03 - effective team performance (1)

8/18/2019 03 - Effective Team Performance (1)

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Copyright Gershon Weltman, 2014

Engineering & Society:Effective Team Performance

Dr. Gershon Weltman

Engineering 183EW, !"# SE#S

"ect$re 3



2Copyright Gershon Weltman, 2014

%n emoriam: Dr. 'oe iller (1)3*+--*

Dr. 'oe iller, sho/n at the right /ith former SE#S Dean Dr. Steve 'aco0sen,

contri0$te m$ch of the original material for the Teams an Pro2ects lect$res.




The oon "aning ission




"$nar Descent Engine

,

Teams for Design, Develoment,

an$fact$ring, #ssem0ly, Test 4ea En #ssem0ly

Thr$st !ham0er #ssem0ly

5$ll Engine #ssem0ly

Teams for 5acilities:

6eactant Storage an Delivery Thr$st Stans, 7ac$$m !ham0ers

!ontrols, %nstr$mentation, Data

Test erations, Site Services

Teams for Pro2ect anagement:Systems Engineering, Tas9ing, Sche$ling,

onitoring, !ontrol, 6eorting, !ontracts,

S$0contracts, Secial Pro0lems

Capistrano Test Site

Head Assembly

-- Peole, # Team of Teams




4igh Energy "aser

Teams for Design, Develoment & 5a0rication !avity %n2ector, 5lo/ %solation tical !omonents "aser Diagnostics an !ontrols "aser !ontrols

Teams for 5acilities 6eactant Storage an Delivery Test Stans !ontrols an %nstr$mentation Data 6etrieval an Storage Test erations

Teams for Pro2ect anagement

Pro2ect Tas9ing, onitoring, 6eorting !ontract, S$0contracts, 5inance ar9eting, !ongressional 6elations Systems Engineering

#gain, h$nres of eole /or9ing in teams




Engineering as a Team Sort

Teams !omete

#c;$isition of contracts an ro2ects %nternal reso$rces < f$ning an ersonnel

Pro$ct mar9eting an sales

Teams are 6e/are an Penali=e Some teams /in, some lose

6e/ars an enalties are real an s$0stantial Emloyment an salary !areer ath an contri0$tions

Winning or losing eens on

Tas9/or9 s9ills: Technical caa0ilities

Team/or9 s9ills: # variety of social factors

%f yo$ in>t reali=e engineering is a social isciline, yo$ nee to 9no/ it no/




Engineering is 5$namentally Social

%t 6elates ?roaly /ith Society ?$siness

Welfare

P$0lic Wor9s

%nfrastr$ct$re

%nformation

!omm$nication

Entertainment

#rt

%ts #roaches are Peole+!entere Externall y in its resonse to critical

societal nees an constraints

Internally in the social imensions ofengineering team rocesses




To E@ec$tives Deen on Social S9ills

!ometencies neee 0y

Top Level Executives at 3--

high technology organi=ations

So$rce:Bennett, F. Lawrence, “The

Management of Engineering

!uman, "uality, #rgani$ational,

Legal, an% Ethical &spects of

'rofessional 'ractice (ew )or*,

+ohn iley - ons, /001

!omm$nication + 8AB

rgani=ational + *CB

Team ?$iling + *B

"eaershi + 8B

!oing + C)B

Technological + AB

Essential S9ills




Pro2ect anagers #lso ee Social S9ills

!ometency re;$irements for

Management 'ositions at several

levels of engineering ro2ects

So$rce:

htu2, &vraham et al, “'ro3ect

Management Engineering,

Technology an% Implementation,4

Englewoo% 5liffs, (+, 'rentice

!all, /006

1. "eaershi

. %nterersonal S9ills

3. !omm$nication

A. Decision a9ing

C. egotiation an !onflict

6esol$tion

Essential S9ills




The Desert S$rvival Game: #n E@ercise in

Team/or9

The Sit$ation < Private lane o/n

in the esert /ith all assengers

The Pro0lem < 6an9 the imortance

of availa0le o02ects

The Score < S$mme ifferencesin ran9 from e@ert orering

#nalysis of Score 0y:

