Dear Frnds
Came across this interesting article by Sam Pitroda -CEO of WORLD TEL. find it quite relevant in the indian context. SO sharing the same with u...hope u like it.
Regards
Swati
THE MAGIC OF TEAM WORK
Here is an article by Sam Pitroda, Chairman & CEO of World Tel –
A special one for Indians.
(One Indian = 10 Japanese, 10 Indians = One Japanese)
Lack of teamwork and co-operation is one of the most serious problems affecting progress in all areas of India and wherever Indians work worldwide. The key problem in India is always implementation, not lack of policies. We have great policies and ideas about how to do things, but severely lacking teamwork.
When the Japanese came to work in India to develop the Maruti Suzuki car, a joke went around that one Indian was equal to 10 Japanese: Indians were very smart, capable and dedicated individuals. But 10
Indians were equal to 1 Japanese: Indians lacked team spirit and co-operation.
What makes matters even worse is our "crab" mentality - if someone is trying to climb higher and achieve more, the others just drag him down. The signal that the others send out is, " I wouldn't do it; I wouldn't let you do it; and if by chance you start succeeding, we will all gang up and make sure that you don't get to do it."
The question is: Where does this attitude come from, and how do we recognize and handle it? Hierarchical System Part of the problem is our cultural background. We've had feudal and a hierarchical social system in which whoever is senior supposedly knows the best. This was fine in earlier times when knowledge and wisdom were passed on orally; but in modern society, there is no way that one person can know everything. Today, you may find that a young computer-trained person has more answers for an accounting problem than a senior accountant has. Until we understand how best to leverage this diversity of experience, we will not be able to create and fully utilize the right kind of teams.
Sam Pitroda: " In my younger days in the US, I attended an executive seminar for Rockwell International, where about 25 senior company executives had congregated for a week for strategic discussion. In the evenings, we would break out into five different groups of five people each. In those group workshops, someone would delegate tasks, saying: " You make coffee; you take notes; you are the chairman; and you clean the board". The next day, there would be different duties for each group member. No one ever said, " But I made coffee twice or I cleaned the board entire day". I thought to myself, if this were happening in India, people would be saying, " But I'm the senior secretary - why should I make the coffee and you be the chairman?" Hierarchy comes naturally to our minds.
What Derails a Team?
Group work requires a thorough understanding of the strengths and weaknesses of individuals irrespective of their hierarchy. Because of our background, we often don't learn how to exercise and accept leadership- to lead and to follow - simultaneously. Some gravitate toward exercising leadership, and others gravitate toward accepting the lead of others. But in true teamwork, everyone needs to do both.
Being a good team player implies respect for others, tolerance of different points of view and willingness to give. The ability to resolve conflicts without either egotism or sycophancy is a very important aspect of being a team player: You have to agree to disagree. I find that people in India somehow tend to focus on achieving total agreement, which is almost always impossible. So before work begins people want everyone to agree on everything instead they should say OK. This is what we agree on, so let's start working on this. What we don't agree on, we will resolve as we go along". For things to move forward, it's important to work on the agreed-upon aspects and not get bogged down in the areas of disagreement. Yet another snake that kills teamwork is people's political agendas. You've got to be open, clear and honest to be a good team player. Most people though, have a hidden agenda - they say something but mean the exact opposite. I call it "split-level consciousness". To say and mean the same thing is a very critical part of a good work ethic.
Criticizing the individual or the idea?
When Sam was working in C-DOT (400 employee size company), If someone had not been doing well, Sam used to tell the person directly to his face in a general meeting. The employees said that was insulting and they should be pulled aside individually to be told of the inefficiency. But in today's world, you cannot afford to do that every time. Besides, Sam figured that criticizing someone in a meeting was for the benefit of all present, and everyone could learn from that individual's mistakes. It was then that Sam learned how Indians do not differentiate between criticizing an idea and criticizing an individual.
So in a group, if you tell someone that his idea is no good, he automatically takes it personally and assumes that you are criticizing him. No one can have a good idea everyday on every issue. If you disagree with my idea, that does not mean that you have found fault with me as a person. Thus, it is perfectly acceptable for anyone to criticize the boss - but this concept is not a part of the Indian System. So from time to time, it is important for an organization's Chief Executive to get a report on the psychological health of the firm. How do people in the team feel? Are they stable? Confident? Secure? Comfortable? These are the key elements of a team's success. For a boss to be comfortable accepting criticism from subordinates, he must feel good about himself. Self-esteem is a key prerequisite to such a system being successful.
