Pike place fish market peak performance in teams 1016

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  • Peak Performance in Teams Case Study: Pike Place Fish Market

    October 2016Dr. Mitchell Friedman+1-415-517-5756dr.mitchell.friedman@icloud.com

  • Pikes Place Fish Market Overview

    Sells seafood, related products from Seattle, WA location, and by phone, websitePurchased in 1965 by John Yokoyama, current ownerWorld famousfor its fish philosophy Huge crowds visit Seattle locationBusiness success has led to books, media coverage, videos, presentations

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  • Core Principles

    Making a profit not enoughLive life with genuine concern for othersGreatness is not individual, but collective. Greatness starts with individuals, however. A true team-based environment. Everyone assumes responsibility for their work and is accountable to peers. No blaming.

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  • What Happened that Led to Business Transformation

    Near-bankruptcy in 1986

    RESPONSE: Yokoyama stopped being authoritarian. He adopted inclusive, team-based, world famous commitment based on fish philosophy. Core tenets are Play, Make Their Day, Be There, and Choose Your Attitude.

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  • What Happened That Led to Business Transformation

    Customers complained RESPONSE: employees provided training and given authority to make a difference in customers experiences

    Company not meeting financial goals. Regular slow times led to layoffsRESPONSE: Employees decided on a no layoff policy

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  • Culture at Pikes Place Fish Market

    Employees are all go-getters and fully invested in world famous effort. This foster team cohesiveness and places fewer restraints on team decision making.Everyone must do anything. Cross training is provided. Social loafing is not a problem. Work is seen as opportunity to share vision. Employees are not just fish people but agents of change.

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  • Employee Engagement a Priority

    Open book management: finances accessible to allRecruitment/hiring. New employees are checked for fit during a three month initiation process. Individual motivation and affinity for team norms evaluated during this period. Daily performance reflections occur during daily meetings. Goals are discussed via open discussion, brainstorming.

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  • Summary of Effective Team Characteristics

    Identification-based trust established. Candor, transparency, and the wide sharing of credit are key.Constructive conflict encouraged. Quick dispute resolution is the norm. Sharing and soliciting ideas is ongoing. Listening is a critical skill. (listening critical)Anyone can coach anyone else on any matter. Feedback is readily given during coaching and graciously received

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  • Select References (1)

    Crother, C. (2005). Catch!: A fishmongers guide to greatness. San Francisco, CA: Berrett-Koehler.

    Dyer, W. G., Dyer, W. G., Jr., & Dyer, J. H. (2007). Team building: Proven strategies for implementing team performance. San Francisco, CA: Jossey-Bass.

    Fisher, R., & Sharp, A. (1998). Getting it done: How to lead when youre not in charge. New York, NY: HarperCollins.

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  • Select References (2)

    Luchtman, K. (Producer/Director). (2010). Pike Place Fish Market [Motion Picture]. New York, NY: World Class Communication Technology.

    McShane, S. L., & Von Glinow, M. (2015). Organizational behavior (7th ed.). New York, NY: McGraw Hill.

    Yokoyama, J., & Michelli, J. (2004). When fish fly: Lessons for creating a vital and energized workplace from the world famous Pike Place Fish Market. New York, NY: Hyperion.

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  • This presentation is based on a chapter by Dr. Mitchell Friedman, Collaboration and Peak Performance in Action at Pike Place Fish Market. It was published in Patricia Mitchell and Sylvia Ramirez (Eds.), Collaborationand peak performance, Los Gatos, CA: Robertson Publishing, 2013.Buy the book here.

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