00 team self-evaluation report complete

8/8/2019 00 Team Self-Evaluation Report COMPLETE

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ENGG 404 Engineering Safety & Loss Management

Team #9 Incident Investigation

Sampoong Department Store Collapse

~ Team Self-Evaluation Report ~

Team Members:

Lukasz Glistak ________________________________

Shannon MacDonald ________________________________

Cody McIntyre ________________________________

Linda Nguyen ________________________________

Brett Schroh ________________________________

November 26th

, 2010


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Sampoong Department Store Collapse Team Self-Evaluation Report Team #9

November 26th

, 2010

Table of Contents

Executive Summary..................................................................................................................Page 1

Appendix A.............................................................................................................................. Page 2

Leadership & what it meant for Our Team..................................................................... Page 3

People Process Development.......................................................................................... Page 4

Utilization of Active Listening....................................................................................... Page 7

Appendix B............................................................................................................................... Page 8

Team Synergy................................................................................................................. Page 9

Appendix C............................................................................................................................... Page 11

References....................................................................................................................... Page 12

List of Tables

Table 1 Individualized Investigation Responsibilities.......................................................... Page 6


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Executive Summary

It is not a question of how well each process works; the question is how well they all work together.

~ Lloyd Dobens[1]

Most areas of the workforce require people to work in a team environment. As the scope of work increases, so

does the size of the team, and the importance of maintaining team collaboration is extremely important. There

are usually many tasks and many deadlines. To ensure that these tasks are completed on time and that the work

output is of the highest quality, organization and communication become the key factors.

For the purpose of this incident investigation, a team leader was selected to ensure that these factors wereproperly maintained. To achieve this, the leader ensured that all team members had direct access to team

member schedules, contact information, meeting minutes, announcements, and completed components of the

report. The leader ensured that effectiveness, efficiency, and equality within the team were achieved.

People processes were established to account for all facets of a constructive and successful team. Necessaryelements such as a specified decision making process, scheduling with factors of safety and clear expectations

for participation, quality of work and meeting attendance were all established prior to the commencement of the

investigation.

The element of active listening was an important aspect of communication. It was assured that the voice of

every member could be heard regarding every aspect throughout the investigation. The team meetings werecharacterized by an atmosphere of equality, wherein all the members were heard, respected and appreciated. As

well, for those who are generally less comfortable with face-to-face critiquing, the online ability of

communication allowed a more comfortable area to express opinions. Active listening was essential for a

positive and effective working environment.

The teams synergy was achieved through the interrelationships of a shared direction, work progress and people

processes. These aspects, coupled with the team members individual strengths, allowed the formation of a

unified force that achieved results incomparable to what a single person or non-synergistic team could

accomplish.

The elements of teamwork outlined in this report are essential to an effective team that efficiently produces

work of the highest quality. They are highly regarded as the foundations of team success.


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Appendix A

Leadership & what it meant for Our Team

People Process Development

Utilization of Active Listening


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Leadership & what it meant for Our Team

Leadership was a very important element in our team. It was the root of organization, communication,

effectiveness, efficiency, and equality. On the day that the team was formed, the leader organized an effectivemeans of communication, a Facebook group page, which enabled all information to be compiled into one place.

This information included: team member schedules (clearly stating the availability of all members), contactinformation (to ensure adequate communication between the members), meeting minutes (to ensure that the

team members had a clear and up-to-date reference of the tasks at hand), announcements (to ensure that no one

was ever left out of the loop), and completed components of the report (to enable team members the chance to

comment on each submission, from recommended changes to positive reviews).

The leader ensured that the team meetings were efficient and thorough by compiling all components thatrequired discussion prior to the commencement of each meeting. When organizing meeting times, the leader

ensured that there was sufficient time to complete all tasks properly. This means that work was posted on the

site with sufficient time for the team to review it and comment, followed by a meeting with sufficient timebefore the work was due to ensure the highest quality submission.

The leader also ensured that: all members were in agreement before any motions were taken, all tasks were

distributed fairly between the team members, and all voices were heard. The leader was also available to offer

guidance and support throughout the duration of the project.