Mental Vs. Physical Workers Another serious problem facing India is the dichotomy and difference in respectability between physical and mental workers, which seriously affects team performance.
Mr. Sam had a driver named Ram, who he thought was one of the best drivers in the world. He used to open the door for him whenever he entered or exited the car. Right in the first few days Sam told him "Ram bhai, you are not going to open the door for me. You can do that I f I lose my hands". Ram almost started crying. He said, " Sir, what are you saying? This is my job!" Sam told him that I didn't want to treat him like a mere driver. He had to become a team player. Sam told him that whenever he was not driving, he should come into office and help out with office work - make copies, file papers, send faxes, answer phone call or simply read - rather than sit in the car and wait for me to show up.
Diversifying tasks increases workers' self-esteem and motivation and makes them team players. Now, even If Sam calls him for work in the middle of the night, he is ready - because Sam respects him for what he does. Team Interactions unfortunately, when good teams do get created, they almost invariably fall apart. In our system today it is very difficult to build teams because nobody wants to be seen playing second fiddle. It is very hard in India to find good losers. Well, you win some and you lose some. If you lose some, you should move on! You don't need to spend all your time and energy of different cultural backgrounds, religions, ethnicities and caste groups - a fertile ground of diversity in the workplace. We should actually be experts in working with diversity. But it can only happen when we get rid of personal, caste and community interests.
There could be a 40-year-old CEO with a 55-year-old VP. It has nothing to do with age; capability and expertise are what counts. But you don't yet see these attitudes taking hold in India. Managers in the US corporate environment who work with Indians - and in fact, with Asians in general - need to recognize that these individuals have a tendency to feel that they are not getting recognition or are not being respected. It must be realized that these individuals have lower self-esteem to begin with and therefore have to be pampered and encouraged a little more because they need it. This makes them feel better and work better. No Substitute for Teamwork. Teamwork is key to corporate and national governance, and to get anything done.
The fundamental Issues are respect for others, openness, honesty, communication, willingness to disagree, resolution of conflict, and recognition that the larger goal of the team as a whole rumps Individual or personal agendas.
Don't be afraid of pressure. Remember that Pressure is what turns a lump of coal into a diamond.
cle on TEAMWORK by Subroto Bagchi-
From India, Chennai
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1Came across this interesting article by Sam Pitroda -CEO of WORLD TEL. find it quite relevant in the indian context. SO sharing the same with u...hope u like it.
Regards
Swati
THE MAGIC OF TEAM WORK
Here is an article by Sam Pitroda, Chairman & CEO of World Tel –
A special one for Indians.
(One Indian = 10 Japanese, 10 Indians = One Japanese)
Lack of teamwork and co-operation is one of the most serious problems affecting progress in all areas of India and wherever Indians work worldwide. The key problem in India is always implementation, not lack of policies. We have great policies and ideas about how to do things, but severely lacking teamwork.
When the Japanese came to work in India to develop the Maruti Suzuki car, a joke went around that one Indian was equal to 10 Japanese: Indians were very smart, capable and dedicated individuals. But 10
Indians were equal to 1 Japanese: Indians lacked team spirit and co-operation.
What makes matters even worse is our "crab" mentality - if someone is trying to climb higher and achieve more, the others just drag him down. The signal that the others send out is, " I wouldn't do it; I wouldn't let you do it; and if by chance you start succeeding, we will all gang up and make sure that you don't get to do it."
The question is: Where does this attitude come from, and how do we recognize and handle it? Hierarchical System Part of the problem is our cultural background. We've had feudal and a hierarchical social system in which whoever is senior supposedly knows the best. This was fine in earlier times when knowledge and wisdom were passed on orally; but in modern society, there is no way that one person can know everything. Today, you may find that a young computer-trained person has more answers for an accounting problem than a senior accountant has. Until we understand how best to leverage this diversity of experience, we will not be able to create and fully utilize the right kind of teams.
