Post on 20-Nov-2014
Team Work Training forImproving PerformanceManagement: A Case ofIndian Nuclear PowerPlants
Akash Aggrawal AbhishekAggrawalAbhishek KumarVarun SharmaManish Kumar
Presented By-
The case is all about the various team building programme for NPCL nuclear power plants and construction power projects.
This case describes the observations and experience of the authors, who were associated with the design, development and organising
of these training programmes during the said period.
Overview
Consideration of nuclear power is high.
Because reduction in emission of green house gases and pollution
All the countries are focusing in building more nuclear plants to meet electric gap in the country.
Why ??
Consideration onNeed for high safety
Because of :
Radio active Process for generating electric
Performance in the power station Improvement of individual competency Improvement of team resource utilization Team communication Floor level performance Mechanical performance Training Team Building Models
Issues of NPCL
A CONCEPTURAL MODELExhibit 1 A Conceptual Model of TeamBuilding
Stages Themes Task RelationshipOutcomes Outcomes
Forming Awareness Commitment AcceptanceStorming Conflict Clarification BelongingNorming Cooperation Involvement SupportPerforming Productivity Achievement PrideAdjourning Separation Recognition Satisfaction
Objective--- improving floor level performance management.
Responsible-- HRD group Assignment--- developing and delivering
team training programmes in various construction power projects and operating power stations
Team Training Programme
1300 first line supervisors
37 customised programmes
Five days each. National Productivity Council
To other groups
Contd
In the consultation with the National Productivity Council (NPC), training manuals were developed on team building for both trainees and trainers.
Initially NPCIL conducted 25 programmes in a span of four years at different sites involving NPC.
Later, in 1997-98, twelve programmes were organised at the initiative of the headquarters by involving Kabil Development Foundation (KDFPL), and further
Zero-defect performance New behaviour, New attitudes, New skills and new learning and problem solving systems
Need For team training
Anticipation: Members anticipated problems in sensitivesituations Communication: All status information, likely changesand instructions were clear
Use of Resources: All available procedures, tools, and resource persons were utilised
Error Prevention: Team members detected and prevented others from making errors
Key characteristicsof an effective team as identified by NPCIL
Through observation, identify the communication barriers that are present in day-to-day working
Identify and explain non-verbal messages For a given situation,
Use feedback techniques to reinforce team work When in doubt,
Enquire to obtain the information needed to reinforce
teamwork Using facts and their probable consequences, Advocate appropriate positions or concern Through
observation, identify and manage conflicts to promote teamwork
Learning objective
Safety first-production next. Peer checks on all action. Potential for non consequential human errors
Long term and short-term safety capability of the station.
The safety culture in NPPs
conservative decision Making
Based on the conceptual model the programme was designed with six modules.
Each module had a distinct theme containing specific sub-themes and activities
intended to first create an awareness of human processes involved, and then practices through action learning of techniques. Each session had its own specific instruments and exercises.
Programme Design
Module I: Teambuilding and Development• Concept, nature and importance of team work• Factors contributing to team building and development• Steps of team building and development• Overcoming blockages to team building and development• Team building processes and interventionsActivities/Instruments:• Micro-lab (unfreezing, initiating change process)• Broken Squares (cooperation for resource utilisation, teambuilding processes and interventions)• Maximising resources (group goals and organisational goals,intra- and inter-group dynamics)• Team blockages survey• Cases on team building
Six Modules For team training programme
Module II: Individual Assessment• Transactional Analysis• Interaction styles• Interpersonal relations• Awareness of self and othersActivities/Instruments:• Transactional Styles Inventory (TSI)• Fundamental Interpersonal Relations Orientation-Behaviour(FIRO-B)
Module III: Leadership Development• Leadership concept and processes• Leading by understanding subordinates• Profile of people• Managing people with differing profilesActivities/Instruments:• Leadership Effectiveness and Adaptability Description(LEAD)• Cases on Leadership
Module VI: Conflict Management and AssertivenessDevelopment• Concept, nature and importance of conflict• Conflict processes• Models of conflict management• Styles and approaches of conflict management• Functional and dysfunctional conflicts• Assertiveness development• Basic techniques of assertionActivities/Instruments:• Conflict management styles survey• Conflict management preferences• Cases on conflict management• Assertiveness actions, assertiveness beliefs
Separate manuals IRPs-Internal Resource Persons. Role-Implementation, Continuous Reinforcement Case Studies
Training Resources, Instruments and Measures
To tackle the problems of resistance and drive forward
the process of team building across NPCIL, Kurt Lewin’ Force Field Analysis Model , which provides
insights to balancing amidst the varying degrees of driving and restraining forces. Driving forces push organisational members towards accomplishment of the change goals objectives. Restraining forces, commonly called
‘resistance to change’,
Tackling Resistance
Identifying own blockages by seeking feedback and developing openness Motivating subordinates and sharing information Acknowledging contributions of different work groups in achieving common goals
Importance of plant procedures Importance of self- and peer-verified steps in plant work
Being assertive and open, without disrespect to individuals.
Self-development plansThese included root causes such as:
The process of assessment included data gathering and analysis, overall team based assessments, problem solving, training workshops, practice through simulation exercises and interpersonal coaching.
self-assessment initiatives
Sense of ownership Sense of responsibility Accountability Internal customer orientation
Objective of feedback
Team training as an intervention
Gradual development
Self-awareness skills
Attitudes required for competence in the workplace.
Training programmes cover all areas needed for attaining full competence in the job: individual development and team development through monitored on-the-job performance,
Lessons Learnt and Conclusions
Thank You