Teamworking vs conventional organisations ARBE121 – TEAMWORKING  Conventional “manager – worker” organisations Hierarchical structures with the “leaders” and the “led”  Typical viewpoint – Douglas MacGregor Theory X managers believe: People dislike work and avoid it if possible People must be coerced/threatened to work People require close direction and avoid taking responsibility etc, etc… Theory Y managers believe: Work is a natural activity for people People can direct and control themselves People will accept, even seek responsibility etc, …

Teamworking vs conventional organisations ARBE121 – TEAMWORKING  The architect and other construction professionals Work in (usually small) teams on specific projects/tasks Teams tend to be “flat”, non hierarchical structures Teams are often composed of peers  Teams Are temporary organisations and thus a special instance of organisational theory Study of their special needs/characteristics will be at least as important as conventional motivation, leadership theories etc…

Why do we need teams? ARBE121 – TEAMWORKING  Task size To enable workload to be spread  Task complexity To enable the range of skills and knowledge to be provided  To increase effectiveness generally A good team is greater than the sum of its parts Synergy may lead to more creativity, better problem solving etc, etc…

What is a “good” team? ARBE121 – TEAMWORKING  Has the right mix of skills, knowledge etc…  Can work cooperatively - attitudes and personalities  Committed to task/project  Communication is clear  Ability to learn and improve – corporately and individually

Adair’s view of team building ARBE121 – TEAMWORKING  Teams have three sets of needs Sometimes aligned sometimes in conflict TASK GROUPINDIVIDUAL e.g. To design the building To maintain and improve team performance cohesion etc e.g. To gain reputation, experience, self-esteem etc  Teams perform best when needs are well-aligned

Tuckman’s view of how teams develop ARBE121 – TEAMWORKING  Forming Uncertainty in commitment, purpose, aims, methods, leadership  Storming Discussion even argument about what, who, how etc…  Norming Establishing roles, methods, structures, planning, forming team relationships  Performing Cohesion at maximum – flexibility, distributed leadership, concern for individual needs…  Only truly effective teams reach last stage

Belbin’s team roles ARBE121 – TEAMWORKING  Belbin identified eight roles  Shaper Driving force in group, challenges but can be provoking and impatient  Coordinator Tries to ensure collaboration but may lack creativity  Plant Imaginative and creative but sometimes impractical  Monitor/evaluator Analytical and problem-solver but may not inspire or motivate others

Belbin’s team roles ARBE121 – TEAMWORKING  Company worker or Implementer Practical, disciplined and works to plans but may be inflexible and negative about new ideas  Team worker Supportive communicator and builds team attitudes but may be indecisive when the heat is on  Resource/investigator Researcher and maker of external contacts but enthusiasm may be short-lived  Finisher The “detail” person who completes what they start but may overstress minor issues and sometimes cannot let go!

Belbin the reality ARBE121 – TEAMWORKING  Everyone has some/all of the attributes Belbin stressed dominant and secondary roles  Truly effective teams need all roles filled But several roles may be filled by one person  Teams tend be initially formed by skill/expertise needs Roles may not be evenly represented in team e.g. more than one “plant” People are capable, when well managed, of subverting their primary role and taking up another

Construction teams ARBE121 – TEAMWORKING  Have a high reliance on specialists  Are temporary and dynamic i.e changing  Members come from separate firms/organisations  Members come from different professions  Members may be geographically separated  Members join/leave at different times  Members work on other projects at same time

Construction teams ARBE121 – TEAMWORKING  Therefore, effective team development is the key! TASK GROUPINDIVIDUAL PROFESSION ORGANISATION Relative status, education, background, history, conflict etc… Financial success, reputation, future work etc… LOCATION TIMING OTHER PROJECTS

Team development strategies ARBE121 – TEAMWORKING  Novel procurement routes e.g. “partnering” and management forms attempt to break down traditional roles, boundaries etc…  Team building events External “outward bound” courses, “away days” etc…  Form project specific organisations Take participants out of home organisations and set up teams at new location e.g. at site  All have some success – none total!

Further reading ARBE121 – MANAGEMENT THEORY General management texts cover team/group working etc… See e.g. Management, John Naylor For a construction specific view of these issues look at e.g.: The practice of construction management, Barry Fryer Chapter 9, Management for the construction industry, Stephen Lavender Chapter 16, Management and business skills in the built environment, Waterhouse and Crook Chapters 4 and 5. Finally, and not surprisingly, the whole of Construction Project Teams by Cornick and Mather is directed at this topic!