STANDING A group of people who meet periodically to work on a recurring or critical business purpose or issue. This is usually a team that does not disband because of the nature of the issue (safety, quality, etc.) Standing team membership is normally shifted according to a set of rotational rules, and members ordinarily serve in addition to their regular duties. To plan for, strategize, and deal with long-term recurring or critical issues. NATURAL A of people completing interdependent tasks, or working on common products, customers, or purposes. A natural team is an intact work group that may be constructed functionally (e.g., HR, Community Health) or cross-functionally (e.g.- a process team, a product team, or a work cell) To carry out the daily work efficiently and To push decision making closer to the actual work. Team Charter Template PURPOSE Background: (History leading up to present condition) Team Mission/Purpose (Statement of why this team is being created - what are the problem(s) to be addressed?) MEMEBERSHIP AND ROLES
Organization ALIGNING CORE BUSINESS TO ORGANIZATION: Clear Mission/Purpose There is a common purpose that is understood and accepted by all members Agreed on Goals Everyone what needs to be accomplished to achieve the purpose and what the priorities are Measures to Determine Success The team has and uses measures to determine how well the goals are being met HOW TEAM IS PERCEIVED BY ORGANIZATION: Reputation/Credibility How is the team perceived by both internal and external customers/ stakeholders? Understanding Stakeholder and Customer Requirements Do we know and agree on what constitutes good customer service? Understood Process for Communicating and Working Effectively with All Outside of Group Does the team understand how communication and decisions are made outside of the team?
1 (disagree) 2 3 4 The team is well structured to accomplish its goals 1 (disagree) 2 3 4 (agree) Resources are used in the best way possible to accomplish the work 1 (disagree) 2 3 4 The team uses continuous improvement techniques regularly Relationship/Team:
without employee input Little decision making skill or expertise required of work group well when there is little time available Works well in crisis situations Works well with “big picture” decisions Does not promote commitment to the decision Limited to the creativity of the individual decision Group’s knowledge and experience not utilized Requires leader to make decisions alone Leader makes decision after input from work group Allows for from work group Employees feel more involved Speeds up decision making Leader retains control of the decision Can create employee resentment Can time and blur focus Can trigger turf conflicts or imply favoritism Leader needs to go to greater lengths to communicate rationale for the decision making process and for the decision Group consensus Utilizes everyone’s knowledge and experience Works best in a small group (12 or less) Promotes high level of commitment to decision Takes advantage of creativity of many individuals and creates synergy Work group has ability to get all the information it needs to make decision and understand rationale for making the decision High trust in the work group is necessary High and experience in decision-making needed of work group Requires more time After spending time, may still not be able to reach a decision Delegation to group Communicates employee empowerment Taps employee creativity Helps employees gain greater knowledge of overall organization Successful decisions strengthen team Approach can threaten leaders May be seen as abdication of leader Group may lack clout to get things done May require a strong facilitator Clear rules needed to resolve issues/conflict Decision Making Case Studies In the following situations you are the supervisor in the work