all rights reserved 1991-2000 facilitating with technology new technology and new techniques to:...
DESCRIPTION
Jordan-Webb - All Rights Reserved Collaborative Team Activities n In meetings, project teams will perform some or all of the following activities in various combinations and iterations while producing their desired outcomes and deliverablesTRANSCRIPT
All Rights Reserved 1991-2000
Facilitating with Technology
New Technology and New Techniques to:Increase Project Team ProductivityOptimize Individual Time
[email protected] (312) [email protected] (847) 673-2288
Jordan-Webb - All Rights Reserved 1991-2000
Project team needs to make a collaborative decision
Decision is needed within a short time
Team members have limited time for additional meetings
Scenario
Jordan-Webb - All Rights Reserved 1991-2000
Collaborative Team Activities In meetings, project teams will
perform some or all of the following activities in various combinations and iterations while producing their desired outcomes and deliverables
Jordan-Webb - All Rights Reserved 1991-2000
Collaborative Team Activities Ideation Organization Analysis Evaluation Integration Exploration Proposition Decision
Jordan-Webb - All Rights Reserved 1991-2000
Organizing a Project Team Meeting– Anyone who has tried to organize a meeting has probably
found out that it is very hard work!
– Just trying to agree on a mutually convenient date & time, contacting team members, re-organizing calendars and then re-scheduling when key members cannot attend are some of the more complex aspects.
– This is before taking into account the planning of the desired outcomes, deliverables and activities of the meeting.
Conventional Response(Work Harder!)
Jordan-Webb - All Rights Reserved 1991-2000
Organizing a Project Team Meeting– The notion to “work harder” to get things organized
ignores the fact that there are technologies and techniques that can allow your team to “work smarter”.
– The following worst case scenario represents how the activities at a conventional 5-day planning workshop might be organized - requiring all participants to be present at all times.
Conventional Response(Work Harder!)
Jordan-Webb - All Rights Reserved 1991-2000
Conventional Action Steps(All Meetings Face-To-Face)
Phase I (face-to-face, synchronous)– Orientation + Ideation + Organization– Analysis + Evaluation
Phase II (face-to-face, synchronous)– Ideation + Organization– Analysis + Evaluation
Phase III (face-to-face, synchronous)– Integration of Phases I & II + Exploration
Phase IV (face-to-face, synchronous)– Exploration + Proposition
Phase V (face-to-face, synchronous)– Proposition + Decision + Closure
Jordan-Webb - All Rights Reserved 1991-2000
Today’s Response(Work Smarter!)
Organizing a Project Team Meeting– The notion to “work smarter” to get things organized
utilizes technologies and techniques that transform the concept of a “meeting” that no longer requires everyone to be at the same place, at the same time, for all of the time.
– In the new model of a meeting, activities performed while participants are separated can be integrated with activities that teams must perform when they are face-to-face.
Jordan-Webb - All Rights Reserved 1991-2000
Today’s Response(Work Smarter!)
Organizing a Project Team Meeting– The following scenario represents how the activities of
a conventional 5-day planning workshop might be re-organized into both distributed and face-to-face activities, requiring only one (1) day of face-to-face time.
– While some of the distributed activities would be conducted at the same time (synchronously), participants could join other distributed activities at any time (asynchronously)
Jordan-Webb - All Rights Reserved 1991-2000
Today’s Action Steps(Distributed + Face-To-Face)
Phase I (distributed, synchronous)– Orientation + Ideation + Organization– Analysis + Evaluation
Phase II (distributed, asynchronous)– Ideation + Organization– Analysis + Evaluation
Phase III (distributed, synchronous)– Integration of Phases I & II + Exploration
Phase IV (sub-grouped, distributed, asynchronous)– Exploration + Proposition
Phase V (face-to-face, synchronous)– Proposition + Decision & Closure
Jordan-Webb - All Rights Reserved 1991-2000
Group Support Technology for Virtual and Distributed Teams
Optimal Utilization of People - Your Most Valuable Resource– Helping Individual Time Management– Supporting Knowledge Management
Optimal Utilization of Time - A Non-Renewable Resource– Reducing Cycle-Time and Expense– Enhancing the Ability to React to Change
Support for Collaborative Decision-Making– Bridging Time & Place Constraints– Providing Structure & Group Memory
Better Outcomes– Asking Better Questions– Getting Better Answers
Jordan-Webb - All Rights Reserved 1991-2000
Different TimeSame Place
Same TimeSame Place
Same TimeDifferent Place
Different TimeDifferent Place
Groups Across Time and PlaceRobert Johannsen’s Four Square Model
Jordan-Webb - All Rights Reserved 1991-2000
Technology for Group Work Group Decision Support Systems
provide work environments & tools that:– enable groups to do real work in:
• the same place - face-to-face• different places - distributed• any place - virtually
– enable teams to collaborate at:• the same time - synchronously• different times - asynchronously• any time - virtually
Jordan-Webb - All Rights Reserved 1991-2000
Small Group Technology Support(Synchronous, Same Time - Same Place)
Participants haveaccess to shared
workspace ina fixed meeting space
LeaderLeader
Jordan-Webb - All Rights Reserved 1991-2000
Sub-Group C
Sub-GroupB
Sub-GroupA
Sub-groups have access to shared
workspace ina fixed meeting space
LeaderLeader
Small Group Technology Support (Synchronous, Sub-Grouped, Same Time - Same Place)
Jordan-Webb - All Rights Reserved 1991-2000
Participants join from a commonworkspace or from their
own workspace at a mutually agreed upon time
or at a time convenient to their own schedule
LeaderLeader
Virtual Group Technology Support (Synchronous or Asynchronous, Same or Different Time - Different Place)
Jordan-Webb - All Rights Reserved 1991-2000
Context for out-of-the-box planning– Envisioning or creating group processes that do not exist within our current
frame of reference
Current State– Difficult to coordinate individual schedules for face-to-face sessions– Expensive and time consuming to convene teams for multiple days
Desired State– Easy setup for distributed sessions while minimizing face-to-face sessions– Team collaboration from convenient places at convenient times
Bridging the Gap– Enabling facilitators and planners to design new processes that “distribute”
certain activities across time and place boundaries when:• such activities might not necessarily require a face-to-face interaction• time constraints make face-to-face interaction impossible• budgetary constraints make face-to-face interaction impractical
“Out of the Box” Planning for Virtual and Distributed Teams
Jordan-Webb - All Rights Reserved 1991-2000
Next Steps & Action Items
Contact us and help us learn about Your Organization
– Paul Collins (847) 673-2288 [email protected]
– Reginald Taylor(312) 664-1948 [email protected]
End Presentation