V. M. Patel Institute of Management
1.2Teams Work to Save Lives in Tsunami-Stricken Asia
When one of the most popular earth-quakes on history struck deep beneath theIndian Ocean on December 26, 2004, more than 2, 25, 000 people were killed in theflooding. Almost immediately, teams of relief workers around the world were on their ways. In such immediate response situations, a common problem is team coordination – both within and between teams. For example in the Indonesian province of Aceh, 175tons of supplies waited at the airport for distribution because the proper equipment wasn’tthere. In addition, food distribution experts were lacking and, there was even confusionabout where food should be sent. Anticipating such problems in India, IBM installed acomplex computer system to coordinate aid among relief centers. This system helped set priorities so relief workers could respond quickly to most needy sites.Even world leaders had to learn about to be team players. When the tsunami firsthit, many nations obviously wanted to send help. President Bush wanted a “COREGROUP” of countries –India, the United States, Australia and Japan to coordinate relief work. France said that it would oversee aid to Sri Lanka and British Prime Minister TonyBlair proposed that U.K., since it was chair of the G8 group of industrialized nations,coordinate the relief work. But to be truly effective, these nations and their leaders had towork together as a team.This tragedy illustrates both the necessity of teamwork and the challenges of coordinatingwithin and between teams.
A Management – Creating effective teams for high performancePage 2