Teamwork

Arief Alamsyah

Tuckmans Five Stages Theory of Group Development

Forming

1st Phase

Storming

2nd Phase

Norming

3rd Phase

Performing

4th Phase

Adjourning

5th Phase

Forming : The first stage in group development ,characterised by much uncertainty Storming : The second stage of group development, characterised by intragroup conflict Norming :The third stage of group development, characterised by close relationships and cohesiveness Performing : The fourth stage of group development, when the group is fully functional Adjourning : For non permanent work groups. Prepares for its disbandment

Kerumunan

TEAM

Apa yang membedakannya ?

Group Dynamics

A Group is define as two or more interacting and interdependent individuals who come together to achieve particular objectives Groups can be either formal & informal

Formal groups

Have designated work assignments & established tasks Examples of formal groups :
Commands group Cross-functional teams Self- Managed teams Task forces

Command Groups
These are the basic, traditional work groups, determined by formal authority and depicted on the organizational chart.

Cross-functional Groups
These bring together the knowledge and skills of individuals from various work areas in order to come up with solutions to operational problems

Self-managed Teams
These are essentially independent groups that, in addition to doing their operating jobs, take on traditional management responsibilities such as hiring, planning, and scheduling and performance evaluations

Task Forces Teams

These are temporary groups created to accomplish a spesific task. Once task is complete, the group is disbanded

KOMPOSISI PERSONAL TIM

Pembentuk (Shaper )

Penyelidik sumberdaya ( Resource Investigator) Pemikir (Thinker, Planner) Pemimpin (Leader)

Pelaksana (Company worker, Implementer )

Pengevaluasi (Supervisor, Monitor evaluator )

Penyelaras akhir (Completer finisher) Pembangun Jaringan (Networker)

Ahli (Specialist)

Challenge
Tim lahir dari sebuah cita-cita, keinginan

dan impian Ciptakan tantangan- tantangan besar Miliki indikator keberhasilan/Critical Success Factor (CSF) yg ter-ukur

Commitment
Building Commitment Cohesiveness- Sense of Belonging Semua ikut membuat, semua ikut ber-ikrar Ingatkan setiap saat Buat kesepakatan reward and punisment.

Communication
Hi Level TRUST
Honest Opennes Borderless TEAM Effective meeting

Informal event

Communication Barriers
Health Worker (Petugas Kesehatan)
has a scientific attitude toward disease Uses medical terms

Significant Others

? ? ?

has been educated and trained in the city and may have lost touch with rural life regards the health centre as an acceptable institution

Effective Meeting

Purpose of Meeting Main subject Type of Meeting Size of Meeting The convener & organizer Place, time, duration of Meeting Announcements or information of meeting

RAPAT YANG EFEKTIF

Tujuan & target hasil diketahui & dipahami seluruh peserta (Rumus 20 80) Rapat berjalan sesuai agenda Peserta adalah orang-orang yang mempunyai wawasan ,wewenang dan mau melaksanakan hasil dari keputusan rapat Ketua rapat cakap & mampu mengarahkan kepada hasil akhir yang diinginkan dari agenda

Rapat tidak efektif, jika...

200 195 190 185 180 175 170 165 160 155 150 P roduction Costs Unit Pr ic e P rofits
of Dolla rs

Rapat rutin tanpa agenda (goal) Tidak ada yang spesifik (objectif) NATO, TATO, tidak ada Keputusan Pihak ketiga yang mengaburkan Tidak ada mekanisme rapat Manajemen konflik yang lemah Dinamika kelompok yang kurang Individu yang mendominasi

M illio ns

1990 1991

1992

Distract & Disrupt Disagree Defend & Attack Dominate Deviate Divide Deride Dubious Data

Coordination
Prosedur kerja (SOP) Coordination Checlist Share Leadership- Good decision

maker Manage Conflict

A Coordinating Checklist
(WHO,1992)
What is to be done ? (Activities) Where will the action take place ? (Activities) When will the action take place ? (Activities) What equipment is needed ? (Activities) How will the action arranged ? (Activities) Which members of the health team will take part ? (People) Who outside the health team will take part ? (People) Who will do what ? (People) Is all necessary information available ? (Communication) Has the information been communicated ? (Communication)

Continuity
Small- Continous- Improvement Monitoring- Progress Report Project Team Syndrome