%nivi$als

Teams

Po$lations

http://rds.yahoo.com/_ylt=A0S020smoOdILkkAppCJzbkF;_ylu=X3oDMTBpcWpidGtpBHBvcwM4BHNlYwNzcgR2dGlkAw--/SIG=1istb9m1j/EXP=1223225766/**http%3A//images.search.yahoo.com/images/view%3Fback=http%253A%252F%252Fimages.search.yahoo.com%252Fsearch%252Fimages%253Fp%253Ddesert%252Bsurvival%252B%2526fr%253Dyfp-t-501%2526toggle%253D1%2526cop%253Dmss%2526ei%253DUTF-8%26w=200%26h=319%26imgurl=acratech.net%252Fimages%252Fdesert_survival_book.jpg%26rurl=http%253A%252F%252Facratech.net%252Fmiva%252Fmerchant.mv%253FScreen%253DSFNT%2526amp%253BStore_Code%253DAOS%26size=18.9kB%26name=desert_survival_book.jpg%26p=desert%2Bsurvival%26type=JPG%26oid=44007c7db0ecd78c%26no=8%26tt=6,674%26sigr=123d867vd%26sigi=11cb2f0q0%26sigb=1364i3sr7




Tyical Team Score S$mmary

Sring-1

5all-1

Winter-13

6ange 1- + )- 3A + 8A + 8*

eian -.- 3.- -.-

ean C8.8 C).8 -.A




Team Score !omarisons

#verage #verage

4istorical Engr 183EW Po$lations

!ollege St$ents - C8 < A.C

'$nior 4igh School St$ents ?etter

Senior E@ec$tives ?etter

en vers$s Women

%nivi$als vs. Teams: Which is 0estF

What oes it meanF

What "eas to Team S$ccessF Technical *ills 7 8nowle%ge of the %omain

ocial *ills < %nterersonal factors at the team level

Metho%ological *ills ++ Wor9ing together as a team

Deens




Many Social Factors Affect Team Performance….

#0ility

#chievement

#chievement otivation

#ggregate inivi$al

characteristics

#ttit$e Similarity

!ognitive #0ility

!reativity Deena0ility

5amiliarity

5le@i0ility

Goal striving

4eterogeneity (Diversity

re/ars

4istory of re/ars (i.e.,

cometitive vs. cooerative

4omogeneity

%nterersonal S#s

no/lege Distri0$tion

em0ershi changeH mem0ershi

sta0ilityH team familiarity

enness to E@erience

Percetion of co/or9er tas9

comensation

Preference for gro$ /or9

Prior e@erience

Prior erformance

Self+efficacy

Self+anagement S#s

Stat$s

Team Si=e

So$rce: E$aro Salas an arvin !ohen, Percetronics Sol$tions, --*




I.0$t There #re 8 ey 5actors

5ommunication Lea%ership

Emotional Intelligence

o Team rientation

o #ata0ilityo otivation

o Tr$st

o 5ee0ac9

So$rce: E$aro Salas an arvin !ohen, Percetronics Sol$tions, --*




Team !omm$nication S9ills E@changing

Presenting + effective $se of lang$age, a0ility to sea9 resenta0ly,

/riting s9ills, s9ills of ers$asion. "istening + aying attention, in;$iring, clarifying,, s$mmari=ing, reflecting,

not thin9ing a0o$t something else, not interr$ting, S$orting

#ss$ming others> oinions are $sef$l, ointing o$t ositive asects,creating oort$nities for others to sea9, 0$iling on others ieas,

?eing oen, frienly, emathetic, motivating, not controlling, notcritici=ing, not $sing negative 0oy lang$age.

Differing Dealing /ith intra+team conflicts. #rg$ing constr$ctively. ot retreating or changing ositions 2$st to avoi confrontation.

Particiating Staning firm, not /ithra/ing or eferring to more aggressive mem0ers %nvolving others, giving all an e;$al chance, not letting one or t/o

ominate




Goo "eaershi 5acilitates S$ccess

Goo "eaers Ena0le ther to: a9e their !ontri0$tion

6eali=e their Potential

#chieve Satisfaction from their Wor9

"eaers Perform any 6oles: #ct as Servant to Team

nerstan 5actors at Wor9

E@ec$te !ovenants vs. !ontracts

Provie %ntimacy, not S$erficiality

9efine :eality

So$rce: Max 9e'ree “Lea%ership is an &rt4, Bantam 9ou2le%ay 9ell, (ew )or*, /0;0




The "eaer as "ens

J6e$ven Gal, Ph.D. an 5ran9lin 'ones, .D, (1))C. # Psychological oel of !om0at

Stress. %n War Psychiatry, S ffice of the S$rgeon General, Washington, D!




