| Barriers to project team development | | | | Unfortunately, after just four weeks on his first |
| | | | | assignment, Elwood reveals to Lola: ‘‘That's |
| The understanding of barriers to project team | | | | it! I've had it as a temp and as a second-class citizen! |
| building can help in developing an environment | | | | I'm getting out of the temporary business and going |
| conducive to effective teamwork. The following | | | | back to a full-time accounting position.'' |
| barriers to team building were identified and analyzed | | | | ‘‘Elwood, what's going on that would get |
| in a field study by Thamhain and Wilemon. They are | | | | you this upset and make you want to give up on our |
| typical for many project environments. | | | | plans in such a short time?'' Lola inquires. |
| Differing outlooks, priorities, and interests. A major | | | | ‘‘Here, Lola, read for yourself,'' replies |
| barrier exists when team members have professional | | | | Elwood, pulling a notebook out of his briefcase. |
| objectives and interests that are different from the | | | | ‘‘I've created a daily work journal and have |
| project objectives. These problems are compounded | | | | circled in red various entries that will explain my |
| when the team relies on support organizations that | | | | feelings.'' |
| have different interests and priorities. | | | | Sept. 18: It's been a week since I've started working |
| Role conflicts. Team development efforts are | | | | here; and Linda, the assistant controller, still hasn't |
| thwarted when role conflicts exist among the team | | | | formally introduced me to any of the managers or |
| members, such as ambiguity over who does what | | | | staff in the department. They don't even know my |
| within the project team and in external support | | | | name and call me Elbert . . . Elvis . . . Eggbert . . . |
| groups. | | | | What's your name or Hey you! |
| Project objectives/outcomes not clear. Unclear | | | | Sept. 20: I keep getting dumped on by everyone. |
| project objectives frequently lead to conflict, | | | | The piles on my desk are getting too high. I try to |
| ambiguities, and power struggles. It becomes difficult, | | | | tell them I'm supposed to be working on the |
| if not impossible, to define roles and responsibilities | | | | ‘‘management and consolidation reporting |
| clearly. | | | | project,'' but they don't listen and don't seem to care. |
| Dynamic project environments. Many projects | | | | Sept. 24: It's been two weeks, and I'm still wearing |
| operate in a continual state of change. For example, | | | | my visitor's badge. When will I get the proper |
| senior management may keep changing the project | | | | security clearance? I can't go anywhere alone without |
| scope, objectives, and resource base. In other | | | | proper clearance—not to the cafeteria . . . not |
| situations, regulatory changes or client demands can | | | | even to the rest room. Linda says getting clearance |
| drastically affect the internal operations of a project | | | | takes a while. But how long? And every time I ask to |
| team. | | | | be escorted somewhere, people get irritated with |
| Competition over team leadership. Project leaders | | | | me, telling me that I'm inconveniencing them. |
| frequently indicated that this barrier most likely | | | | Sept. 27: The staff just celebrated an employee's |
| occurs in the early phases of a project or if the | | | | birthday in the large conference room, and I wasn't |
| project runs into severe problems. Obviously, such | | | | invited. The only one in the department . . . what a |
| cases of leadership challenge can result in barriers to | | | | downer! |
| team building. Frequently, these challenges are covert | | | | Sept. 28: I've received very little feedback on my |
| challenges to the project leader's ability. | | | | work from Linda since starting. I leave her e-mails, |
| Lack of team definition and structure. Many senior | | | | voice messages, and memos. She's just never around |
| managers complain that teamwork is severely | | | | and doesn't respond to my calls. |
| impaired because it lacks clearly defined task | | | | Oct. 2: I haven't attended any of the staff meetings. |
| responsibilities and reporting structures. We find this | | | | I've been informed that they're only for full-time |
| situation is most prevalent in dynamic, organizationally | | | | employees. But I know I'm missing a lot of important |
| unstructured work environments such as computer | | | | information that might help me out on my project. |
| systems and R&D projects. A common pattern | | | | Oct. 5: I eat lunch alone each day in the company |
| is that a support department is charged with a task | | | | cafeteria. The accounting staff has never asked me |
| but no one leader is clearly delegated the | | | | to join them. |
| responsibility. As a consequence, some personnel are | | | | Oct. 8: I met three other temporary workers at lunch |
| working on the project but are not entirely clear on | | | | today. I couldn't believe it . . . they had similar war |
| the extent of their responsibilities. In other cases, | | | | stories. And they work in other departments and for |
| problems result when a project is supported by | | | | other agencies. |
| several departments without interdisciplinary | | | | Oct. 12: Today, I noticed a problem with the |
| coordination. | | | | company's order fulfillment process that the system |
| Team personnel selection. This barrier develops when | | | | improvement team is working on. When I informed |
| personnel feel unfairly treated or threatened during | | | | one of the accountants on that team of my |
| the staffing of a project. In some cases, project | | | | discovery, he told me that I was just a temp and |
