Team Work Training for

Improving Performance
Management: A Case of
Indian Nuclear Power
Plants

Presented By-

Akash Aggrawal
AbhishekAggrawal
Abhishek Kumar
Varun Sharma
Manish Kumar
 Overview

The case is all about the various team building

programme for NPCL nuclear power plants and
construction power projects.

This case describes the observations and

experience of the authors, who were associated
with the design, development and organising
of these training programmes during the said
period.
 Why ??
Consideration of nuclear power is high.

Because reduction in emission of green

house gases and pollution
All the countries are focusing in building
more nuclear plants to meet electric gap in
the country.
 Consideration on
Need for high safety
Because of :

Radio active Process for

generating electric
 Issues of NPCL
 Performance in the power station
 Improvement of individual competency
 Improvement of team resource utilization
 Team communication
 Floor level performance
 Mechanical performance
 Training
 Team Building
 Models
 A CONCEPTURAL MODEL
Exhibit 1 A Conceptual Model of Team
Building

Stages Themes Task Relationship

Outcomes Outcomes
Forming Awareness Commitment Acceptance
Storming Conflict Clarification Belonging
Norming Cooperation Involvement Support
Performing Productivity Achievement Pride
Adjourning Separation Recognition Satisfaction
 Team Training Programme
Objective--- improving floor level
performance management.

Responsible-- HRD group

Assignment--- developing and delivering

team training programmes in various
construction power projects and operating
power stations
 To other groups
 1300 first line supervisors

 37 customised programmes

 Five days each.

 National Productivity Council
Contd

In the consultation with the National Productivity

Council (NPC), training manuals were developed on
team building for both trainees and trainers.

Initially NPCIL conducted 25 programmes in a span of

four years at different sites involving NPC.

Later, in 1997-98, twelve programmes were organised

at the initiative of the headquarters by involving Kabil
Development Foundation (KDFPL), and further
 Need For team training
 Zero-defect performance
 New behaviour,
 New attitudes,
 New skills and new learning
 and problem solving systems
 Key characteristics
of an effective team as identified by NPCIL

Anticipation: Members anticipated problems in sensitive

situations

Communication: All status information, likely changes

and instructions were clear

Use of Resources: All available procedures, tools, and

resource persons were utilised

Error Prevention: Team members detected and prevented

others from making errors
 Learning objective
Through observation, identify the communication barriers that
are present in day-to-day working

Identify and explain non-verbal messages For a given situation,

Use feedback techniques to reinforce team work When in doubt,

Enquire to obtain the information needed to reinforce teamwork

Using facts and their probable consequences,

Advocate appropriate positions or concern Through

observation, identify and manage conflicts to promote
teamwork
 The safety culture in NPPs

conservative decision Making

Safety first-production next.

Peer checks on all action.

Potential for non consequential human errors

Long term and short-term safety capability of

the station.
 Programme Design
Based on the conceptual model the
programme was designed with six modules.
Each module had a distinct theme containing
specific sub-themes and activities
intended to first create an awareness of
human processes involved, and then practices
through action learning of techniques. Each
session had its own specific instruments and
exercises.
 Six Modules For team training programme

Module I: Teambuilding and Development

• Concept, nature and importance of team work
• Factors contributing to team building and development
• Steps of team building and development
• Overcoming blockages to team building and development
• Team building processes and interventions
Activities/Instruments:
• Micro-lab (unfreezing, initiating change process)
• Broken Squares (cooperation for resource utilisation, team
building processes and interventions)
• Maximising resources (group goals and organisational goals,
intra- and inter-group dynamics)
• Team blockages survey
• Cases on team building
Module II: Individual Assessment Module III: Leadership Development
• Transactional Analysis • Leadership concept and processes
• Interaction styles • Leading by understanding subordinates
• Interpersonal relations • Profile of people
• Awareness of self and others • Managing people with differing profiles
Activities/Instruments: Activities/Instruments:
• Transactional Styles Inventory (TSI) • Leadership Effectiveness and Adaptability Description
• Fundamental Interpersonal Relations Orientation-Behaviour (LEAD)
(FIRO-B) • Cases on Leadership
Module VI: Conflict Management and Assertiveness
Development
• Concept, nature and importance of conflict
• Conflict processes
• Models of conflict management
• Styles and approaches of conflict management
• Functional and dysfunctional conflicts
• Assertiveness development
• Basic techniques of assertion
Activities/Instruments:
• Conflict management styles survey
• Conflict management preferences
• Cases on conflict management
• Assertiveness actions, assertiveness beliefs
Training Resources, Instruments and
Measures
 Separate manuals
 IRPs-Internal Resource Persons.
 Role-Implementation,
 Continuous Reinforcement
 Case Studies
 Tackling Resistance

To tackle the problems of resistance and drive

forward
the process of team building across NPCIL, Kurt
Lewin’ Force Field Analysis Model , which provides
insights to balancing amidst the varying degrees
of driving and restraining forces. Driving forces
push organisational members towards
accomplishment of the change goals objectives.
Restraining forces, commonly called
‘resistance to change’,
 Self-development plans
These included root causes such as:

Identifying own blockages by seeking feedback and

developing openness Motivating subordinates and sharing
information Acknowledging contributions of different work
groups in achieving common goals
Importance of plant procedures
Importance of self- and peer-verified steps in plant work
Being assertive and open, without disrespect to
individuals.
 self-assessment initiatives
The process of assessment included data
gathering and analysis, overall team based
assessments, problem solving, training
workshops, practice through simulation
exercises and interpersonal coaching.
 Objective of feedback
Sense of ownership
 Sense of responsibility
 Accountability
 Internal customer orientation
Lessons Learnt and Conclusions
Team training as an intervention

Gradual development

Self-awareness skills

Attitudes required for competence in the work

place.

Training programmes cover all areas needed for attaining

full competence in the job: individual development and
team development through monitored on-the-job
performance,
Thank You