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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 our staff.
• 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 later.
• 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.