Carders development and teamwork 2021
Carders are the basic building block of any organization using TQM. The only way that true responsibility for quality can be assigned to an individual or group is that of those who do the work or conduct the process.
The complexity of most of the processes occurring in an organization takes them out of the control of any one person, and the only effective way to improve or restructure the process is to use teamwork.
Why teams?
Teamwork has many benefits:
- a huge variety of complex issues can be addressed by pooling knowledge and resources;
- problem solving requires a wide variety of knowledge, skills and experience;
- this approach increases morale and a sense of ownership through participation in decision-making;
- improving the ability to create linkages between departments and functions;
- recommendations are more likely to be implemented when they come from individuals.
Employees will not be able to participate in continuous improvement activities without some commitment from senior leaders, a culture of improvement, and an effective mechanism for leveraging the individual contributions of carders.
Teamwork must be driven by strategy, structure and carried out thoughtfully and effectively.
When properly managed and developed, teamwork quickly and economically improves processes and outcomes through the free exchange of ideas, information, knowledge and data. It is an essential component of an overall organization for quality, building trust, improving communication, and fosters a culture of interdependence rather than independence.
Team Roles
After years of researching teams, Dr Meredith Belbin has identified eight roles that, when they are all present on a team, give it a better chance of success. These roles are:
- Coordinator
- Shaper
- Specialist
- Evaluator
- Executor
- Thinker
- Communicator
- Collectivist
It is not necessary that the team consists of eight carders, each of whom performs one of the roles, but carders who are able to perform these functions must be present in the team. In small groups, carders can, and presumably perform more than one role. In addition, analyzing existing teams, their creation or behavior, using these concepts of team roles, can lead to improvements, for example:
- low efficiency requires a good coordinator or collectivist;
- conflict requires a shaper and a strong coordinator;
- error-prone team teams need an evaluator.
Different roles play an important role in different circumstances, for example, new groups need a strong shaper to get started, competitive situations require a thinker with good ideas, and in high-risk areas, good judgment is needed. Teams should therefore be analyzed in terms of what roles their members can play, as well as what skills the team needs most.
Despite clearly defined roles within a team, interactions between different individuals can be a frequent source of friction. However, this can be largely avoided by understanding the differences between carders. The Myers-Briggs Inventory (MBTI) is a powerful tool for team and personal development, providing a well-structured framework for understanding these differences. It is based on identifying a person's behavioral preferences on four scales:
| Extraversion (E) - Introversion (I) | how we prefer to give / receive energy; or how we focus attention. |
| Sensory (S) - Intuition (N) | how we prefer to collect information. |
| Thinking (T) - Feeling (F) | how we prefer to make decisions. |
| Judgments (J) - Perceptions (P) | how we prefer to perceive the outside world. |
4 MBTI scales represent two opposite preferences (dominants) - most carders can use both boundaries at different times, which will indicate preferences on each of these scales. In total, there are eight possible preferences and the MBTI type of a person contains 4 - E or I, S or N, T or F and J or P. The preferred (dominant) type should be determined by the time the questionnaire is completed, its analysis, subsequent feedback and discussion with a qualified MBTI administrator.
If each preference is represented by a specific letter, the personality type can be expressed by a four-letter code, of which there are sixteen. Those. ESTJ stands for extrovert (E), who prefers to receive information through the sensory way (S), make decisions by reasoning (T), and judgments (J) in relation to the outside world. A person with opposite preferences on all four scales will have an INFP code; introvert (I) who prefers to collect information intuitively (N), make decisions guided by feelings (F), and perceive the outside world through sensations (P).
16 types of MBTI:
| ISTJ | ISFJ | INFJ | INTJ |
| ISTP | ISFP | INFP | INTP |
| IS P | ESFP | ENFP | ENTP |
| ESTJ | ESFJ | ENFJ | ENTJ |
- Extrovert prefers action and the outside world
- Introvert prefers ideas and inner peace
- The sensory-thinking type is interested in facts, analyzing them impersonally and using a stepwise process to form conclusions
- The sensory-feeling type is also interested in facts, but analyzes them personally from the point of view of themselves and others.
- The intuitive-thinking type is interested in patterns and possibilities, making decisions based on impersonal, logical analysis.
- Intuitive-feeling type is also interested in the schemes and possibilities, but makes decisions based on personal values and their impact on carders.
- The type who prefers judgment is perceived by others as living in an orderly, planned way, able to regulate and control.
- The perceiving type is perceived by others as flexible, spontaneous, demonstrating a willingness to understand and adapt easily.
Obviously, there are more than 16 personality types in the world, and it is important to emphasize what we can do to accommodate all 16 types in our daily life. Each person has a dominant type in which he feels most comfortable.
For teamwork, dominant types and their interpretation are very important, and can be used in relation to individuals, or seen in relation to a group as a means of improving processes.
It is imperative that the team does not skip these steps i.e. it is better to collect information for persons with dominant functions (S or N) and make decisions - (T or F). Thus, the strong type ST will prefer to collect facts (S), think logically through the decision-making process (T). With a lack of time and the need to pay attention to new schemes and opportunities - (N), to influence carders - (F).
