DYNAMICS OF LEADERSHIP - Reflection Week 11 (Self-Managed Team)

 Reflection Week 11 (Self-Managed Team)

The eleventh class of Dynamics of Leadership was held on Tuesday, 4^th June 2024. Today class starting with the Group 6 presentation first. It was different from the previous class that we started with Prof Jamilah lecture first. The group 6 was presented by Zhou Xianying, En Ahmad Syakir Mohd Shafri, Chong Yong Fatt, Intan Bidayu Mohd Rafi, Al-Ameri Firas Hadi Khalaf and Jao Jiao. The title of presentation is about ‘Team Leadership’. For this session, Nurul Amirah will act an emcee and as a facilitator by managing the time allocated for student presentation.

After about 50 minutes of presentation, Prof Jamilah taking over for lecture and she explain why Nurul Amirah being conducted for the Group presentation session. It was about ‘Self-Managed Team (SMT)’, where Amirah act as SMT champion. Amirah seem good on handling the situation where one of the presenter facing a technical voice error when presenting and Amirah asked for another presenter to continue while waiting the problem solve. Another good example was from Weam (one of our classmates) that asked for the group member that playing the same video just like the first presenter. It actually show the ‘Self-Managed Team’, where everybody was a leader and they play their role to make the presentation session was success.

 

Screenshot picture of my classmate Nurul Amirah (SMT champion) and Weam Abdelgawad

Prof Jamilah then proceed to start lecture on ‘Self-Managed Team (SMT)’ by showing us the video about ‘traffic light’. From the video, I can the saw the effects of SMT. Refer below table for further explanation on the comparison of traditional approach of T-Junction and improvised by the ‘roundabout’.

Let’s me share the content of the video as below.

Intersection with police traffic controlling car moving	After 15 minutes, cars in the intersection reach 289 units
Intersection with the traffic lights	After 15 minutes, cars in the intersection reach 385 units increasing 33% with the same duration.
Intersection with the roundabout	After 15 minutes, cars in the intersection reach 460 units increasing 60% with the same duration.

 

The concept of a roundabout can be metaphorically related to a ‘self-managed team’ in the following ways:

Autonomy: Just as drivers navigate a roundabout independently, making decisions on when to enter and exit, members of a self-managed team operate with autonomy, making decisions without direct supervision.

Flow and Efficiency: Roundabouts improve traffic flow by reducing stoppages. Similarly, self-managed teams aim to streamline workflows by reducing bottlenecks caused by hierarchical decision-making.

Collaboration: In a roundabout, drivers must be aware of and cooperate with other drivers. In self-managed teams, collaboration and communication among team members are crucial for success.

Shared Responsibility: There are no traffic signals directing each driver in a roundabout; instead, each driver shares the responsibility for safety and efficiency. In self-managed teams, responsibility is shared among team members rather than being centralized with a manager.

These parallels draw on the principles of distributed control and shared responsibility that are central to both roundabouts and self-managed teams.

From slide, Prof Jamilah explain about SMT also known as self-directing teams, self-maintaining teams, self-leading teams, and self-regulated teams. In definition, SMT is a group of individuals who work together towards a common goal without the need for a designated manager or leader. Team member of SMT set goals, manage their own work, empowered to solve problems, make decisions, and hold each other accountable for their actions, which can lead to increase productivity, creativity and job satisfaction.

What is the different between SMT and traditional teams? Below listing were from Prof Jamilah slide and I added some from my research;

Characteristics	Self-managed teams (SMT)	Traditional Teams
Leadership	Within the team	Outside the team
Team member role	Interchangeable	Fixed
Accountability	Team	Individual
Work effort	Cohesive	Divided
Task design	Flexible	Fixed
Skills	Multiskilled	Specialized
Decision-making	Collective, involving all team members in the process	Hierarchical
Work assignment	Chosen based on interest and expertise	Delegated from above
Working agreements	Collaboratively created	Predetermined, usually without full team input
Stakeholder collaboration	More direct and responsive	Often distant, managed by leadership

 

Self-managed teams are usually empowered to make decisions that would traditionally be made by managers. This can include decisions about work assignments, problem-solving, managing work processes, deal with conflicts, interact with customers and perform team member evaluations. They often have control over the planning, execution, and monitoring of their work, which can lead to increased motivation and productivity.

