Team Building Consultant
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Skillman, NJ 08558
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Team Diagnosis: Typical Assignments
- ILC Data Device Corporation. This
comprehensive data collection project involved the
facilitation of 20 focus group meetings on the issue of
employee motivation. The responses from the meetings were
summarized, analyzed and served as the basis for a series of
recommended actions. The final report, presented to the senior
management team, was enthusiastically accepted and the
recommendations are being implemented. Department feedback
meetings were conducted by in-house facilitators trained by
- Massachusetts Medical Society, Publications
Department. Working collaboratively with a team from
the Media Resources Division, we designed a customized culture
survey. This 40-item instrument was administered prior to the
organization's transition to a team-based environment. The
purpose was to (1) identify any culture issues that might
affect the transition and needed to be addressed, and (2)
serve as a baseline against which to measure progress over
time. The results did indeed lead to specific, immediate
actions and the survey was administered again one year
- Bellcore. Over the course of a 12-year
consulting relationship, we designed and administered and then
redesigned and readministered an employee climate survey. The
instrument maintained a core group of items that was
supplemented by questions that addressed current issues facing
the organization. In each case, individual interviews with
employees provided data for the survey items. In addition,
supplementary focus groups were conducted with a cross section
of employees to add valuable insights and "flavor"
to the survey responses.
- Novo Nordisk Pharmaceuticals, Inc. In
conjunction with the internal OD consultant, we designed and
administered a multi-level diagnostic process for their
product development teams. The process included: (1)
individual interviews with the project managers, (2)
completion of a team assessment survey by team members, and
(3) observation of project team meetings using a structured
observation guide. The results were compiled and presented to
each team in a feedback meeting.
- Izod Retail Division, Phillip-Van Heusen.
In 1999 this organization, with my assistance, began a
survey/feedback/action planning process that is now on-going.
Initially, I worked with an employee team to design and
administer a custom, organizational improvement survey. The
data were presented to the entire organization and teams
formed to address the issues identified. The Division has
continued this process, re-administering the survey annually.
I have continued to consult with them but my role has
diminished and will eventually end as the organization assumes
responsibility for the process.