Peak Performance in Teams Case Study: Pike Place Fish Market
October 2016Dr. Mitchell Friedman
Pike’s Place Fish Market Overview
•Sells seafood, related products from Seattle, WA location, and by phone, website•Purchased in 1965 by John Yokoyama, current owner•“World famous”for its “fish philosophy” •Huge crowds visit Seattle location•Business success has led to books, media coverage, videos, presentations
Core Principles
•Making a profit not enough•Live life with genuine concern for others•Greatness 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.
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.
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 layoffs•RESPONSE: Employees decided on a “no layoff” policy
Culture at Pike’s 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.
Employee Engagement a Priority
• Open book management: finances accessible to all• Recruitment/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.
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
Select References (1)
Crother, C. (2005). Catch!: A fishmonger’s 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 you’re not in charge. New York, NY: HarperCollins.
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.
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.), Collaboration and peak performance, Los Gatos, CA: Robertson Publishing, 2013. Buy the book here.
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