Self-managed teams (SMTs) limitations:

Self-managed teams (SMTs) are typically empowered to make a wide range of decisions, but there may be limitations when it comes to highly sensitive areas such as high-budget decisions, confidentiality, and political concerns. In such cases:

High-budget decisions: SMTs might participate in budget discussions and provide input, but final decisions may still require approval from higher management levels due to the significant financial implications.

Confidentiality: SMTs must adhere to organizational policies on confidentiality. Sensitive information may be restricted to ensure that it is handled appropriately.

Politics: Navigating organizational politics can be challenging for SMTs. They may need support from leadership to manage political dynamics effectively.

The application of SMTs in these areas requires careful consideration of the organization’s structure, culture, and the specific context of the decisions or actions involved.

 

For the next slide, Prof Jamilah explain about characteristics of effective self-managed team (SMT). The effective characteristics of SMT are clear goals and objectives, autonomy and empowerment, strong communication, shared leadership, trust and mutual respect, conflict resolution skills, continuous improvement, resourcefulness and adaptability, results-oriented, supportive-environment, accountability and diversity & inclusion. 

Prof Jamilah further explain about the benefits of SMT. There are seven benefits of SMT listed from Prof Jamilah slide. Refer below listing;

1) Stronger commitment

Self-managed teams often exhibit a stronger commitment to their work and goals because team members have a greater sense of ownership and responsibility. This commitment can lead to increased motivation, dedication, and a willingness to go the extra mile to achieve success.

2) Improve quality and efficiency

Self-managed teams are empowered to make decisions and take responsibility for their work processes. This autonomy can result in a focus on quality improvement and operational efficiency as team members are motivated to deliver high-quality outcomes in a timely manner.

3)  More satisfied employee

Self-managed teams provide employees with a greater degree of autonomy and control over their work. This empowerment can lead to higher levels of job satisfaction, as team members feel valued, respected, and trusted to make important decisions that contribute to the team's success.

4) Lower turnover/absenteeism

When employees feel engaged, empowered, and satisfied in their work within a self-managed team, they are more likely to remain with the organization and have lower rates of absenteeism. This can result in reduced turnover costs and increased continuity within the team.

5) Faster product development

Self-managed teams are often more agile and responsive to changes in the market. Their ability to make decisions quickly, collaborate effectively, and adapt to challenges can accelerate product development timelines and improve the organization's competitiveness.

6)  Flexibility dealing with personnel shortages

Self-managed teams are better equipped to handle personnel shortages or absences, as team members can redistribute tasks and responsibilities among themselves to maintain productivity and efficiency.

7) Helps solve problems & suggest improvement

Self-managed teams are often more innovative and proactive in identifying and solving problems, suggesting improvements, and implementing changes. Their collective expertise, diverse perspectives, and collaborative approach can lead to more effective problem-solving and ongoing organizational improvement.

 

Overall, self-managed teams offer a range of benefits that can enhance organizational performance, employee satisfaction, and adaptability in today's dynamic business environment.