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People Process Development

Communication between group members was established through a Facebook Group as well as e-mailand lastly by phone. Communication was attempted in that order.

The decision making process was modeled on a democratic system with a prerequisite of referenceswhen considering a decision.

Tasks based on each group members skills and strengths were assigned. Conflict resolution was conducted during group meetings where the issue at hand was addressed before

the entire group. A vote on the subject was conducted provided adequate references were providedallowing the group to make an informed decision.

A Self-directed structure with an outside leader was selected due to its effectiveness. Shannon MacDonald was our group leader due to the strength of her organizational skills. All essential roles as well as individual responsibilities were assigned (refer to Table 1 below) Work was conducted on an individual basis primarily due to scheduling constraints. However there were

mandatory meetings set. Timeliness, professionalism and respect were to be the norms of the group. The

initial resolution of minor disagreements or conflicts was done a person to person level before bringing

it to the attention of the group. If the conflict remained unresolved, it was then addressed during a group

meeting.

Team values included active participation, a high standard for work quality, schedule adherence andrecognition of the aforementioned.

When discovered, sources of information were circulated to all group members providing everyone inthe team with the same resources.

During meetings each group member summarized their progress and findings with the team. Meetings provided an opportunity for all group members to ask questions and get opinions free from

negative criticism. Meetings were conducted Mondays at 2:00 pm when required. It was understood that extra meetings

could be called on other days depending on particular deadlines and constraints. Those meetings wereheld Wednesdays and Fridays at 5:00 pm as required.

Each member worked to a schedule agreed upon by all group members. All group members had completed their individualized tasks prior to set meeting dates. Task selection was done in an open manner with each member electing to choose the task they felt most

interested in or well equipped for. No disagreements arose as a result of this approach.

During meetings, the floor was open to anyone with something to say and group members listenedrespectfully allowing the speaker to finish before voicing any opinions or concerns. This allowed the

group to function smoothly and effectively. It also enhanced group performance by promoting

participation. All group members participated actively and provided valuable insights and opinions towards the

project. Work quality was found to be high as a result of this sense of group membership and

importance.

To improve group cohesion and reduce confusion, meeting minutes were taken. Soon after meetingswere concluded, the minutes were compiled posted on the group work site. This provided each member

with a record of decisions, changes and important notes that were discussed.

Considerable effort was spent determining submission deadlines. The schedule decided on by the groupincluded significant factors of safety to ensure unforeseen difficulties, illnesses, conflicting priorities or


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other circumstances could be accommodated. The safety factors helped to reduce any tensions resulting

from missed deadlines. This also prevented rushed or low quality work from creating problems andallotted time for resubmissions.

All group members were encouraged to critique work provided it was constructive. This wasaccomplished through the group work site and also during meetings. This functioned well and helped touncover small details that otherwise may have gone unnoticed.

Significant details were discussed as a group prior to the beginning of individual work. Important itemssuch as basic and immediate causes were considered on a group basis. These important decisions

significantly impacted the general direction of the investigation and were not left to one group members

discretion.

In order to streamline the meetings, topics for discussion were considered or brainstormed beforehand.This helped to reduce meeting times and also ensured all necessary topics were addressed.


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Table 1 - Individualized Investigation Responsibilities

Group Member Responsibility

Shannon MacDonald Team Leader Investigation of Incident losses with respect to P.E.A.P.s.s Elaboration on leadership and what it meant for our team Executive Summary for self-evaluation report Team Presentation Compilation and formatting of the report (incl. title pages,

tables of contents, etc.)

Lukasz Glistak Provide an overview of the teams process for doing theinvestigation

Describe the teams people and work processes includingdetails (People process development)

Add details to people and work processes Provide cost estimations for Recommendations Conclusion for incident investigation

Cody McIntyre Description of our teams investigation steps Analyse how the team used active listening An analysis of the teams synergy

Brett Schroh Event Tree, complete with a brainstormed list of all otherpossible consequences.

