[The following article appears in the September 1993 issue of the _Public_Sector_Quality_Report_.] KEEPING TEAMS ON TRACK Many organizations eagerly embark on a quality process by forming teams to work on specific improvements. But for every agency that sees exciting productivity gains in the early stages of teams, there seems to be another for which team proliferation eventually is a problem. You hear the "dysfunctional team syndrome" described any number of ways: Too many teams taking too long, meeting too often, venturing too far afield. Team A trying to solve the problems of Team B. Managers left out -- even shut out -- of the process. Poor linkage between team activity and overall organiza- tional goals. During a recent symposium on productivity and quality in government, sponsored by the Institute of Industrial Engineers, PSQR heard public sector professionals describe symptoms and possible cures for the syndrome. Here's a brief summary: ù Beware of empowerment without leadership. Steve VanderMeer, assistant to the city manager for quality improvement in Ft. Collins, CO, said his city started its quality process back in 1988-89 with a focus on teams, which lead to several positive developments. It helped get quality tools in the hands of front-line employees quickly, it reinforced the concept of employee empowerment, and it led to several significant gains and service improvements. "But we also had teams spinning out of control, working on insignificant issues, working on other people's issues," VanderMeer said. Perhaps the ultimate case in point, he said, was when a water department team was studying the issue of school tours for second graders. VanderMeer said Ft. Collins' team efforts lacked a strategic framework, so the city embarked on developing a strategic plan- ning process. Today, as that planning process unfolds, 90 percent of the departments and work units have their own mission state- ments, and the ongoing goal is to more closely align team activi- ties with organizational objectives. ù Get mid-level managers involved. In Indianapolis, the barriers between team members and their managers became so problematic that one manager walked into a team meeting (which was running 15 minutes later than scheduled) and left a note threatening to discipline all team members unless they returned to their "regular" work immediately. Arnie Kaptain, development coordinator in the city's Human Resources office, said that while the manager's behavior was inappropriate, it was also understandable, given that he'd been given no role in the team process. Kaptain noted that though "some structured TQM processes keep managers from actual team activity," managers can play a valuable role in guiding team efforts, and in keeping teams focused on the organization's overall goals. VanderMeer cautions that managers not be allowed to derail team efforts, either by imposing manager-favored solutions on problems or by simply "telling the team they're barking up the wrong tree." Kaptain and VanderMeer seemed to agree, though, that a strategic, supportive, mentoring function is probably the ideal role for managers to play. ù Avoid jargon. If team members and employee groups differ in their level of TQM training, those who "don't speak the language" can be intimi- dated and their contributions can be missed. ù Focus on results. Indianapolis has made a concerted effort to "make sure the organization controls the development and design of the quality process, not vice versa." That means the city's teams focus on results, not on formal TQM procedure. "Practicing quality, by being active on a team, is not success," Kaptain wrote in a paper presented at the symposium. "Success is measured by documented results that improve a process. CONTACT: Arnie Kaptain, City of Indianapolis, 317-327-6107; Steve VanderMeer, City of Ft. Collins, CO, 303-221-6884. [For more information or to subscribe, contact: Public Sector Quality Report 17733 Kingsway Path Lakeville, MN 55044-5209 Phone: 612-898-5058 Fax: 612-892-7710]