Next explanation in SMT from Prof Jamilah is about the strategies to improve SMT effectiveness. Below tables is the strategies as show at Prof Jamilah slide and my further explanation through research;

Strategies to improve SMT effectiveness
Provide objective goals, incentives & infrastructure	Clearly define the team's objectives, goals, and key performance indicators to ensure that all team members understand what is expected of them and what success looks like. This clarity helps to keep the team focused and aligned towards achieving common goals.
Ensure change to supportive culture, structure, & climate	Encouraging open communication, trust, and collaboration among team members can help build a culture that promotes teamwork, innovation, and engagement. Supportive structure involves reconfiguring roles and responsibilities, clarifying decision-making processes, and providing the necessary tools and technologies to support effective teamwork. Creating a supportive climate involves promoting a culture of continuous learning, growth, and adaptability within the organization. Encourage experimentation, risk-taking, and learning from failures to foster a climate of innovation and improvement.
Provide adequate training	Provide training and development opportunities to help team members build the skills and knowledge necessary to perform their roles effectively and contribute to the team's success. Continuous learning can enhance the team's capabilities and adaptability.
Have a well-thought-out vision of SMTs	A well-thought-out vision of self-managed teams should be aligned with the broader strategic goals and objectives of the organization. When the vision of the team is in sync with the organization's mission and values, it ensures that the team's efforts contribute meaningfully to the overall success of the organization. This alignment fosters cohesion, collaboration, and synergy between self-managed teams and the larger organizational structure.
Allow time for bonding with one another and form team skills	Establish open lines of communication and foster a collaborative working environment within the team. Encourage regular team meetings, feedback sessions, and knowledge sharing to promote engagement, transparency, and teamwork.
Recruit and train team facilitators	Team facilitators play a crucial role in supporting and guiding self-managed teams in their day-to-day operations. By recruiting individuals with strong facilitation skills, organizations can ensure that teams have the necessary support to navigate challenges, resolve conflicts, and collaborate effectively. Facilitators can help teams stay focused, maintain momentum, and achieve their goals by leveraging their expertise in communication, conflict resolution, and problem-solving.
Have a champion (advocate of SMT)	Provide strong leadership support and mentorship to guide the team towards success. Leaders can inspire, motivate, and facilitate the development of self-managed teams by setting a clear vision, coaching team members, and providing guidance when needed.
Ensure adequate resources	Ensure that the team has access to the necessary resources, tools, and support systems to carry out their roles effectively. Address any barriers or obstacles that may hinder the team's progress and provide assistance as needed to help them succeed.
Create a sense of empowerment	Empower team members to make decisions, solve problems, and take ownership of their work. Provide them with the autonomy to innovate, experiment, and explore new ideas, which can boost motivation, creativity, and initiative.
Develop team-based measurement and feedback	Establish mechanisms for tracking performance, holding team members accountable for their responsibilities, and providing constructive feedback on their efforts. Encourage a culture of accountability, continuous improvement, and recognition of achievements.
Do not overreact at first crisis	When a crisis occurs within a self-managed team, it is essential for leaders and team members to remain calm and composed. Overreacting to the first sign of trouble can escalate the situation, create unnecessary panic, and hinder the team's ability to effectively address the crisis. By staying level-headed and composed, team members can approach the situation with clarity, focus, and resilience, enabling them to make informed decisions and take appropriate actions to resolve the crisis.

 

Prof Jamilah further explain about self-managed team (SMT) facilitators, what is her/his role after appointed as SMT facilitator? SMT facilitator is an external leader of a SMT whose job is to create a supportive environment where team members take on responsibilities to work productively. He/she will help SMT to navigate processes, and not taking the leadership.

 

Below is the example of SMT facilitator in a Software Development Team:

Facilitation of Team Meetings: The facilitator organizes and leads regular team meetings where team members discuss progress, share updates, and collaborate on project tasks. They ensure that meetings are productive, inclusive, and provide the opportunity for all team members to contribute their ideas and insights.

Coaching and Mentorship: The facilitator provides coaching and mentorship to individual team members, supporting their professional growth and helping them develop the skills needed to succeed in their roles. They offer feedback, guidance, and resources to help team members overcome challenges and enhance their performance.

Empowerment and Autonomy: The facilitator empowers the team to take ownership of their work, make decisions autonomously, and drive their projects forward. They provide the necessary support, resources, and guidance to enable team members to work collaboratively and independently towards achieving their goals.

