We Work With Teams!

We recognize that there are multiple forms of teams and that contextual issues impact every team in a unique manner. Common forms of teams include project teams, operational teams, integrated teams, and executive management teams. DW & A consultants tailor their approach to the type of team and to the context within which the team is operating. This customized, client-centered methodology ensures that meaningful results are achieved. We guarantee it!

Project Teams
When a team is assembled for a specific purpose with a pre-defined end-point it faces a number of extraordinary challenges. Project teams are generally comprised of an assortment of technical experts that likely have not worked together before. This, combined with the fact that the outcome is often only defined conceptually and the means to achieve the outcome are only vaguely understood, project teams are notorious for getting mired in ambiguity. A deliberate, focused effort to ‘fast-track’ team development, and then keep it on track can be the difference between a successful project and one that is overdue and over budget.

Operational Teams
People who work closely together over an undefined period of time generating repetitive and/or replicable outcomes are the most common form of team in the workplace. These are teams that, because they exist indefinitely, will experience various transitions including growth or contraction, member departures and replacements, changes in leadership, changes in technology. These teams often struggle with a periodic need to re-define themselves as a team in light of the changes. Unfortunately, there is a tendency to view these teams as fairly static because the actual work they do remains quite constant. The reality is that the culture within these teams can be impacted significantly by the changes. Proactively supporting these teams as they deal with the changes pays dividends in terms of performance and overall team stability.

Integrated Teams
Many industries commonly utilize teams comprised of individuals representing a variety of professional disciplines. Often, these ‘cross-functional’ teams (a.k.a. business units, asset management teams, etc.) are established in an effort to eliminate barriers created by the ‘silo’ effect of functionally based organizational structures. It is often assumed that these groups will learn to function effectively over time. Empirical evidence suggests otherwise. Integrated teams are generally dealing with a complex array of processes in dynamic environments. A clear path that will ensure success is seldom obvious. These teams must develop the means by which to deal with ongoing complications in a manner that utilizes all the expertise on the team. However, the ability to do so is generally compromised by the need to keep up to an overwhelming amount of technical work. Engaging in an ongoing exercise of "continuous improvment" substantially increases the success of integrated teams.

Executive Management Teams
Executive management teams tend to be very unique forms of teams, particularly in large organizations. Thinking that they function like other types of teams often creates inappropriate expectations within the organization. Members of executive management teams generally ‘represent’ a functional unit and therefore feel an obligation to protect their ‘constituents’. Moreover, they often have limited, if any, interaction with their executive management team members outside the prescribed meetings. Consequently, they have little opportunity to build and/or maintain any meaningful sense of team. This is precisely why many business issues in organizations become 'politicized'. To be effective as an executive management team, they need to make the most of the limited time they spend together to ensure that they are providing optimal value to the organization.

A Process for Team Development