PROFESSIONAL UNDERSTANDING

Professional Understanding

Professional Understanding

Introduction

A lot has been said and written about individual competencies at work. I recently met with a senior member of an organization who had commissioned an expensive study on the competencies required in his organization, as the basis for building a training plan. He told me that 122 competencies had been defined.On looking at the list they all seemed plausible, if not obvious. But the thought of a person being trained in 122 competencies made me wonder when they would have time to do any work.(Margerison,2007,56) In contrast, the issue of team competency has received little attention. Yet, it is on the competency and effectiveness of teams that we depend. The pilots of aircraft depend on their crews, just as surgeons depend on their nurses.Margerison therefore suggest that the overemphasis on the individual competence level is misplaced. Individual competencies are important, but they need to be seen in the context of what a team requires to perform well. In our work on team management, this is what we have done.(Osgood,2003,89)

Case example

Margerison started the process when working as a consultant for the Shell Oil Company. Margerison was asked to interview staff working in their refineries and research organization, plus their administrative staff. The object of the interviews was to understand what individuals felt they contributed to their team and what they wanted from others.

As we discussed the issues, I heard key words which people in different areas said were important. For example:

in the refinery the engineers, when asked what their major contribution was, said “we produce the product”;

in the research laboratories the researchers said “we innovate”;

in the accounting department they said they provided good advice and information.

Margerison tested these simple definitions elsewhere and found similar results. In addition, I also worked with other groups and asked them their views:

those who were representing their organization in sales said they were promoting the products and services;

those in marketing said they were developing new products and services;

those in safety work said they focused on inspecting.

Team competency and team language

It was in those meetings that the original idea for team management systems, and the language of teamwork began to take shape, though it took a number of years to develop a well-tested system. Margerison knew the “language” had to be straightforward, and not academic in tone. It had to reflect the language that was used every day at work. It had to be built into a system that everyone could understand. (Margerison,2007,56)

After many discussions I came to the view that there are nine major team competency factors. Subsequently, Pietroni have tested them in all major industries and in countries with diverse cultures from Malaysia, the USA, Saudi Arabia, Australia, Japan and the UK. I have found the language is understood and reflects day-to-day work experiences. Moreover, in discussing the nine key areas with team members they realize that to be effective the team as a whole needs to be competent in all ...