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