Sunday, July 29, 2007


Esto lo he tomado de HBR Ideacast - In Brief Segment - Me ha parecido extremadamente interesante no solamente para las relaciones en un equipo, sino que casi para cualquier otra relación.

Voy a escribir el resumen y luego una transcripción

Seis pasos:

  1. Enfocarse en los hechos: negocios son negocios, y no tomarse las cosas personales.
  2. Multiplicar las alternativas: evitar polarizarse en dos opciones específicas, buscar soluciones de consenso.
  3. Buscar objetivos comunes: así todos trabajan sabiendo que están colaborando en algo.
  4. Usar el humor: saber romper el hielo, y distender el ambiente...
  5. Balancear la estructura de poder: Nunca perder de vista que el gerente general (CEO) es el más poderoso... pero también los otros gerentes tienen poder (especialmente en su area), por lo tanto es buena práctica que todos participen en las decisiones estratégicas.
  6. Buscar concenso cualificado: si se da el caso de que no hay consenso, el team leader toma la decisión basándose en el input de los otros, pero toma la decisión... no se puede estar en un estado de incertidumbre.


How Management Teams Can Have a Good Fight

Key ideas from the Harvard Business Review article by Kathleen M. Eisenhardt, Jean L. Kahwajy, and L.J. Bourgeois III

The Idea

Think “conflict” is a dirty word, especially for top-management teams? It’s actually valuable for team members to roll up their sleeves and spar (figuratively, that is)—if they do it right. Constructive conflict helps teams make high-stakes decisions under considerable uncertainty and move quickly in the face of intense pressure—essential capacities in today’s fast-paced markets.

The key? Mitigate interpersonal conflict. Most conflicts take a personal turn all too soon. Here’s how your team can detach the personal from the professional—and dramatically improve its collective effectiveness.

The Idea in Practice

The best teams use these six tactics to separate substantive issues from personalities:

Focus on the facts. Arm yourselves with a wealth of data about your business and your competitors. This encourages you to debate critical issues, not argue out of ignorance.

Example: Star Electronics’* top team “measured everything”: bookings, backlogs, margins, engineering milestones, cash, scrap, work-in-process. They also tracked competitors’ moves, including product introductions, price changes, and ad campaigns.

Multiply the alternatives. In weighing decisions, consider four or five options at once—even some you don’t support. This diffuses conflict, preventing teams from polarizing around just two possibilities.

Example: To improve Triumph Computer’s* lackluster performance, managers gathered facts and then brainstormed a range of alternatives, including radically redirecting strategy with entry into a new market, and even selling the company. The team combined elements of several options to arrive at a creative, robust solution.

Create common goals. Unite a team with common goals. This rallies everyone to work on decisions as collaborations, making it in everyone’s interest to achieve the best solution.

Example: Star Electronic’s* rallying cry was the goal of creating “the computer firm of the decade.” Premier Technologies’ was to “build the best damn machine on the market.”

Use humor. Humor—even if it seems contrived at times—relieves tension and promotes collaborative esprit within a team. Practical jokes, Halloween and April Fool’s Day celebrations, and “dessert pig-outs” relax everyone—increasing tactfulness, effective listening, and creativity.
Balance the power structure. The CEO is more powerful than other executives, but the others wield substantial power as well—especially in their own areas of responsibility. This lets the whole team participate in strategic decisions, establishing fairness and equity.
Seek consensus with qualification. If the team can’t reach consensus, the most relevant senior manager makes the decision, guided by input from the others. Like balancing the power structure, this tactic also builds fairness and equity.

Example: At Premier Technologies*, managers couldn’t agree on a response to a competitor’s new-product launch. Ultimately, the CEO and his marketing VP made the decision. Quipped the CEO: “The function heads do the talking; I pull the trigger.”

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