PROVOCATEUR QUESTIONS,
by John Burton, Regan Carey, Mike Moore, and Don Stepich

In formulating these questions, we took the role of a DAI manager outside of the training department (perhaps Valerie Purcell as VP of Human Resources) hearing Jason's recommendations for the first time at the team meeting Cynthia Berry has scheduled.

Common Question for All Teams

"Can we slow this down a little, Jason? You've only been here for what, a month and you've talked with a few people. And based on that, you're making an assortment of recommendations that resemble reconstructive surgery on our company. I don't think the boss will be all that impressed and, frankly, it seems like overkill to me, too. We're looking to add an EPSS, not restructure the company. What elements of your proposal can be implemented, realistically, within the existing corporate structure and timelines to get the EPSS going and support its operation?"

NIU Specific Question:

"One of your recommendations is to develop a circular team approach to project work. Three questions. First, how is that different from what we already do? Second, how would you go about team building when the teams change with each new project? Third, what obstacles would you anticipate in implementing this team approach and how would you suggest working around or through those obstacles?"

JASON'S RESPONSE

The approach I outlined had short term and long term recommendations. I think the EPSS application is a very important piece. However, it will only be a Band-Aid if there is no follow through on my long-term recommendations.

The EPSS will help make our employee's jobs easier, but it does nothing to make them enjoy their work. If they enjoy their work, productivity levels will increase and quality will improve.

You asked, what elements could be implemented without changing the organization. Here's a little background on what I think can be accomplished in the next nine months.

First, I suggest we develop an electronic bulletin board on the company's Intranet. People could post questions or ideas on the bulletin board service, and anyone in the company could respond with suggestions. Often, a real dialogue takes place, with suggestions building one on another, until a solution is found. I looked at implementing a list serve instead of a bulletin board. List serves post questions and responses to everyone's email address. Frankly, most people don't like their email clogged up with messages so I think the electronic bulletin board will serve us better. Once people get used to it, the electronic bulletin board will provide our staff with "just in time" answers to their problems. It will be the foundation of our EPSS.

Another important concept that can be set up immediately is the partnering program. Pairing a "techie" with an experienced artist has multiple benefits, at no additional cost to the corporation. Knowledge sharing may be a catch phrase, but it is exactly what we need here at DAI. Studies have shown that peer teaching is a very effective way to transfer both information and knowledge. The technically savvy can pass along their skills and in return they will learn the art of animation. It's a win/win situation. The only obstacle I see to setting up this program is staff resistance. To get the program started, we can ask for volunteers. Word-of-mouth should take care of the rest.

Instead of spending time and resources between projects bringing in trainers from our vendors, we can better utilize that time capturing the knowledge we have right here. To bolster the EPSS, we should help our in-house experts develop Web sites for the applications they use. With the attrition rate in this industry, it would be a shame to see expert knowledge walk out the door just because we didn't recognize what we had!

We should also look into alternative delivery methods--I'm sorry--that's an instructional design term you may not know. We need to look at different ways to present new material. One of the biggest complaints I heard in my interviews was that people were trained months ahead of the time when they needed to use a piece of software. Perhaps there are some computer based training materials that people could use as they needed them. Again, "just in time" training is what we are aiming for.

I know it sounds like I'm trying to put the Training department out of business, but in reality we'll be busier than ever before. Some of the projects I've mentioned will need facilitators--people who can manage group efforts without dictating answers. The trainers are naturals for this task! Also, you'll need our analysis skills to assess the existing structure of the company's Intranet, and develop ways to integrate new information. We should also be involved in evaluating any computer based training materials before they are purchased.

I've given you a lot of information here. Please take some time to think over these ideas. I know I'm the new guy on the block, and you could argue that I don't know the company well enough. Believe me, I realize what I'm proposing will require some major shifts in thinking, and I took the challenge very seriously. Just remember, sometimes it takes someone from the outside to see things clearly and put them into perspective.

Valerie, now that I have addressed your first question about the timing of my proposal, let's move on to your concerns about the circular team approach I suggested. The team approach has proven very successful in many organizations, including, I must add, at several of our competitors.