Problems and solutions can be improved by using all dominant types, if team members are not experienced in using other dominant types that are not inherent to them, they should consult other carders of the opposite type. But if the team does not have a member, for example, with a dominant (F), its members should pay special attention to the consequences of their decisions on carders, rather than act in accordance with their natural preference - to ignore or avoid this problem.
Personality differences are often the result of a conflict between two opposing types. For example, ST may think that NF's colleague is not paying enough attention to detail and is illogical, so his decision is unreasonable. NF may think that ST is "picky" and cannot see the big picture, and may be offended by its apparent insensitivity to others.
The use of MBTI makes it clear that there is no “right” or “bad”. These differences and strengths enable you to work more efficiently. This is essential for teamwork, and real benefits can be achieved if all team members know their dominant MBTI type and use it as a team.
Team development
You can define four stages through which all the commands go through in time:
- Formation
- Storm
- Rationing
- Performance
At the stage of
formation (awareness), feelings, weaknesses and mistakes are hushed up, and there is no common understanding of what should be done. Carders do not pay much attention to the views of others and their values.
The stage of the
assault (conflict) is more risky, since personal questions open up, and the group becomes more and more internally oriented. The values, attitudes and concerns of others in the team are increasingly involved.
At the stage of
rationing (cooperation), trust and faith come to the fore, with a more systematic and open approach, which leads to clearer and more methodical work. The value of carders increases, goals are clarified, goals are set, information is systematically collected, taking into account all options, detailed plans are prepared and an understanding of the need for improvement is developed.
The criteria for an
effective (productive) stage are flexibility, leadership determined by the situation, the absence of a protocol, everyone's energy is used, the basic principles and social aspects of the organization's decision are considered.
Teams that make it through these stages successfully should come up with improved team improvement efficiency and demonstrate:
- defining clear goals and agreed performance indicators
- openness and free expression of opposing opinions
- support and trust
- cooperation and conflicts
- satisfying decision making
- relevant leadership
- analysis of team processes
- strong intergroup relationships
- the possibility of individual development
Teamwork model
In developing its model for teamwork, John Adair used the understanding that any team in response to the leadership needs a clear definition of
objectives and the achievement of these objectives should be linked to the needs of
the team and the individual
entities within it.
The team leader or facilitator should focus on a small central part of the model, consisting of the intersection of three “action to change” circles, and there are three interrelated but separate requirements for the team leader:
- determine and achieve the results of work or tasks, for example, the improvement process
- create and coordinate a team
- develop and satisfy the individuals of the nutria team
In order to carry out these tasks, the team leader or facilitator must fulfill the following functions:
- Planning
Determining the goals and objectives of the team. Making a real plan.
- Initiation
An explanation of why this plan is needed. Highlight tasks for team members. Setting team standards
- Control
Influence of tempo. The belief that all actions are directed towards a goal. Support for ongoing discussion. Leading the actions and decisions of the team.
- Support
Encouragement and discipline of teams and individuals. Build team spirit to release tension and iron out disagreements.
- Communication
Providing new information to the team. Getting information from the team. Summing up proposals and tasks.
- Assessment
Checking the possible consequences of the proposed solution. Assessing the effectiveness of the team.
Helping the team assess their own performance using standards.
The team process, like any other process, is all about inputs and outputs. A highly productive team has three main characteristics - a high degree of task completion, a significant maintenance of team relations, and a low self-orientation.
Improvement of team members can take place by assigning additional responsibilities and powers to represent the interests of the team in the process. This allows the team to gain respect.
Real team work involves several factors:
- Team selection and leadership
- Team goals
- Team meetings
- Team assignments
- Team dynamics
- Team results and analysis.
The most important element of the team is its members, carders with knowledge and experience are needed, their number should be within the range of 5-10 carders in order to maintain the manageability of the team under good conditions for exchange of views.
The selection of members can include carders from groups outside of the processes if it makes sense to include them, but sometimes the team starts with one or two carders and grows in the process.
Team goals should be agreed at the beginning of the process and should begin every team meeting. This will help focus the thoughts and efforts of team members on goals, and distract from other problems.
An agenda should be prepared and distributed before each
team meeting. It should include the place, time and duration of the meeting, a list of expected participants, a list of topics to be discussed at the meeting, any assignments to be prepared by members or groups, supporting materials to be discussed at the meeting.
In a meeting, you cannot solve problems alone. They should be reflected in the action plan with the specific tasks of the team members -
team assignments . It should be decided when the team gets together, an agreement on personal responsibilities and time frames, and this should be clearly articulated in the minutes of the meeting.
Interaction between team members is vital to its success. Team leaders should set
team dynamics and create a culture of creativity, remove barriers to idea generation, encourage all members to contribute, and support all team members.
The team function is effective when the results of the team are realized.
Team review and analysis keeps members focused on goals and promotes progress, as well as identifying problems.
Carding Education
A unique characteristic of improving teamwork is that carders express their willingness to join the group. Teaching team members and leaders is the foundation for all successful improvement programs, providing carders with an understanding of the concept of teamwork and the means and methods to be used in the improvement program.