Sam Pitroda: " In my younger days in the US, I attended an executive seminar for Rockwell International, where about 25 senior company executives had congregated for a week for strategic discussion. In the evenings, we would break out into five different groups of five people each. In those group workshops, someone would delegate tasks, saying: " You make coffee; you take notes; you are the chairman; and you clean the board". The next day, there would be different duties for each group member. No one ever said, " But I made coffee twice or I cleaned the board entire day". I thought to myself, if this were happening in India, people would be saying, " But I'm the senior secretary - why should I make the coffee and you be the chairman?" Hierarchy comes naturally to our minds.
What Derails a Team?
Group work requires a thorough understanding of the strengths and weaknesses of individuals irrespective of their hierarchy. Because of our background, we often don't learn how to exercise and accept leadership- to lead and to follow - simultaneously. Some gravitate toward exercising leadership, and others gravitate toward accepting the lead of others. But in true teamwork, everyone needs to do both.
Being a good team player implies respect for others, tolerance of different points of view and willingness to give. The ability to resolve conflicts without either egotism or sycophancy is a very important aspect of being a team player: You have to agree to disagree. I find that people in India somehow tend to focus on achieving total agreement, which is almost always impossible. So before work begins people want everyone to agree on everything instead they should say OK. This is what we agree on, so let's start working on this. What we don't agree on, we will resolve as we go along". For things to move forward, it's important to work on the agreed-upon aspects and not get bogged down in the areas of disagreement. Yet another snake that kills teamwork is people's political agendas. You've got to be open, clear and honest to be a good team player. Most people though, have a hidden agenda - they say something but mean the exact opposite. I call it "split-level consciousness". To say and mean the same thing is a very critical part of a good work ethic.
Criticizing the individual or the idea?
When Sam was working in C-DOT (400 employee size company), If someone had not been doing well, Sam used to tell the person directly to his face in a general meeting. The employees said that was insulting and they should be pulled aside individually to be told of the inefficiency. But in today's world, you cannot afford to do that every time. Besides, Sam figured that criticizing someone in a meeting was for the benefit of all present, and everyone could learn from that individual's mistakes. It was then that Sam learned how Indians do not differentiate between criticizing an idea and criticizing an individual.
So in a group, if you tell someone that his idea is no good, he automatically takes it personally and assumes that you are criticizing him. No one can have a good idea everyday on every issue. If you disagree with my idea, that does not mean that you have found fault with me as a person. Thus, it is perfectly acceptable for anyone to criticize the boss - but this concept is not a part of the Indian System. So from time to time, it is important for an organization's Chief Executive to get a report on the psychological health of the firm. How do people in the team feel? Are they stable? Confident? Secure? Comfortable? These are the key elements of a team's success. For a boss to be comfortable accepting criticism from subordinates, he must feel good about himself. Self-esteem is a key prerequisite to such a system being successful.
Mental Vs. Physical Workers Another serious problem facing India is the dichotomy and difference in respectability between physical and mental workers, which seriously affects team performance.
Mr. Sam had a driver named Ram, who he thought was one of the best drivers in the world. He used to open the door for him whenever he entered or exited the car. Right in the first few days Sam told him "Ram bhai, you are not going to open the door for me. You can do that I f I lose my hands". Ram almost started crying. He said, " Sir, what are you saying? This is my job!" Sam told him that I didn't want to treat him like a mere driver. He had to become a team player. Sam told him that whenever he was not driving, he should come into office and help out with office work - make copies, file papers, send faxes, answer phone call or simply read - rather than sit in the car and wait for me to show up.
Diversifying tasks increases workers' self-esteem and motivation and makes them team players. Now, even If Sam calls him for work in the middle of the night, he is ready - because Sam respects him for what he does. Team Interactions unfortunately, when good teams do get created, they almost invariably fall apart. In our system today it is very difficult to build teams because nobody wants to be seen playing second fiddle. It is very hard in India to find good losers. Well, you win some and you lose some. If you lose some, you should move on! You don't need to spend all your time and energy of different cultural backgrounds, religions, ethnicities and caste groups - a fertile ground of diversity in the workplace. We should actually be experts in working with diversity. But it can only happen when we get rid of personal, caste and community interests.
There could be a 40-year-old CEO with a 55-year-old VP. It has nothing to do with age; capability and expertise are what counts. But you don't yet see these attitudes taking hold in India. Managers in the US corporate environment who work with Indians - and in fact, with Asians in general - need to recognize that these individuals have a tendency to feel that they are not getting recognition or are not being respected. It must be realized that these individuals have lower self-esteem to begin with and therefore have to be pampered and encouraged a little more because they need it. This makes them feel better and work better. No Substitute for Teamwork. Teamwork is key to corporate and national governance, and to get anything done.
