage active listening

(Discounts & . Members are not listening . Encourage equal participation
Plops) . The meaning of a suggestion is missed . Talk to parties privately
. Sarcasm is noted . Promote uniform idea consideration

Wanderlust . Conversations stray from the main topic Follow a written agenda
(Tangents & . Sensitive issues are avoided Reinforce team operating guidelines
Digressions) . Group pursues tangents Redirect the discussion

Feuding . WinJose hostilities emerge a Confront the adversaries alone

. The team takes entrenched sides Reinforce team operating guidelines
. Some members become spectators Replace the guilty parties if necessary

Risky-Shift Expansive and expensive remedies are . Ask "lf this were my personal money
suggested (using company money) would lstillspend it?"

Table 4.16 Gommon Team Problems

All of the above problem areas can be minimized with properteam training and team
member awareness. A portion of the above Table was modified from (Lorber,
2001124. Many of the problem areas are identified by Scholtes (1996)33.

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