| personnel are assigned to a team by functional | | | | they knew what they were doing. |
| managers, and the project manager has little or no | | | | Lola stopped reading and looked up. |
| input into the selection process. This can impede | | | | ‘‘Elwood, I am so sorry,'' she said, |
| team development efforts, especially when the | | | | ‘‘I didn't know. Why didn't you tell me about |
| project leader is given available personnel versus the | | | | these things?'' |
| best, hand-picked team members. The assignment of | | | | ‘‘You have your responsibilities, and I figured |
| "available personnel" can result in several problems | | | | things would improve,'' Elwood responded. |
| (e.g., low motivation levels, discontent, and | | | | ‘‘Why didn't you contact the temp firm |
| uncommitted team members). We've found, as a | | | | you're working for?'' Lola asked. |
| rule, that the more power the project leader has | | | | Elwood explained that he had, but that the |
| over the selection of his team members, and the | | | | assignment manager was abrupt and told him to |
| more negotiated agreement there is over the | | | | ‘‘do whatever the client wants.'' And when |
| assigned task, the more likely it is that team-building | | | | he called a second time to ask for help, the same |
| efforts will be fruitful. | | | | person threatened him by saying, ‘‘Look, if |
| Credibility of project leader. Team-building efforts are | | | | you can't do what our client wants, we might have |
| hampered when the project leader suffers from poor | | | | to reconsider you for future assignments!'' |
| credibility within the team or from other managers. In | | | | ‘‘Elwood, enough is enough!'' said Lola, angrily. |
| such cases, team members are often reluctant to | | | | ‘‘You don't need that assignment any longer. |
| make a commitment to the project or the leader. | | | | And you certainly don't need to be treated like some |
| Credibility problems may come from poor managerial | | | | second-class citizen by that miserable agency. Let's |
| skills, poor technical judgments, or lack of experience | | | | work together to find you the right firm with the |
| relevant to the project. | | | | right attitude. Maybe my firm would be a good place |
| Lack of team member commitment. Lack of | | | | to start looking.'' |
| commitment can have several sources. For example, | | | | Case Analysis |
| the team members having professional interests | | | | A huge and growing force in American business is the |
| elsewhere, the feeling of insecurity that is associated | | | | supplementary workforce. It is composed of millions |
| with projects, the unclear nature of the rewards that | | | | of highly skilled and flexible individuals classified as |
| may be forthcoming upon successful completion, and | | | | independent contractors, part-time and temporary |
| intense interpersonal conflicts within the team can all | | | | employees, temporary agency workers, consultants, |
| lead to lack of commitment. | | | | and freelancers. These supplementary professionals |
| Lack of team member commitment may result from | | | | provide a strategic and competitive advantage to |
| suspicious attitudes existing between the project | | | | corporations who must respond rapidly to the shifting |
| leader and a functional support manager, or between | | | | demands of a fast-paced global marketplace. Today's |
| two team members from two warring functional | | | | successful staffing formula combines a solid, loyal, |
| departments. Finally, low commitment levels are likely | | | | professional core of full-time employees with a highly |
| to occur when a "star" on a team "demands" too | | | | flexible and skilled supplementary workforce. |
| much effort from other team members or too much | | | | In Elwood's case, it is clear that his current |
| attention from the team leader. One team leader put | | | | assignment is with a company whose managers do |
| it this way: "A lot of teams have their prima donnas | | | | not understand the strategic value of flexible staffing. |
| and you learn to live and function with them. They | | | | In addition, the managers appear to be totally inept |
| can be critical to overall success. But some stars can | | | | at managing supplementary workers and creating a |
| be so demanding on everyone that they'll kill the | | | | harmonious and productive environment in which both |
| team's motivation." | | | | full-time professionals and supplementary workers can |
| Communication problems. Not surprisingly, poor | | | | work effectively together. |
| communication is a major enemy to effective team | | | | In this poorly managed situation, everyone loses. The |
| development. Poor communication exists on four | | | | accounting department loses a skilled and caring |
| major levels: problems of communication among team | | | | worker. The assistant controller loses by not having a |
| members, between the project leader and the team | | | | critical project completed on time. And, of course, |
| members, between the project team and top | | | | Elwood loses. |
| management, and between the project leaders and | | | | Solution |
| the client. Often the problem is caused by team | | | | To effectively manage supplementary workers, |
| members simply not keeping others informed on key | | | | consider the following action tools: |
| project developments. Yet the "whys" of poor | | | | - Provide supplementary workers with an orientation |
| communication patterns are far more difficult to | | | | to the business. Make them feel a part of the |
| determine. The problem can result from low | | | | company by giving them a brief tour of the facilities |
| motivation levels, poor morale, or carelessness. It | | | | and introducing them to various managers and |
| was also discovered that poor communication | | | | employees. Also, explain your company's mission, |
