Creating a high-functioning team requires goal clarification, a strategic training plan and innovation encouragement for a creative approach to driving to the vision and mission of the organization. Kelchner (2013) points out that maximizing the diversity within a team is important to allow for different skill sets to come together and share ideas for the best solution possible. What are some best practices for incorporating cross-functional expertise into a successful team?
Kelchner, L. (2013) Strengths & weaknesses of cross functional teams. Retrieved from; http://smallbusiness.chron.com/strengths-weaknesses-cross-functional-teams-24653.html
My favorite reference on this is:
Sharp, J. M., Hides, M. T., Bamber, C. J., & Castka, P. (2000). Continuous Organisational Learning through the development of High Performance Teams. In ICSTM.
http://ftp.informatik.rwth-aachen.de/Publications/CEUR-WS/Vol-72/108%20Sharp%20cnfHighPerfTeams.pdf
And THE most important bullet in there is the "conflict is NOT avoided", but embraced and worked through.
Good luck, this is one of the most important problems in my field of Health Services Research.
I have some publications on this subject. Please send me your email (to [email protected]) if you want a copy of them.
This matter could be one of important restriction in share information and team working in research projects.
I have some valued experiences in education program in AOTS institute in Japan in 2002. You can refer to one famous institute as Symlog Consulting Group through Robert J. Koenigs, as follows:
Regards
Dear Eric,
It would be high appreciated if you send me your publications on this subject to my email as follows:
Thanks in anticipated
Kindly regards
Jalil
This paper might be helpful. It's open access, so you should be able to download it directly from my Research Gate page or from the publisher.
Stern MJ, Predmore SA (2012) The importance of team functioning to natural resource planning outcomes. Journal of Environmental Management 106: 30-39.
Thank you all for your input and support.
Yes, James, I agree that as painful as conflict can be it can always be cleansing and rewarding. Embracing it will of course fix many problems easily.
How would you suggest you deal with a change-agent that is unwilling to embrace the conflict his/her agenda is causing?
I wrote a paper on a similar issue: http://proceedings.informingscience.org/InSITE2008/IISITv5p165-175Alony531.pdf
It was in the context of lean, JIT and cellular manufacturing.
I hope it helps.
Thank you, Irit. Your paper is helpful and points out the importance of culture within the organization. Unsurprisingly, self-directed teams in some some cultures have difficulty with change. The competencies of team members in a self-managed team could be refered to as those indiviuals, individual and collective ability to communicate with each other, (which you point out in your parer), which leads to the work team demonstrating that the can solve problems, make decisions and take the appropriate action required to carry out the tasks involved in implementing the decision(s).
Hi Marc: Change agents - although not directly related to dealing with a reluctant change agent - Kotter certainly had a good article and framework on how to lead change. Although "practitioner press", certainly good solid real world info to think about.
http://hbr.org/2007/01/leading-change-why-transformation-efforts-fail/
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