INSEAD Reflection - Self-Managed Work Teams
Self -managed work teams (SMWT)
are a relatively new entity employed by companies. Globalization, increased diversity, the speed
of technological improvements, and the rapid rate of change in the work
environment have forced companies to make changes to remain competitive (Esraelian,
2008).
The benefits associated
with SMWTs make them an attractive means of combating, at least, some of the
challenges faced by companies today. In
broad terms, SMWTs increase organizational effectiveness and employee satisfaction.
Specifically, they increase customer
satisfaction, lower operating costs, produce higher quality solutions, retain
employees, rapidly respond to changes in technology, increase innovation and
creativity, and promote organizational growth through learning. On an individual level, SMWTs provide
motivation, personal growth, job satisfaction, sense of community, fulfilling
relationships, leadership development, empowerment, and trust (Esraelian, 2008).
Suffice it to say the
benefits associated with SMWTs are significant.
One might wonder why every organization has not fully implemented
SMWTs. The answer is simple. SMWTs represent a significant departure from ‘business
as usual’ for the organizations that utilize them. Employing SMWTs requires substantial changes
in the way a company is organized, communicates, and operates. Additionally, implementing SMWTs requires management
commitment to carefully selecting members and patience while training team
members and transferring responsibilities (Brown, 2011). It is not an overnight process; it will take
time. After the teams are operational,
they require continued attention from management for training and for performance
rewards and recognition. These teams are
an investment, not a decision.
SMWTs are not easy, cheep,
or fast to implement in an established organization. However, for some organizations they may be
the only viable solution. In these cases,
proactive rather than reactive implementation is the smart choice. Implemented correctly, the benefits gained can
easily exceed the drawbacks they present.
While the concept of the SMWT
contradicts everything that I have experienced working in organizations
throughout my career, I would like to be a part of one. Brown (2011) provided me with an image of what
a SMWT member might experience. I like
the idea of being in control of my work.
I like the idea of work beginning, maturing, and completing with the
same team. I like the idea of being able
to learn every aspect of the job and being able to have an impact on the final
product. I would enjoy the close professional
relationships that develop in SMWTs. And
finally, knowing that I make meaningful and important contributions to the
organization’s objectives and ultimately its success is also very appealing to
me. I am certain that reality would hit
me in the face almost immediately, but I would still like to try it anyway.
The role of the external
manager was the primary subject discussed in the INSEAD video. It is a paradox of sorts. Why would you need to lead a team that leads
itself? SMWTs take on all the leadership
responsibilities within the team. Those
skills have to be developed which is the role of the external manager. Leadership within the team is the typical directive
style. According to Paul Tesluk,
Associate Professor of Management and Organization at the Robert H. Smith
School of Business at the University of Maryland, the external manager’s style
is very different. It is not directive
or even suggestive, it is developmental, informational, and educational
(INSEAD, 2008).
I think I would be a good
external manager of a SMWT. I would have
to make some adjustments and I am sure I would make a few mistakes along the
way, but I do not see any impossible hurdles in the way. Brown (2011) described the role “as an
energizer, teacher, and facilitator by encouraging the team’s self-managing
behaviors, learning, goal setting, creativity, self-evaluation, feedback to one
another, new ways of problem solving, and group problem solving” (p. 352). To be effective in this role I would need to improve
my coaching skills. I would need to
shift my focus from running the show and getting things done to teaching and
guiding the team to do it on their own. Coaching
skills would have me asking questions instead of making statements or giving
directions. Instead of taking the lead,
I would encourage them to take the lead (Obolensky, 2014).
Another competency I would
need to work on is emotional intelligence.
I would need to enhance my emotional intelligence and apply it at the
work team level. According to Jordan and
Lawrence (2009), “emotional awareness and
emotional management abilities have important consequences for performance
within teams, helping to maintain effective and appropriate relationships with
fellow workers (Jordan & Troth 2004), contributing to better information
exchange and decision-making in teams (Pelled, Eisenhardt & Xin 1999) and
facilitating functional conflict resolution, rather than dysfunctional conflict
resolution in teams (Jehn & Mannix 2001; Jordan & Troth 2004)” (p. 454). This will help me to understand the team
dynamic. By understanding how the team
works together, I can better determine when I should intervene and when I
should allow the team to progress on their own.
I like the idea and
concept of SMWTs. I admit my lack of
experience with them could create blind spots, but the potential good they
offer to an organization should not be overlooked. Many say SMWTs are they way work will be done
in the future. The work environment
today is changing fast enough to bring the future to us before we can
effectively plan for it. Perhaps SMWTs
should be the way we work today.
~Pete
References
Brown,
D. R. (2011). An experiential approach to
organization development (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Esraelian, J. (2008,
March 18). Creating self-directed work teams. Accessed 2018, September 22 from http://globalhealthleader.blogspot.com/2008/03/creating-self-directed-work-teams.html
INSEAD
(Producer) (2008, September 22). Self-managing teams: Debunking the leadership
paradox. Retrieved from https://www.youtube.com/watch?v=GBnR00qgGgM
Jordan,
P. J., & Lawrence, S. A. (2009). Emotional intelligence in teams:
Development and initial validation of the short version of the workgroup
emotional intelligence profile (WEIP-S). Journal of Management and
Organization, 15(4), 452-469.
Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/233255983?accountid=27203
Obolensky, N. (2014). Complex adaptive leadership: Embracing
paradox and uncertainty (2nd ed.). Burlington, VT: Gower Publishing Company.
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