STEVEN R. VAN HOOK
JONES INTERNATIONAL UNIVERSITY
May 26, 2000
Development Case Model
obviously, is a fictitious case model.
Research Center astrophysicists have verified a massive comet on a 95-percent
certain collision course with earth; strike time projected in 3.5 years. The
President of the United States -- in an attempt to denationalize and
depoliticize the process -- has asked our office to organize an
international team of cross-institutional representatives from existing
government and non-government bodies to develop a global strategy for assessing
and addressing the relevant issues (e.g., defensive measures, public
notification, evacuation and emergency preparations, doomsday scenarios).
To keep the
preliminary data and efforts confidential as well as to help facilitate
streamlined progress, the President has requested the team size not exceed 20
members, with the broadest representation possible within the constraints:
developed and undeveloped nations, scientists, military strategists,
sociologists, psychologists, theologians, etc. Due to the urgent and
global nature of the task, the team must function with a non-partisan and
consideration of the impeccable past performance of our office, the
indisputable track record of our transnational successes, the unimpeachable
integrity of our company management, we have been appointed as the team
and most crucial phase of the team assignment will be the team building process:
Gathering "technically competent team members who inspire each other's
respect and who are capable of implementing changes resulting from team building
processes of goal-setting and operational/procedural changes." (Boss, 1995)
provides "process criteria" and "organizational conditions"
that are key to developing an effective team, including:
team leader (us) will be responsible for establishing organizational conditions
promoting team effectiveness including well-defined group structure, supportive
organizational context with effective motivational and informational systems,
and consistent expert coaching throughout the assignment. That's what we do --
that's why we were selected.
the selected group is assembled, an initial diagnosis will be performed
assessing the teamwork dimensions of:
(1995) proscribes requisites that must be met in successful team-building
efforts, which we have capably addressed largely in the team selection process.
After an intensive orientation introducing the group members, defining operational procedures, and establishing the profound nature of the assignment, the Boss' requisites for successful team building should be thoroughly addressed, and the group primed to smoothly transition to effective team performance.
(1995) steps in team building will contribute to the rapid development of team
(1994) proposes the following steps in "getting started" with team
building, as well as issues we will need to address throughout the team
(1994) contributes a number of strategies for increasing team success. In turn,
these strategies provide an effective tool for evaluating the team's
effectiveness throughout the assignment.
course, the final indicator of a successful "team building" process
will be in the value of the final product.
R.W. (1995). Comment: The challenge of building effective work groups. Journal
of Management Inquiry, 4(2).
J.R. (1991). Work teams in organizations: An orienting framework. In J.R.
Hackman (Ed.), Groups that work (and those that don’t):
Creating conditions for effective teamwork.
San Francisco: Jossey-Bass.
D. (1994). The team building tool kit: Tips, tactics, and rules for
effective workplace teams. New York: American Management Association.
D.R. (1995). Developing the "team" in team-managed organization: Group
facilitation in a new plant design. In L.R. Frey (Ed.), Innovations in group
facilitation techniques: Case studies of applications in naturalistic settings.
Cresskill, NJ: Hampton Press.
A. (1994). Making groups effective, 2nd Edition. San Francisco: Jossey-Bass.