The fundamental Issues are respect for others, openness, honesty, communication, willingness to disagree, resolution of conflict, and recognition that the larger goal of the team as a whole rumps Individual or personal agendas.
Don't be afraid of pressure. Remember that Pressure is what turns a lump of coal into a diamond.
cle on TEAMWORK by Subroto Bagchi-
From India, Chennai
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hey that article was too good... looking forward to see some more articles like that......... keep up the good work......... :)
From India, Ahmadabad
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From India, Ahmadabad
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Hi Rajat,
I'm glad that the article is of some use to you. So, you are going to conduct a training session based on the story - sounds interesting! I would like to know how you are planning to go about it, in the sense of the design structure and the potential clientele that you are going to capture.
Regards,
Swati
Hi all,
I'm glad you liked the article. Needless to say, I will definitely keep you all posted about such interesting articles that I come across in the future as well.
Regards,
Swati
From India, Chennai
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I'm glad that the article is of some use to you. So, you are going to conduct a training session based on the story - sounds interesting! I would like to know how you are planning to go about it, in the sense of the design structure and the potential clientele that you are going to capture.
Regards,
Swati
Hi all,
I'm glad you liked the article. Needless to say, I will definitely keep you all posted about such interesting articles that I come across in the future as well.
Regards,
Swati
From India, Chennai
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Hey Swati,
That was a really great piece. It is very true that most of us, by natural instincts, are not team players. Yet, it is the team that can achieve targets which one individual cannot.
Does anyone have any good ideas on team bonding exercises? Please share them. As HR people, I think this is one area that all of us can benefit from, and practical advice is always welcome. 😊
From India, New Delhi
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That was a really great piece. It is very true that most of us, by natural instincts, are not team players. Yet, it is the team that can achieve targets which one individual cannot.
Does anyone have any good ideas on team bonding exercises? Please share them. As HR people, I think this is one area that all of us can benefit from, and practical advice is always welcome. 😊
From India, New Delhi
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Hi Swati,
Great article about teamwork.
Sonali asked about some team games.
Some tips on conducting team games:
1. Before conducting the game, decide what you want to achieve. Games can be used to achieve communication in teams, cooperation in teams, getting cross-departmental teams to work on a project, identifying a leader in a team, etc.
2. The setup and materials. Make sure you have the right stuff and enough. Also, make sure you are not using anything that will cause injury. Once, I was part of a team exercise where glass bottles were used. Unfortunately, one member cut his hand while trying the team game.
3. Most important - try out the game yourself once before you present it to a team. The worst part of a team game is when it bombs, so it's better to try it.
Okay, now for the team game.
Name: Hidden Hands
Objective: To develop the need for communication and expression among team members.
Team size: Teams of 5 or 6
Method:
1. Cut out a cartoon strip from the Sunday Times (Garfield, Beetle Bailey, or Hagar - it has about 5-6 panels).
2. Copies - one for each team and one master copy.
3. Cut out each panel of the cartoon strip. Now, you will have many pieces of paper, each with one part/panel of the cartoon strip. If there are 5 panels, then have 5 members per team.
4. Put each set of panels in one envelope.
Now, seat the teams around tables, each team at a distance from each other. Give each team an envelope containing one set of panels.
The team members are going to give each team member a piece of paper containing a picture of a cartoon which forms part of a story. Sometimes when the number of panels is more than the team members, I give 2 panels to a member. The members are not allowed to show their panels to each other. This is a communication exercise, and they have to communicate verbally to each other and describe the contents of their panel.
The objective is to have each team put the panels together to form the story. Only when the team has decided the order of the panels, each member numbers his panel on the back and hands it to a leader. The leader then puts them in the order of the numbering.
The facilitator then shows them the master copy and lets them check if they have got the order right.
Getting the right order depends on how each member describes his/her panel and how the others listen and how one member takes on the role of a leader and puts it together.
The facilitator asks each team what affected their success or failure. He watches for team members blaming others for not describing their panel effectively, etc.
Sum up by mentioning that for a team to work effectively, verbal expression and listening are very essential.