Recommendations sectionLinda Nguyen Develop a fault tree analysis, starting off at immediate

causes and leading up to basic causes

Executive SummaryAll References

Review/critique and suggestions


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Utilization of Active Listening

The definition of active listening is consciously participating and applying oneself to hearing what another

person is saying.[2]

The utilization of active listening is essential for necessary communication to occur. Itresults in an effective and efficient team atmosphere to accomplish work. During team meetings members were

seated at the same level and had the ability to see all of the team members. This allowed people to feel like theywere equals, listened to and that each contribution were respected and appreciated. The team had numerous

group meetings where each person had a chance to explain the task they were responsible for. There would be a

chance to ask questions if anything was unclear, making sure that the team understood what was being done

while making the member feel heard. Active listening does not only apply to verbal interactions, but can also beput into practice during online discussions. The team implemented a Facebook group that was used to discuss

and analyze each others work. This may seem intimidating having people analyze personal work but by doing

it online, it allows each member to feel comfortable and more confident in completed work compared to a face-to-face critique. The team had a culture of respect and appreciation for the members of the group, and with this

culture came an eagerness to listen to the other members ideas. Everyone respected each others ideas allowingfor more people to speak up and get involved, making sure no subject was left unresolved. Without activelistening, our team would not have been as successful and would not have been as enjoyable to work with. It is

essential for a high quality incident investigation.


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Appendix B

Team Synergy


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Team Synergy

Team Synergy Analysis

Synergy defined by Webster is a mutually advantageous conjunction or compatibility of distinct businessparticipants or elements (as resources or efforts). [3] The teams synergy was achieved through the

interrelationships of a shared direction, work progress and people process. With the team selected on the basis

of having each member posses a specific strength, it enhanced the quality and effectiveness of the work done. Itwas observed that with the interrelationship above and the team members individual strengths, the team formed

a unified force that achieved results incomparable to what a single person or non-synergistic team could

accomplish. The components of shared direction, work progress and people process and how they related to the

team are shown below.

Shared Direction

The teams focus was to perform a high quality and thorough incident investigation on the SampoongDepartment Store collapse. By doing this all members would gain valuable skills and insight into the

investigation process and be rewarded with a high performance evaluation.

Work Progress

This was the teams most effective element. Each member had individual strengths and weaknesses that the

team utilized to maximize the potential of the groups work. The team developed a work system that consisted

of a process that was repeated until the successful completion of the task at hand. This process involved groupcollaboration task delegation individual completion of responsibilities group reviews and input

revisions completion of tasks. By having this process under time constraints, continuous group input and

reviews, each task was efficiently shaped into a high quality product. The team implemented an essential line ofcommunication through Facebook which provided a continuous collaboration medium for all completed work

and concerns. Communication between members was also accomplished through planned meetings.

People Process

The team, as well as the team members, held themselves to a high standard of work and continuously exceeded

expectations. This showed the teams commitment and respect towards each other and formed a verycomfortable and productive atmosphere for tasks to be completed. This was all achieved through mutual beliefsand values that formed norms and boundaries within the team. These norms and boundaries were all discussed

as a group and defined the culture of our work. This culture shaped the way we performed tasks and approached

all decisions.

When a team performs in a uniform manner, but still allows each member to excel using personal strengths, the

teams efforts are multiplied creating a high quality and unmatched result. This is what the team accomplished


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through the three elements above, creating a synergy that allowed the team to perform at an optimal level. This

reflects in the quality of every element submitted.


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Appendix C

References


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References

[1] Dobens, L. (n.d.).Lloyd Dobens Quotes. Retrieved fromhttp://thinkexist.com/quotation/it_is_not_a_question_of_how_well_each_process/11419.html

[2] McAffer, D. (2010).Active Listening [Course Handout]. From ENGG 404 Team BuildingWorkshop (p.8)

[3] Synergy. (n.d.) . In Merriam-Webster Dictionary Online. Retrieved from http://www.merriam-webster.com/dictionary/synergy

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