Publications

The multi-disciplinary team (MDT) approach to competing more effectively and profitably with less bureaucracy is being implemented in the up-stream area of ARCO Indonesia's offshore northwest Java operations. Four MDTs, comprising geoscience and engineering personnel, were established at the end of 1993, and the progress of the teams, as well as the overall team process, can now be reviewed. Team synergism developed early through a better understanding and ",shared ownership", of project goals and objectives. A greater ease of communication, both vertical and horizontal due to fewer administrative barriers, led to an overall improvement in the work process. Products of the process included the addition of reserves, the shortening of the AFE process for drilling infill wells and an overall higher technical confidence in all areas of the work undertaken. Teams were put together within existing reporting structures utilizing established functional roles. The teams ",target", specific goals, and thus, are encouraged to be: 1) dynamic (team members and leaders can change as the project evolves), 2) empowered (teams have a certain amount of authority along with their responsibility), and 3) ephemeral (the team disbands at the end of the project). Achieving fundamental changes in philosophy within the confines of existing internal company organizational boundaries was not a simple task. Basic issues included defining the roles of a team: what were the responsibilities and organizational reporting relationships of the individual team members and the team leaders? Of no small concern was the role of management: what is the best way to handle a resistance to change due to a perceived threat to job security or loss of ",turf",? A management advisory ",team",, comprising line managers and technical mentors from each discipline, was formed to meet many of these challenges. Continuing challenges facing both the MDTs and the management team is learning to minimize conflicting priorities, finding ways to measure success and establishing a system to recognize and reward the efforts of teams as well as of individuals. Overall conclusions are that 2-way commitment (trust of the teams by management, as well as of management by the teams) is an integral component leading to the success of the MDTs. Despite considerable ",growing pains", these teams are now viewed as an essential, leveraging component of effective performance in the activities of ARCO Indonesia.