That's all for now. Hope this helps.
Regards,
Amruth
Email: amruth@greatscope.com
Website: www.greatscope.com
From India, Mumbai
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Great article about teamwork.
Sonali asked about some team games.
Some tips on conducting team games:
1. Before conducting the game, decide what you want to achieve. Games can be used to achieve communication in teams, cooperation in teams, getting cross-departmental teams to work on a project, identifying a leader in a team, etc.
2. The setup and materials. Make sure you have the right stuff and enough. Also, make sure you are not using anything that will cause injury. Once, I was part of a team exercise where glass bottles were used. Unfortunately, one member cut his hand while trying the team game.
3. Most important - try out the game yourself once before you present it to a team. The worst part of a team game is when it bombs, so it's better to try it.
Okay, now for the team game.
Name: Hidden Hands
Objective: To develop the need for communication and expression among team members.
Team size: Teams of 5 or 6
Method:
1. Cut out a cartoon strip from the Sunday Times (Garfield, Beetle Bailey, or Hagar - it has about 5-6 panels).
2. Copies - one for each team and one master copy.
3. Cut out each panel of the cartoon strip. Now, you will have many pieces of paper, each with one part/panel of the cartoon strip. If there are 5 panels, then have 5 members per team.
4. Put each set of panels in one envelope.
Now, seat the teams around tables, each team at a distance from each other. Give each team an envelope containing one set of panels.
The team members are going to give each team member a piece of paper containing a picture of a cartoon which forms part of a story. Sometimes when the number of panels is more than the team members, I give 2 panels to a member. The members are not allowed to show their panels to each other. This is a communication exercise, and they have to communicate verbally to each other and describe the contents of their panel.
The objective is to have each team put the panels together to form the story. Only when the team has decided the order of the panels, each member numbers his panel on the back and hands it to a leader. The leader then puts them in the order of the numbering.
The facilitator then shows them the master copy and lets them check if they have got the order right.
Getting the right order depends on how each member describes his/her panel and how the others listen and how one member takes on the role of a leader and puts it together.
The facilitator asks each team what affected their success or failure. He watches for team members blaming others for not describing their panel effectively, etc.
Sum up by mentioning that for a team to work effectively, verbal expression and listening are very essential.
That's all for now. Hope this helps.
Regards,
Amruth
Email: amruth@greatscope.com
Website: www.greatscope.com
From India, Mumbai
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It was a fantastic article. We see the same in Malaysian culture. I seem to feel that our colonial masters had done a good job of cultivating such negative things before they left us for self-rule!
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Hi,
Yet another similar game on communication between team members.
A team/group of 7 players.
Roles:
- One Observer
- One Big Boss (A)
- One Boss (B)
- Three Subordinates (X, Y, Z)
- One Communicator (C)
Each of the players (A, B, X, Y, Z) is given a sheet of paper with 5 symbols on them. Only ONE symbol is common between all five. The goal of the game is to identify the symbol.
Rules of Communication:
- A can only communicate to B, B can communicate with A.
- B can communicate with X, Y, Z, and X, Y, Z can communicate ONLY with B.
- X, Y, Z CANNOT communicate with each other or with A.
- Communication will be done in written form ONLY.
- No verbal comments, sign language, or non-verbal feedback.
- The 5 members can sit in a fashion where they cannot see each other and pass visual messages.
- They will write the name of the sender and recipient on a chit along with the message and raise their hands. The communicator will take the chit, see the receiver's name, and pass it on to him. The sender of the message cannot say anything to the communicator or point towards the receiver.
- ABSOLUTELY NO OTHER FORM OF COMMUNICATION ALLOWED except WRITTEN.
It can really be fun as well as frustrating. The observer will keep a close watch on the participants.
A fixed time of 20 minutes is given. After that time period, the group (A, B, C, X, Y, Z) is allowed to discuss their performance and start their internal blame game. The observer will closely observe this exchange and then present his group's behavior in front of all.
The significance of Teamwork, Written Communication, and Feedback is well understood in this exercise.
In case of any further clarification, you can call me on +91-98926006610.
...shoOOonya...
From Switzerland, Geneva
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Yet another similar game on communication between team members.
A team/group of 7 players.