KEmotional %ntelligence>

Self-Awareness

Self-Regulation

Motiation

!mpathy

So"iali#ation

$efinitions

#0ility to recogni=e o/nmoos, emotions an rives,

an% one<s effect on others

!ontrol of im$lses an

emotions, thin9 0efore act

Passion 0eyon money or

stat$sL energy, ersistence

nerstaning others>

emotional ma9e$, s9ill in

treating others accoringly

anaging relationshis,

0$iling net/or9s, finingcommon gro$nHraort

%allmar&s

Self+confience, realistic self+assessment, self+erecating

sense of h$mor

Tr$st/orthiness, /ith

am0ig$ity, oen to change

Strong rive, otimism,

organi=ational commitment

?$iling an retaining talent,

cross+c$lt$ral sensitivity,

service to c$stomers

Pers$asiveness, team

0$iling, a0ility to lea changean to lea teams

So$rce: D. Goleman, hat Ma*es a Lea%er, 4arvar ?$siness 6evie/, ov+Dec, 1))8




The %mortance of Emotional %ntelligence

M$r research sho/s an

incontroverti0le lin9 0et/een ane@ec$tive>s emotional mat$rityan his or her (0$sinesserformance. Simly $t, theresearch sho/e that Mgoog$ysN < that is, emotionally

intelligent men an /omen <generally finish first.N M4igh levels of emotional

intelligence create climates in/hich information sharing, tr$st,ris9+ta9ing an learning flo$rish."o/ levels of emotionalintelligence create climates rife/ith fear an [email protected]

JDaniel Goleman, 6ichar ?oyati=is an #nnie cee, 4arvar ?$siness 6evie/, Dec --1




The %mortance of "eaer>s Emotions

MWe fo$n that of all the elements

affecting (0$siness erformance,the imortance of the leaer>s mooan its attenant 0ehaviors aremost s$rrising.N

MTo 0e more secific, the leaer>smoo is ;$ite literally contagio$s,

sreaing ;$ic9ly an ine@ora0lythro$gho$t the (organi=ation.

M# leaer nees to ma9e s$re thatnot only is she reg$larly in anotimistic, a$thentic, high+energymoo, 0$t also that thro$gh her

chosen actions, her follo/ers feelan act that /ay, tooN

JDaniel Goleman, 6ichar ?oyati=is an #nnie cee, 4arvar ?$siness 6evie/, Dec --1



21


Emotional %ntelligence an Diversity

The !ollege of "etters an Science:

6e;$ires ne co$rse from a fac$lty+arove list of Diversity !o$rses

Diversity !o$rses teach acaemic vie/s of iversity an its effects

6ationale

Glo0al society is increasingly iverse, comle@ an interrelate

St$ents m$st have the a0ility to $nerstan the ersectives ofothers /ith iffering vie/s, 0ac9gro$n an e@eriences

!ontri0$tes to inivi$al eveloment an cam$s climate

The 4S School of Engineering an #lie Science:

%s not 0o$n 0y this re;$irement evertheless sees the val$e of Diversity no/lege

%s moving to incororate this into its c$rric$l$m an ractice



22


Engr 183EW is 5ertile Gro$n for "earning

Distribution of MajorsDistribution of Ethnic Groups

Women consistently represent about 20% of the Engr 183EW population



23


eas$res of Engr 183EW Team Diversity

!hannon Entropy Measure

Ethnic Di"ersityGen'er$iersit.-.8-.:--.A--.,--.--,-1--

Gen#er Di"ersity$iersitinA"a'ei"ar .1.C-1.---.C--.--,-

1-- MajorDi"ersity

Engr 183EW teams generally sho$ a relati"ely high le"el of #i"ersity



24


The ?enefits of Diversity

6esearch st$ies have sho/n: Diversity in classroom settings an informal interactions romotes

ositive change in active thin*ing processes, intellectualengagement an% motivation, an% aca%emic s*ills.

Diversity in /or9gro$s increases creativity, tolerance of

am2iguity, an% level of critical thin*ing .

anagers /ho are effective /ith a iverse staff are more li9ely tos$ccee in a /or9force riven 0y emograhic change

#ccoring to Prof. Sylvia 4$rtao, Director of !"#>s 4igher E$cation

6esearch %nstit$te (4E6%



25


!a$tions of Diversity

!ommon forms of 0ias incl$e:

Competen"y proing: Women an mem0ers of minority gro$sreeately have to emonstrate that they are act$ally ;$alifie, caa0le,anHor cometent.

Seual innuen'o. # /oman>s normal re;$est for hel or colla0oration ista9en as a romantic avance or a s$ggestion that she /o$l li9e a ate.

(ailure to 'ifferentiate/ # mem0er of a minority gro$ is mista9en foranother erson of the gro$. #ll gro$s share this $nintentional recognition0ias, 0$t research s$ggests the effect is most rono$nce for E$ro+ #mericans /hen interacting /ith minorities.

