Our Shared Agenda

Has there ever been a better case for working in small groups than today as we each look for ways to cope with 'social distancing' and the general impact of Covid-19?  Whether leading in the public, private or voluntary sector, you're having to totally rethink how, when and where your people work, be they volunteers or employees. 

 

One answer might be as small inter-connected yet self-managing groups, possibly using task forces as the model. 

 

So what is a task force and why might it be a useful option at this time?

 

Sometimes called a 'project team' or 'working group', a task force is a small group (usually four to ten people) that brings together a particular set of skills to complete a specific, time-limited project (or related projects). 

Across your organisation, such groups could drive forward a number of projects to get you back on your feet. And, being small self-managing groups, they should be able to operate safely within 'social distancing' rules. 

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I have found task forces invaluable when dealing with complex or thorny issues and especially when the outcomes affected people deeply, were emotionally charged or impacted on much of the organisation. I have also found them very useful when leading groups of volunteers (see the paper on festival management in the miscellany section).

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How should you proceed?

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Most task forces are created to solve a problem or address an issue. So, before you select the group, take time to decide exactly what it is that you want the task force to work on. Don't be frightened to do this analysis on the 'back of fag packet' but, whatever you do, beware confusing causes and effects.

 

Having decided what it is you want to achieve, now is the time to select the right people for this particular task force. Don’t just ask for volunteers – often the best people for the job won’t step up. Take a strategic approach to the selection of task force members, and, at all costs, don’t go for the 'usual suspects'. They often won’t challenge the status quo. Importantly, include one or two sceptics, but not cynics; you want people who will challenge each other's thinking but, at the same time, have a strong interest in getting something done.

 

It is also important that your task force is diverse. By bringing multiple perspective to the issues, you and the group:

 

• bring together different skills, ideas and experiences, 

• should get a stronger 'buy-in',

• become the project's advocates within the organisation,

• squash rumours about the project, 

• foresee potential hurdles to implementation, and 

• build solutions into your recommendations. 

 

Having selected the group, gather them together in a way that safeguards 'social distancing' (large room or via internet) and engage them in root case analysis. Mindmaps, Toyoda's Five Whys and an Ishikawa Diagram are each excellent tools with which to examine issues. Combined with 'brain-storming', the actual process will also serve to underpin the group's 'forming' stage. 

 

Once you're all agreed that the group is working towards the right goal(s), take time to write clear terms of reference. These can be as brief as a page or two, but should include: 

 

• the purpose and objectives of the project, 

• the roles and responsibilities of the task force, 

• a list of tasks and expected outcomes, 

• the overall project timeline, and 

• the resources that will be made available. 

 

If you're looking for a more structured approach to this process, now would be the perfect time to take a look at the section on the website about how to write project terms of reference (TORs). There I have outlined a process using BOSCARD. Intrigued by the acronym? These are the headings for various sections :

 

• Background

• Objectives

• Scope

• Constraints

• Assumptions

• Risks

• Deliverables

 

One very positive benefit about the process of writing terms of reference (using BOSCARD or similar) is that the very act engages the entire group in the planning of the project and provides a quick way of delivering all the necessary project information to the project's stakeholders.

 

When you're up and running, it is important that you pay attention to the group dynamics; ineffective group processes are a leading contributor to less than ideal outcomes. So you might like to take another look at the notes about group dynamics and group development.

 

When the project is complete, you and the group must find time for the 'adjourning' stage mentioned by Bruce Tuckman. It will ensure 'closure' and the feedback should help you to decide what, if any, process changes you might want to make to your next task force. Oh yes, believe me - once you've led one task force, you'll be back for more.

 

Finally, don't lose sight of the opportunities for personal growth that the process of leading a small highly-focussed group provides you. Remember, you will have hand-picked its members and are leading them to do a very specific and crucial piece of work. It has clear TORs, stakeholder approval and provides you and the group with a very clear mission. How often has that been the case so far in your career?

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