Page 300 - The Handbook for Quality Management a Complete Guide to Operational Excellence

D e f i n e S t a g e 287

decision making. While subjective insight is valued in brainstorming
throughout each stage of DMAIC, the overall DMAIC process will
move the team toward collecting and analyzing data to achieve more
objective conclusions. The process will provide ample opportunity for
the team leader to develop the cooperative problem­solving and com­
municative skills of the team members, which is another important role
of the team leader.
Consensus is the preferred approach to team decision making. Consen­
sus does not mean that everyone is in absolute agreement, nor that every­
one prefers the proposal. Rather, consensus implies that the parties are
willing to accept the proposal in spite of their differences. A good question
to ask stakeholders to gauge their consensus level is: Can you live with it?
We accept that there are differences in viewpoint, and strive to reconcile
these with our analytical tools. Achieving consensus allows us to move
forward, so the merits of the proposal can be proven through data analysis.
Alternatives to consensus, such as majority voting, arbitrary flipping of a
coin, or exchanging of votes for reciprocal votes (bartering), undermine the
team’s eventual results and must be avoided.
Perhaps the most obvious ground rule is respectful, inviting com­
munication, to allow all members to participate. Toward this end, mem­
bers should “leave their badge at the door,” meaning that there is no
seniority in a team meeting. The team leader is not senior to anyone else
on the team, nor is it his or her personal project. Rather, the project is
owned by the sponsor, and all team members are serving at the sponsor’s
request.
Finally, team members need to accept responsibility for action items
and be prompt in following up on these items. Team leaders should ensure
team members’ time is used responsibly. Generally, it’s best to meet only
when necessary, although default times can be established for meetings to
help members allocate time. The team is essentially providing their pro­
cess expertise, and the team should only be convened when those skills
are necessary.

Team Dynamics Management, Including Conflict Resolution
Conflict is a natural part of the creative process, and the team leader must
ensure that creative conflict is not repressed, but encouraged. The effec­
tive team leader will explore the underlying reasons for the conflict. If
personality disputes are involved that threaten to disrupt the team meet­
ing, arrange one­on­one meetings between the parties and attend the
meetings to help medi ate.
The first step in establishing an effective group is to create a consensus
deci sion rule for the group. For example:
No judgment may be incorporated into the group decision until it meets at least tacit
approval of every member of the group.

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