As you know, the current pipeline structure of our organization is very rigid and hierarchical. This structure causes work to be done, redone and done again, seemingly endlessly to many of our employees. It does not allow for prompt feedback from supervisors or for interdepartmental feedback. This type of feedback would reduce the frequent repetition of work, the need for which is not apparent to many of those who are actually redoing the work.

The interdependence between different departments and employees, which is currently almost non-existent, would be increased. This would allow a smoother, more efficient workflow. Presently many of our employees do not feel ownership in all aspects of a project. In addition, based on my interviews there is definitely an adversarial feeling between departments, as well as vertically within departments. The circular team approach I am suggesting would allow for flexible, dynamic, lateral and vertical communication, both within and between departments. In turn, our employees will feel a sense of ownership and commitment to quality that the current pipeline structure just does not support.

Instead of a pipeline, think of a Slinky. You know, the toy everybody had that could walk down stairs. Where a pipeline is rigid and only moves objects up or down, a Slinky is flexible and allows movement in many directions. Information can pass around the individual coils laterally, representing team reviews. Information can also pass up or down, signifying supervisory reviews. The coils can be stretched to adapt to projects that need larger teams, or compressed for smaller efforts. What do you think? Should we give everyone in the company a Slinky when we launch our new organization plan?"

"I like that idea Jason, but how will the team approach be implemented when the teams change with each project?"

"Undoubtedly the teams within DAI will be constantly changing. I have decided to give the company some ideas for being flexible within this dynamic environment. First of all, the new team concept will be presented to everyone. We'll ask for input from all departments. Nobody likes an organization change forced on them. Then, we can initiate team-building activities. After a few team building sessions, DAI will become a team-oriented system.

Although the teams may change from project to project, the team members will be comfortable with the way projects are constructed and manipulated. Once teams are formed, they will begin working together on a project that is valued by the company - the EPSS. Team members working on EPSS will be strengthened by the other individuals adding to the knowledge base. The process of completing the project will be enriching individually and as a team.

Here are several ways in which the teams will continue to be successful even within the dynamic environment: *Members of the teams will begin to value the different perspectives from individual team members. *Team members will become more knowledgeable working in a team setting. *Different individual perspectives will contribute to the creation of information while building the EPSS. *The learning cycle will be evenly distributed with the different skills individuals bring to the team. *Teams which have proven results can form cohorts which can serve as a model for other teams within DAI and the members can be placed together more frequently."

"Well Jason, it looks like you done your homework. However, I have one more question for you. What about the obstacles we will face with this approach?"

"When any type of change occurs in an organization, there will be obstacles.

First, the lack of experience in cross-departmental communication will be an obstacle our employees will face. The team building approach that I am proposing will be new to our employees. In order to combat this obstacle and encourage cross-departmental communication a series of workshops, which I mentioned earlier, can take place to help our employees get used to and familiar with the cross-departmental team approach.

In these workshops, we can get our teams together in a structured environment, and give them a problem to solve. This will provide our employees experience in a team. The teams will be asked to reflect on and discuss what worked and what did not work during the problem-solving workshop. At that point, teams can identify what they need to do next to promote the team and promote communication among the team. Encouraging group adaptation to change by taking small steps towards improved group dynamics will ease frustration. In this way, the members of teams will be able contribute to DAI's success by applying their unique talents and knowledge to team and project objectives.

Another obstacle to our team building approach will be the actual physical space utilized by our office. Right now, our people are all on different floors. We need to bring them together somehow, allowing communication to flow effectively for a project.

Don't worry, I am not suggesting rebuilding our space. What we can do first is centralize our information through the performance support system that will be accessible company-wide. We can also encourage teams to communicate via email and forums and to attend workshops sponsored by groups with various levels and areas of expertise.

If our teams do need to get together, we can encourage the use of our conference rooms if they are available. I think it would be beneficial from a budget and team perspective, if we monitor how the teams come together naturally. We can phase in how the physical space can change based on feedback received by the teams. It is in our best interest to see what works and does not work for our teams.

The greatest resources of DAI are the skills and knowledge found within the employees. The suggestions I've outlined can make a difference in the way employees can use and develop those skills and knowledge. Thus we will make a difference in our industry."