Informing Team Members - hdbk10760025

DOE-HDBK-1076-94

team. Members should be able to interact without dominating or being dominated and

should not overreact to criticism or to having their contributions analyzed or reorganized.

Team members should have an open mind and be free from biases related to training

methods, training time, and trainee qualifications. This is the primary reason for not

including instructors as part of the team. Since instructors might be concerned with

having to teach identified tasks, instructors may try to influence the team's contributions.

Team members should make a full-time commitment to the session for the required

time. It is better to select an alternate member than to accept someone who will disrupt

the process or destroy the continuity by being there only part of the time. It is important

to stress the importance of being on time for all sessions, because people who are late or

are part-timers who miss some of the orientation or group discussion, may seriously

disrupt the group process. This is one of the reasons that an off-site meeting room may

be more beneficial than an on-site meeting room.

4.2.7 Informing Team Members. At this point, the coordinator should have defined the

job to be analyzed, identified potential sources of team members, and determined the

criteria to be used in the selection of members. Two other major tasks must be carried out

before the TTJA session: (a) contacting the organizations that have the type of expert

workers needed, and (b) contacting the prospective team members.

A coordinator may be hesitant about contacting organizational management to ask if

they are willing to participate in the TTJA session by releasing one or more of their best

workers for two to three days. However, management will gladly participate in the

process when they know that the effort will be worthwhile.

An important aspect of contacting the organizational management required for the

TTJA session is to stress how the organization's expertise is needed to update or establish

a training program. The coordinator should assure the organizational management that the

process will not be successful without the help of the organization's experts.