By fulfilling these roles and responsibilities, the self-managed team facilitator contributes to the success of the software development team by promoting collaboration, communication, and innovation, fostering a positive team culture, and enhancing the team's overall effectiveness and performance.

Next is about SMT champion. Prof Jamilah explain on the earlier of today’s class, Nurul Amirah conducted the group presentation and act as facilitator. But, the exact role by Nurul Amirah is SMT Champion in the class of Prof Jamilah by conducting the group presentation. So, a self-managed team champion is a dedicated individual within an organization who advocates for and supports the implementation and success of self-managed teams. The role of a self-managed team champion is to promote the values and principles of self-management, foster a culture that supports self-managed teams, and provide guidance and resources to help teams thrive in a self-managed environment. By advocating for self-management, providing education and training, offering support and guidance, driving cultural transformation, facilitating feedback and reflection, and celebrating achievements, the champion helps create an environment where self-managed teams can thrive and deliver exceptional results.

That’s all from Prof Jamilah lecture for today’s. But ended the session, Prof Jamilah asking the class about the disadvantages.

Here are some of the feedback from the class and additional from my research:

1) Conflict and decision-making challenges – especially if the SMT champion are from junior staff. Without a designated leader to resolve conflicts or make final decisions, the team may struggle to reach consensus, leading to delays or inefficiencies in decision-making processes.

2) Lack of accountability - there is a risk that some team members may not take ownership of their responsibilities or may not contribute equally to the team's goals. 

3) Uneven distribution of work - some team members may take on more tasks or responsibilities than others. This can lead to burnout, resentment, and decreased team morale if not addressed promptly.

4) Skills gap and limited expertise – Challenges if lack the necessary expertise or skills to tackle complex tasks or projects. Without a designated leader to guide or mentor team members, there may be gaps in knowledge or capabilities that hinder the team's ability to achieve its goals effectively.

5) Resistance to change - from Prof Jamilah further explanation, some of the organization is quite complacent with the traditional teams and the transition to adapt SMT is quite challenging.

6) Lack of Clarity in Roles and Responsibilities - Without clear role definitions and boundaries, self-managed teams may face confusion or overlap in responsibilities, leading to coordination issues and a lack of direction.

 

After discussion of disadvantages of SMT, Prof Jamilah asked the class to enter one of the breakout sessions (I chose breakout session no.3 from total of 3). Prof gave us one question to discuss with the breakout session member about, ‘how you’re going to locate RM100,000 to improve the instructional program or process in the school’?

In the breakout sessions no.3, our member are Mohammed Mustafa, Weam, Nurhafizah, Luisa, Lynnate, Ain, Husna, Khair, Intan, Mariyam, Joshua, Wanglan, Zhaizhaokang, and Shuyao. I have given an opinion to seek the sponsorship from local community and also used to create the awareness and raise the fund. Additionally, I also highlight about the professional budget to invite lecturers from university to conduct and enhance teaching skills to the teacher. Before end of breakout session, we appointed Ms Nurhafizah to present the outcomes.

Breakout session no.3: I highlighted to locate a professional budget to the team member

 

After finishing the presentation from each SMT group1,2, and 3, Prof Jamilah come out with the summarize as per below table:

From the table above we can see that SMT1 is having more ideas compared to SMT2 and SMT3. But, due to less participant from SMT2, it was acceptable for the less of ideas or outcomes. But Prof Jamilah observed all SMT has a strength towards the diversity and the skills. From the observations to all SMT, there is also a weakness where there is social loafing while SMT discussion held.

Last but not least, before ended the class, one of student asking the question about organization success applying SMT. Prof Jamilah feedback that the ‘Starbuck’ is one of the examples of successful SMT. As usual for all the session ended by Prof Jamilah word ‘In the world you can be anything, be kind, in life always remember, what you give, you get back’.

 

Screenshot lecture on 4/6/2024