Preparation must be ongoing to accommodate not only changes in technology, but also changes in the environment in which the organization operates, its structure and, most importantly, carders. The quality of training can be viewed as a cycle of improvement, the elements of which are:
- Providing training as part of a quality policy
- Assignment of responsibility for preparation
- Setting training goals
- Creation of the training structure
- Identifying training needs
- Preparation of training programs and materials
- Implementation and control over the preparation process
- Evaluation of results
- Analysis of the effectiveness of training.
Even if the quality policy remains unchanged, there is a need to ensure that new goals are set to improve the quality of learning, or - directions for improving and raising standards - if the goals have already been achieved.
Investors in carders
It is the British National Standard (Investors in Carders (IiC), which sets the level of good practice for the education and development of carders in order to achieve business goals. This standard was developed in 1990 by the National Training Working Group in partnership with leading organizations, personnel, professionals. a framework for enhancing an organization's performance and competitiveness through a planned approach to formulating and presenting goals and developing carders to achieve those goals The process is cyclical and should generate a culture of continuous improvement
The Investor in Carders Standard is based on four key principles, as shown in the following table:
Principles | Indicators | Proof |
| Commitment The investor in carders is fully committed to developing its staff to achieve goals and objectives | 1. The organization seeks to support the development of its carders | Top management can describe the strategies that must exist to support the development of carders in order to improve the performance of the organization. Managers can describe specific actions that have been and are being taken to support the development of carders |
| 2. Carders are encouraged for their own improvement and work with other carders. | Carders can provide examples of how they have been encouraged for their own improvement and that of others. |
| 3. Carders believe that their contributions to the organization are recognized. | Carders can describe how their contributions to the organization have been recognized. Carders believe their contributions are recognized |
| 4. The organization is committed to balancing opportunities for human development | Management must create strategies to ensure equal opportunities for the development of carders. Managers must create concrete actions that they can and do to create equal opportunities for human development. |
| Planning An investor in carders is open about goals and what carders need to do to achieve them. | 5. The organization has a plan with clear goals that everyone can understand. | The organization has a plan with clear objectives. Carders can consistently explain the goals of the organization at the level of their roles in it. Groups consult on the goals of the organization |
| 6. Development of carders in accordance with the goals and directions of the organization | The organization has clear goals that link the development of carders, goals and directions of the organization, its teams and at the individual level. Carders clearly understand their actions to develop themselves and the organization as a whole. |
| 7. Carders understand their contribution to the achievement of the organization's goals. | Carders can explain their contribution to the achievement of the organization's goals |
| Actions An investor in carders effectively develops carders in order to manage their productivity. | 8. Managers are effective in supporting the development of carders | The organization must ensure that managers have the knowledge and skills to develop carders. Managers at all levels understand what they need to support carder's development |
| 9. Carders learn and develop effectively | New carders in a new job must confirm that they have received an effective adaptation. The organization must show that carders learn and develop effectively. |
| Assessment Investor in carders understands the impact of investing in carders on their performance | 10. Carders development increases the effectiveness of the organization, its teams, individuals | The organization must show that the development of carders improves the effectiveness of the organization, its teams, individuals. |
| 11. Carders understand the impact of the development of the organization's carders on the effectiveness of the organization itself, its teams, individuals | Top management understands that all the costs and benefits of developing carders affect the effectiveness of the organization. Carders can explain the impact of development on the effectiveness of an organization, teams. |
| 12. The organization does its best to develop carders | Carders can provide examples of relevant improvements that have been made to develop them. |
The four principles of the cyclical process are broken down into 12 indicators that must be fulfilled by organizations wishing to be recognized as an Investor in carders.
Recognition as an "Investor in carders" requires a number of steps:
- understanding the Standard and its strategic implications for the organization
- Conducting a compliance review to identify gaps in current practice
- planning and carrying out activities for changes.
- planning and taking action to bring about change
- joining forces to evaluate evidence against a standard
- achieving recognition as an Investor in carders
- work towards preserving the culture of continuous improvement.
Significant commercial benefits can be achieved by organizations that comply with the standard, and these can begin to manifest themselves in the process of moving towards this standard.
The practical benefits of working towards compliance include:
- Increased revenue, productivity and profitability. Qualified and motivated carders perform better and better. Productivity is improved.
- Reduced costs and losses. Qualified and motivated carders constantly monitor their work to identify opportunities to reduce costs and losses.
- Improving the quality of investing in carders significantly improves the results of quality programs. Investors in carders add significant value to themselves with BS 5750, ISO 9000 and others.
- Increased motivation through improved personal development and recognition of achievement. This leads to increased morale, reduced absenteeism, more positive acceptance of change, and identification with the organization outside of work.
- Customer satisfaction. Investing in carders is key in order to orient employees towards customers. Thus, it allows the organization to effectively meet the customer's need for profit.
- Public acceptance. Being an Investor in carders brings public recognition of real achievement in accordance with strict national standards. As an Investor in carders, the organization attracts more potential employees. It can also serve as an incentive for customers to select specific products and services.
- Competitive advantage through improved efficiency. Such organizations gain a competitive advantage.