| patterns between the team and support groups | | | | history, markets, products, services, and practices. |
| result in severe team-building problems, as does poor | | | | - Make your temporary workers feel a part of your |
| communication with the client. Poor communication | | | | department by introducing them to your full-time |
| practices often lead to unclear objectives and poor | | | | staff and by briefing your staff on the nature of |
| project control, coordination, and work flow. | | | | their temporary assignments. Then, give your new |
| Lack of senior management support. Project leaders | | | | workers a brief department tour, reviewing |
| often indicate that senior management support and | | | | departmental projects, key contacts in other areas, |
| commitment is unclear and subject to waxing and | | | | and key numbers, including phone, fax, and e-mail. |
| waning over the project life cycle. This behavior can | | | | Also review the equipment and other resources |
| result in an uneasy feeling among team members and | | | | available to them. |
| lead to low levels of enthusiasm and project | | | | - Assign your supplementary workers to full-time |
| commitment. Two other common problems are that | | | | employees who will be accountable for delegating |
| senior management often does not help set the right | | | | work to them, seeing that their assignments are |
| environment for the project team at the outset, nor | | | | completed properly, and introducing them to the |
| do they give the team timely feedback on their | | | | work group. Remember to recognize those staff |
| performance and activities during the life of the | | | | members who help with this important contribution. |
| project. | | | | - Give sincere and immediate praise when you |
| Project managers who are successfully performing | | | | observe supplementary workers extending |
| their role not only recognize these barriers but also | | | | themselves. When superior levels of achievement are |
| know when in the project life cycle they are most | | | | exhibited, put your praise in writing, giving |
| likely to occur. Moreover, these managers take | | | | commendations to the workers involved as well as |
| preventive actions and usually foster a work | | | | to the managers of their firms, if they are employed |
| environment that is conducive to effective | | | | by temporary staffing or consulting firms. |
| teamwork. The effective team builder is usually a | | | | - Include temporary workers in department and team |
| social architect who understands the interaction of | | | | meetings. They are part of your group and need |
| organizational and behavior variables and can foster a | | | | project updates, scheduling information, and other |
| climate of active participation and minimal conflict. This | | | | business information relevant to the group's work. |
| requires carefully developed skills in leadership, | | | | - Protect temporary workers from being |
| administration, organization, and technical expertise on | | | | ‘‘dumped on'' by anyone in the department. |
| the project. However, besides the delicately balanced | | | | Unless you clarify to your full-time staff the |
| management skills, the project manager's sensitivity | | | | assignments of your temporary workers, these new |
| to the basic issues underlying each barrier can help to | | | | people may feel obliged to accept dumped work and |
| increase success in developing an effective project | | | | will quickly become overwhelmed. |
| team. Specific suggestions for team building | | | | - If you plan to staff short-term, peak season or |
| POME Case- Study | | | | special project needs through temporary staffing |
| Utilizing Temporary and Part-Time Workers — | | | | firms, check with managers in your company and in |
| Case Problem: ‘‘The Second-Class Citizen'' | | | | other companies in your community to gather names |
| Overview | | | | of reputable firms and business references. |
| Five years ago, Lola, a successful marketing manager, | | | | - When calling a firm, initially screen for courtesy and |
| resigned her position to raise her new baby daughter. | | | | professionalism. Find out the firm's length of time in |
| After four-and-a-half years of caring for her child full | | | | business and ask for references and customer |
| time, Lola decided to return to work doing temporary | | | | surveys. Also, ask about the firm's recruiting, testing, |
| marketing assignments for a national temp firm. For | | | | training, compensation and benefits arrangements for |
| the past six months, she has worked at three | | | | their temporary employees. Firms often offer |
| different companies and found the work exciting and | | | | attractive and comprehensive training and benefits |
| challenging. | | | | programs to help attract and retain the best |
| Two months ago, Lola's husband, Elwood, an | | | | temporary workers. |
| experienced accountant with a major corporation, | | | | - Meet with the manager of the firm and carefully |
| lost his job in a corporate downsizing. As a result of | | | | review your specific staffing requirements. Make |
| his job loss, Lola and Elwood decided it would be best | | | | certain their people possess the skills you seek and |
| if Elwood could also take on temp assignments for | | | | would be available on the dates you request. In |
| the next few years. This way, both could spend time | | | | addition, invite the firm's manager to your facility to |
| with their daughter and share family responsibilities. | | | | acquaint this individual with your organization's needs, |
| And so, Elwood signed on with a local temporary | | | | processes, standards, and culture. |
| agency, specializing in accounting and bookkeeping. | | | | |