Mi"roinsult or mi"roagression/ #n action or remar9 is insensitive or

emeaning to a erson>s racialHethnic ientity or heritage, tyically mae/itho$t 9no/lege that it is offensive to the inivi$al.

The a0ility to $nerstan an avoi micro+aggressions /ill li9ely re;$ire a

com0ination of social 9no/lege an foc$se emathetic tho$ght.



26


4SSE#S 02ectives

Teach engineering st$ents how 2est to use %iversity inro2ect teams

Preare engineering st$ents to 2e effective as lea%ers iniverse /or9ing environments

Sho/ engineering instr$ctors opportunities to encourage an% promote iversity in co$rses

Enco$rage engineering st$ents an instr$ctors to promote%iversity in school an at /or9

We are fortunate that Engr 183EW gi"es us a change toaccomplish these




Team ethoological S9ills

Esta0lishing a Process Se;$ence an logic. Deciing on the methoology. Differentiating facts

an ass$mtions. 6ecogni=ing $n9no/ns an acting to aress them. Defining o02ectives, final ro$ct, time availa0le, time istri0$tion 02ectives. Goals, iss$es, re;$irements, rioriti=ation, tas9s

Performing Sit$ational #nalysis eeing fact an ass$mtions searate, assessing $ncertainties, not

allo/ing oinions to ass as facts ot $rs$ing actions rior to isc$ssing goals an constraints

Develoing #lternative !o$rses of #ction Ta9ing time to ientify, isc$ssing an analy=e relative merits,

consiering 0oth 0enefits an costs or averse conse;$ences ot foc$sing early on one strategy or ismissing alternatives remat$rely

a9ing the Decision !riteria, logic, analysis, form of ecision inim$m vs 0est o$tcomesL least averse conse;$ences




02ectives, Goals a2or %ss$es: %entify, analy=e, resolve

conflicts, set re;$irements, rioriti=e

Dehyration + 5atal in ho$rs or ays

Starvation + 5atal in /ee9s

ovement < egative effect onehyration & chance of resc$e

#vaila0le otions, analy=e

re iss$es, revise o02ectives.

Select co$rse of action &

etermine s$orting tas9s

6emain at site vs /al9 o$t at nightO

?$il shelter, h$nt, eat cact$s, light

fires, rin9 $rine, etc...

tility of salvage items for

selecte !# an tas9s

5irst isc$ss an agree on the rocess for aressing the ro0lem

#ll s$rvive, stay healthy,

get resc$e, reach

civili=ation, etc...

Desert S$rvival < # ethoological #roach

(ot the first steO




Stages of Team Develoment

!ollection

!a$tio$s, testing, laying it safe, $ncommitte, olite, small tal9,ifferences hien or laye o/n

Gro$

%nivi$al erformers, not+s$ortive, $nresolve conflicts, rotecting

t$rf, ifferences recogni=e 0$t avoie

Develoing Team Sorting o$t roles an s9ills, setting goals an roce$res, as9ing for

an giving assistance, ifferences recogni=e an acceta0le

4igh Performing Team

4igh ro$ctivity, sense of 0elonging, visi0le s$ort an coverage

$ring a0sences, clear an irect comm$nication, lots of conflict +;$ic9ly resolve, ifferences are highly val$e

Teams can go from M!ollectionN to MDeveloingN in /ee9sL

moving to M4igh PerformingN can ta9e years.




The Decalog$e of Team Ethics

/. :espect yo$r teammates> 9no/lege an e@ertise

=. Listen to an serio$sly consier teammates> oinions>. hare yo$r 9no/lege an ieas

6. !elp others to achieve their otential

?. &c*nowle%ge others> accomlishments

1. Emphasi$e KWe> instea of Ko$> or K%>

@. 9efen% (reasona0ly the team /hen challenge

;. Benefit from iversity of 0ac9gro$n an e@erience

0. &voi% iscomforting or offening team mem0ers

/A. Treat your teammates as you woul% wish to 2e treate% %o not treat them

as you woul% not want to 2e treate%.




%n S$mmary

Engineering is 0asically a teamC2ase% social activity

!omle@ ro0lems + Technical, organi=ational Social iss$es < Societal, team/or9, ethical

Team S$ccess Q %nterersonal S9ills R ethoological S9ills

S9ill set incl$es comm$nication, organi=ation, leaershi, team

0$iling, coing, negotiation, ecision ma9ing

Goo Emotional %ntelligence is f$namental

These s9ills can 0e learne an ractice

%nterersonal S9ills may govern one>s rofessional s$ccess

#s a engineer on ro2ect teams

#s a manager of engineering teams

#s a contri0$ting citi=en of #merica anHor the Worl

03 - effective team performance (1)

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