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328 Part IV: Quality Assurance• Storming. During the storming stage, team members come to gripswith the project assignment. During the storming stage team membersbegin to question the strategy, specific tasks, and expected outcomes.During the storming stage team members express many differencesof opinion, and there is a tendency for some team members towithdraw from the work of the team while other team members beginto try to take charge. If the forming stage of team development was abit frustrating for team members, the storming stage of developmentcan be downright difficult to manage—certainly more difficult thanthe forming stage (Scholtes et al. 2003)• Norming. During the norming stage, team members begin to reachagreement on strategy-specific tasks and expected outcomes.Also during the norming stage of development team membersbegin to work collectively to accomplish common tasks. Once teamdevelopment reaches the stage of norming, much of the frustrationand difficulty experienced during the forming and storming stagesof development subsides, and the day-to-day work atmospherebecomes much more congenial.• Performing. During the performing stage, team members becomeefficient in completing tasks, they refine working relationships, andthey work in unison to accomplish any remaining work. Also duringthe performing stage of development, team members gain a sense ofpride and belonging to the team, which greatly helps prevent orminimize internal conflict.Part IV.E.4Conflict ResolutionRegardless of how effective a team may be, and regardless of what stage of developmenta team may have obtained, conflicts will inevitably arise. A conflict involvesa difference of opinion. Differences of opinion, while they have their merit andvalue, can be disruptive to any team. When working with teams, it is not a questionof if a conflict will arise, it is a question of when a conflict will arise. While it isbeyond the scope of this book to cover all the details of conflict management, wewould be remiss without providing at least some simple guidelines to help handlea conflict:• All team members must be heard (one at a time).• Team members respect others’ opinions and ideas.• Rely on facts and data where possible. If the data aren’t available,reach agreement on a method to obtain them.• Bring in outside expertise if needed.• It may be necessary to test more than one solution and collect dataon each.
Chapter 22: E. Resources 329ConsensusAlthough it is sometimes necessary to put things to a team vote, it is usually advisableto reach agreement by continued discussion. Although this method, referredto as consensus-building, takes more time than voting, it reduces the tendencyfor some team members to feel like losers. Reaching a consensus often means thatpeople have to “give a little” in order for the team to make progress.BrainstormingIn the early stages of problem solving it is useful to get a large number of ideas.Brainstorming is a technique that does this by asking each person to first expressjust one idea. This idea is written so all can see it, and the next person expressesone thought. After all team members have had a turn, each is asked for a secondidea, and so on. One of the rules of a brainstorming session is that no idea is tobe criticized or judged. Often members will “piggyback” on a previous idea andcome up with a new or modified thought. The theory of brainstorming is that ifall ideas are documented, it is likely that the best idea or solution is on the listsomewhere. The next step is to compress the list somehow. It may be possible tocombine two or more ideas into one. Sometimes the ideas can be grouped into categoriessuch as machining problems, supplier problems, painting problems, andso on. The team may elect to prioritize the items on the list, agreeing to study thehighest priority items first. Individuals may be assigned the task of pursuing individualideas further and reporting to the next team meeting.Meeting ManagementThe hours spent in team meetings are a very valuable resource. Well managedmeetings help get the most out of the time spent together. Barriers to effective useof meeting time include:• Lack of a clear agenda• Tendency to digress from the subject• Feeling on the part of team members that the meeting is a waste oftime or has a lower priority than other responsibilities• Strong disagreement among team members• Tendency for some members to dominate the discussion and others towithdraw from participationIt is the responsibility of the team leader to minimize these and other barriers thatmay impede the team. Techniques that have proven useful include:• Publication of an agenda in advance of the meeting. Begin the meetingby reviewing the agenda.• Call the team back to the agenda when they stray too far or fortoo long.Part IV.E.4
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328 Part IV: Quality Assurance
• Storming. During the storming stage, team members come to grips
with the project assignment. During the storming stage team members
begin to question the strategy, specific tasks, and expected outcomes.
During the storming stage team members express many differences
of opinion, and there is a tendency for some team members to
withdraw from the work of the team while other team members begin
to try to take charge. If the forming stage of team development was a
bit frustrating for team members, the storming stage of development
can be downright difficult to manage—certainly more difficult than
the forming stage (Scholtes et al. 2003)
• Norming. During the norming stage, team members begin to reach
agreement on strategy-specific tasks and expected outcomes.
Also during the norming stage of development team members
begin to work collectively to accomplish common tasks. Once team
development reaches the stage of norming, much of the frustration
and difficulty experienced during the forming and storming stages
of development subsides, and the day-to-day work atmosphere
becomes much more congenial.
• Performing. During the performing stage, team members become
efficient in completing tasks, they refine working relationships, and
they work in unison to accomplish any remaining work. Also during
the performing stage of development, team members gain a sense of
pride and belonging to the team, which greatly helps prevent or
minimize internal conflict.
Part IV.E.4
Conflict Resolution
Regardless of how effective a team may be, and regardless of what stage of development
a team may have obtained, conflicts will inevitably arise. A conflict involves
a difference of opinion. Differences of opinion, while they have their merit and
value, can be disruptive to any team. When working with teams, it is not a question
of if a conflict will arise, it is a question of when a conflict will arise. While it is
beyond the scope of this book to cover all the details of conflict management, we
would be remiss without providing at least some simple guidelines to help handle
a conflict:
• All team members must be heard (one at a time).
• Team members respect others’ opinions and ideas.
• Rely on facts and data where possible. If the data aren’t available,
reach agreement on a method to obtain them.
• Bring in outside expertise if needed.
• It may be necessary to test more than one solution and collect data
on each.
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