 Energetic Group Energyze Others Jadilah anggota TIM yang positif (FasterBetter- Smarter)

Edge- Values
Managing by Values Yang tertinggi dalam sebuah tim adalah

nilai-nilai Hapuskan boss element Ombudsperson

Entrepreneurial
Creative & Innovative
Mandiri- Self Managed TEAM ACTION Vs NATO - TATO

Empowerment
Growth Needs Training & Development

Evaluation
Hi- Q- Result butuh Quality Control Buat form evaluasi standard utk setiap kegiatan Stakeholder input

Ruang Lingkup Evaluation

(James. G dalam Azwar, 1996)

Effort (Upaya Program)

Upaya sesuai dengan rencana

Performance
Target dalam rencana tercapai

Adequacy of performance
Tujuan tercapai

Efficiency
Sumber daya efisien

Clear Goals Relevant Skills

Unified Commit ment

Good Commu nication

Mutual trust

Negotiating Skills Internal Support External Support

Approriate Leadership

Effective Teams

Six Suggestions for helping Managers to build trust

Communicate Be supportive : Encourage and support team memberss idea Be respectful : Delegate real authority to team members and listen to their ideas Be fair Be predictable : Be consistent in your daily affairs. Make good on your explicit and implied promises Demonstrate competence

Oleh : Arief Alamsyah

Konflik 5 Jari
Jari Tengah Aku Paling Hebat Paling Tinggi Jari Manis Aku Paling Hebat Lambang Cinta

Jari Telunjuk Aku Paling Hebat Menunjuki jalan

Jari Kelingking ???????

Ibu Jari Aku Paling Hebat Suka Memuji

Background

Hidup ini tidak sepi dari permasalahan Manusia dalam kehidupannya tidak lepas dari interaksi sosial. Interaksi itu dapat menimbulkan masalah. Organisasi membutuhkan konflik tetapi konflik itu harus terkendali Semua orang harus menjadi problem solver Tim yang sukses adalah tim yang mampu memecahkan masalahnya. Tim yang cerdas senantiasa melakukan tindakan antisipasi sebelum terjadinya permasalahan

Conflict
a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. Robbins, 2001

Functional vs. Dysfunctional conflict

Functional conflict konflik yang memperkuat tujuan kelompok dan meningkatkan kinerja kelompok Dysfunctional conflict konflik yang menghambat kinerja kelompok

Antecedent of Conflict

Komunikasi yang kurang efektif Kompetisi Interdependent tasks Kebijakan, standar atau peraturan yang kurang jelas atau tidak masuk akal Deadline yang kurang masuk akal atau time pressure yang sangat kuat Collective decision making Harapan yang tidak terpenuhi Konflik yang tidak terselesaikan atau tertunda

Gradasi Konflik :
TIDAK SEHAT HARUS DIAKHIRI KEBIJAKSANAAN + KETEGASAN Intimidasi fisik, ancaman emosional Perusakan, corat coret, kata-kata tidak pantas

Menjelek-jelekan tanpa bukti HATI-HATI Perdebatan tanpa argumen, hanya pokoknya

Perdebatan dengan argumen SEHAT Perdebatan sengit (hanya di dalam forum)

4 MUSUH BESAR

Our first enemy is the natural need to want to explain our side first. Our second enemy is our ineffectiveness as listeners.

Our third enemy is fear. Fear that we will not get our way. Fear we will be made to look foolish or lose face. Fear of the truth ... that we may be wrong. Our fourth enemy is the assumption that one of us has to lose if the other is going to win.

Conflict Management Styles

Assertive

Competing (Dominating)

Collaborating (Integrating)

Assertiveness
(Desire to satisfy ones own concerns)

Compromising

Unassertive
SOURCE: K. W. Thomas, Conflict and Conflict Management, in M. D. Dunnette, Handbook of Industrial and Organizational Psychology, (Chicago: Rand McNally, 1976), 900. Used with permission of M. D. Dunnette.

Avoiding
Uncooperative

Accommodating (Obliging)
Cooperative

(Desire to satisfy anothers concerns)

Cooperativeness

Integrating (problem solving)

Pihak yang bertikai secara bersama-sama menghadapi permasalahan, mengidentifikasi masalah, mencari alternatif pemecahan masalah dan memilih solusi yang tepat. Kelemahan gaya ini adalah penggunaan waktu yang cukup banyak.