Roles:
- One Observer
- One Big Boss (A)
- One Boss (B)
- Three Subordinates (X, Y, Z)
- One Communicator (C)
Each of the players (A, B, X, Y, Z) is given a sheet of paper with 5 symbols on them. Only ONE symbol is common between all five. The goal of the game is to identify the symbol.
Rules of Communication:
- A can only communicate to B, B can communicate with A.
- B can communicate with X, Y, Z, and X, Y, Z can communicate ONLY with B.
- X, Y, Z CANNOT communicate with each other or with A.
- Communication will be done in written form ONLY.
- No verbal comments, sign language, or non-verbal feedback.
- The 5 members can sit in a fashion where they cannot see each other and pass visual messages.
- They will write the name of the sender and recipient on a chit along with the message and raise their hands. The communicator will take the chit, see the receiver's name, and pass it on to him. The sender of the message cannot say anything to the communicator or point towards the receiver.
- ABSOLUTELY NO OTHER FORM OF COMMUNICATION ALLOWED except WRITTEN.
It can really be fun as well as frustrating. The observer will keep a close watch on the participants.
A fixed time of 20 minutes is given. After that time period, the group (A, B, C, X, Y, Z) is allowed to discuss their performance and start their internal blame game. The observer will closely observe this exchange and then present his group's behavior in front of all.
The significance of Teamwork, Written Communication, and Feedback is well understood in this exercise.
In case of any further clarification, you can call me on +91-98926006610.
...shoOOonya...
From Switzerland, Geneva
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Hi Sonali,
Hey, I was just trying to find out some new icebreakers for the training sessions. I came across some good ones on Google but haven't saved them. I did come across a couple of good ones on teamwork on the site - check it out.
Regards,
Swati
From India, Chennai
Acknowledge(0)Amend(0)
Hey, I was just trying to find out some new icebreakers for the training sessions. I came across some good ones on Google but haven't saved them. I did come across a couple of good ones on teamwork on the site - check it out.
Regards,
Swati
From India, Chennai
Acknowledge(0)Amend(0)
Hi,
This is one of the wonderful articles I have come across about teamwork of Indians. Apart from the reasons mentioned, there are some historic and psychological reasons for the same.
One of the reasons for the non-effective functioning of teams in India is a psychological reason. In India, children are brought up in such a way that they tend to blame others for whatever failure they come across. It goes to the extent that if a child falls trying to walk, we tend to tell the child that it's not his mistake but that of the floor. This kind of attitude is inculcated from childhood. That is the reason when Indians become team players, everyone tries to find fault with others. This basically hampers team spirit.
One more basic problem Indians face is the attitude of "I CAN DO NO WRONG" and "I KNOW BETTER THAN ANYONE ELSE." Unless the team member changes this attitude, no one can enhance team performance. Team managers and team leaders should consider these while building the team.
One of the historic reasons may be that as India was under British rule, the tactics they used to rule this great country were a simple one: "Divide and Rule." This concept has made Indians fight among themselves, and the British used to rule without any pressure. Indians got accustomed to this rule, and it has gone into the blood of Indians. That is one of the reasons why Indians cannot make very good team members (but can be very good team leaders).
Best Regards,
Ram
From India, Hyderabad
Acknowledge(0)Amend(0)
This is one of the wonderful articles I have come across about teamwork of Indians. Apart from the reasons mentioned, there are some historic and psychological reasons for the same.
One of the reasons for the non-effective functioning of teams in India is a psychological reason. In India, children are brought up in such a way that they tend to blame others for whatever failure they come across. It goes to the extent that if a child falls trying to walk, we tend to tell the child that it's not his mistake but that of the floor. This kind of attitude is inculcated from childhood. That is the reason when Indians become team players, everyone tries to find fault with others. This basically hampers team spirit.
One more basic problem Indians face is the attitude of "I CAN DO NO WRONG" and "I KNOW BETTER THAN ANYONE ELSE." Unless the team member changes this attitude, no one can enhance team performance. Team managers and team leaders should consider these while building the team.
One of the historic reasons may be that as India was under British rule, the tactics they used to rule this great country were a simple one: "Divide and Rule." This concept has made Indians fight among themselves, and the British used to rule without any pressure. Indians got accustomed to this rule, and it has gone into the blood of Indians. That is one of the reasons why Indians cannot make very good team members (but can be very good team leaders).
Best Regards,
Ram
From India, Hyderabad
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