Importance of Training

    When asked which factor most influences the success of teams, experienced practitioners invariably point to training.  Placing so much emphasis on training is understandable when you consider the specific types of skills members need in order to function effectively in a self-directed work team (Wellins, Byham, & Wilson, 1991).  After all, people do not automatically possess these skills; past work environments may have reinforced habits contrary to those that are needed for successful teamwork.  This is not a motivation problem; rather, people don’t automatically know how to solve problems as a group, reach consensus decisions, or make presentations of ideas.  Until their skills improve to the point where they feel comfortable, they will avoid performing these tasks at all costs.  Fortunately, training for effective team performance will help, given enough time, planning, and resources (Welling et al. 1991). 

    In order to adequately perform their responsibilities, teams need members with the appropriate mix of skills.  These skills go beyond what is required in a traditional organization.  Morhman, Cohen, and Mohrman, Jr., (1995) identify six categories in which these skills can be classified:

• Technical or functional competence: People in all organizations need to be technically competent.  Employees need to have the body of knowledge that defines competence in their field and be able to apply this knowledge to the project or task at hand.

• Cross-training:  Usually within a manufacturing environment, employees are often cross-trained on a full set of team skills.  Team require members to have, at a minimum, enough understanding of the skills of their teammates to be able to discuss issues and trade-offs as the team develops.

• Interpersonal and conflict resolution skills: Working effectively with others requires the ability to communicate clearly, to listen, to feel free to expressing ideas and feelings, and to be willing to disagree.  

• Decision-making skills: In order to make decisions about how to do work, deal with issues that arise, and determine solutions to problems, teams need decision-making skills.  Team members need to lean and become proficient at the decision-making process they use.

• Learning skills:  Team members need to be open to learning.  Scientific and technological advances mean that team members need to be willing to acquire new knowledge to stay current in their fields.  Also, learning to develop and enhance interpersonal and conflict resolution skills also assists members' abilities to work together.

• Leadership skills:  Team members will be put into various leadership roles, including that of team leader, technical mentor, systems integrator, and liaison.  These leadership roles require skills of informal influence, meeting management, ad communication that are similar to those required by a member not in a leadership role (pg. 248-253).