Obliging (Smoothing)

Individu dengan gaya ini akan mengesampingkan kepentingannya untuk memenuhi kepentingan pihak lain. Gaya ini tidak efektif ketika permasalahan justru akan menjadi lebih buruk atau lebih kompleks.

Dominating (Forcing)

I win, you lose Individu dengan gaya ini menghiraukan kepentingan atau kebutuhan pihak lain. Kekuatan gaya ini adalah dalam kecepatannya, dan baik digunakan bila solusi yang langka harus digunakan, masalah kecil, atau tenggat waktu yang sangat pendek

Avoiding

Individu menarik diri dari masalah atau menunda munculnya masalah. Efektif digunakan untuk masalah yang sepele atau masalah yang ketika dihadapi justru akan menambah masalah.

Compromising

Give-and-take approach Efektif ketika kedua pihak memiliki tujuan yang berlawanan atau memiliki kekuatan yang sama. Keunggulan utama gaya ini adalah pada proses demokratisnya sehingga tidak ada pihak yang merasa kalah.

Goal!!!

MOORES Model of conflict

RELATION INTERESTS STRUCTURE VALUE DATA

Relationship Conflicts
Occur because of the presence of strong negative emotions, poor or miscommunication or repetitive negative behaviours

Managing Relationship Conflicts

Control expressions of emotion through procedures and ground rules

Promote expression of emotions by legitimizing feelings Improve communication Block negative, repetitive behaviour by changing structure

Data Conflicts

Occur when people lack the information necessary to make decisions, are misinformed, disagree over what data are relevant or, have competing assessment procedures

May result from poor communication

People may have used, OR ASSUMED, different or incompatible data collection procedures

Data Conflicts - Interventions

Bring the parties together to explain, challenge and correct erroneous data.
Surface assumptions about the parties assessment of data Reach agreement on what data are important

Agree on joint process to collect data

Develop common criteria to assess data Use third-party experts

Value Conflicts

Are caused by perceived or actual incompatible belief systems Values are beliefs that people use to give meaning to their lives. Values explain what is good/bad, just/unjust or, right/wrong Different values need not always cause conflict. Conflicts arise when someone tries to impose a set of values on someone else

Management of Value Conflicts

Have the parties share information about their values Do not define the problem in terms of value

Allow parties to agree/ to disagree on some matters Search for super-ordinate goal shared by all parties

Structural Conflicts

Are caused by 'oppressive' patterns of human relationships - may be external to those involved in the dispute Are structural properties of the situation imposed on you
Examples

- limited resources or authority, the structure of the organization, or a lack of clear role descriptions. Often happens when different departments have to work together but have divergent priorities for their respective tasks

Structural Conflicts - Interventions

Be sure to define and clarify roles Modify external pressures Reallocate control of resources Change time constraints Negotiate a ratification process if authority at the table is a problem Negotiate who needs to be present to effectively resolve the issue

Moore - Interest Conflicts

Caused by competition over perceived or actual incompatible needs or wants Can occur over substantive issues such as: Money , procedural issues (the way in which the dispute is to be resolved), psychological or ego type issues (perceptions of trust, fairness, respect, status)

Moore - Interest Conflicts

For an interest-based conflict to be resolved, all parties must have a significant number of their interests of all types addressed
The process used to try to address all interests is called negotiation

Moore's Interest Triangle

Procedural interests

Psychological interests

Substantive interests

Another view of the triangle-the interest iceberg

SUBSTANTIVE INTERESTS

PROCEDURAL INTERESTS

PSYCHOLOGICAL INTERESTS

Substantive interests
This is the what, the result, the most tangible part of a conflict (UUD = Ujung-ujungnya Duit)
Questions such as : How fair is it? Is it transparent?

Procedural interests
This is the how, the process used to resolve a dispute Questions such as; How fair is it? Is it inclusive? Is it transparent? Who is in charge?

Psychological interests

This is what is going on emotionally as we try to resolve a conflict Wanting to win as opposed to resolve Needing to save face Issues of status or self worth Need for an apology or, revenge

Interest Conflicts Interventions

Negotiate by:
1.

Focus on integration
Focus on interests not positions Develop integrative solutions Search for ways to expand options
OR

2.

Focus on distributing the pie

Bargain in a win/ lose or compromise seeking fashion

Thank You For Your Kind Attention