Download - Team Dynamics (All I Can Tell You About Teams in About an Hour)

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Team Dynamics(All I Can Tell You About Teams in About an Hour)

Teresa Guy

Steve Holt

Boeing Commercial Airplanes

10/12/2011

Copyright © 2009 Boeing. All rights reserved.

Why Teams?

We are culturally predisposed to individualsLone Ranger, Quarterback, home run hitterBasement inventor with 200 MPG carAnti-team proverbs- “A camel is a horse designed by a

committee” Teams are the way life has been forever.

Few Lone Wolves, not Edison, not Bill Gates, not Dean KamenAll projects rely on othersFamily, den, pack, clique, congregation, platoon

Teams very infrequent in education.Sports still have heroes.Working together seen as cheatingThere’s no such thing as “friendly competition”


Content and Process

Content

What is our task?

What is our goal?

Process

How will we do the task?

What methods will we use?

How will we work together?

MaintenanceHow will we maintain effectiveworking relationships betweenmembers?

TaskHow will we complete the taskefficiently and effectively?


Set Up Your Team to Succeed

Determine the nature of the projectWhat will your team work on?What perceived need led to this project?What is the goal of this project?How will you know you’re done?

Determine the membership and logisticsWho is on the team? Who is our advisor?What technical specialties do we need to succeed?When will the team meet with our advisor?

Describe the boundaries and supportWhen does the project start and stop?What resources are available to us? (money, people...)What decision making authority do we have?What external specialists will we have access to?

Work the right projectKnow when you’re done

Work the right projectKnow when you’re done


Team Work: The Barest Essentials

Have a team leaderCan be permanent or rotating

Decide how you’ll decide thingsBenevolent dictatorMajority ruleCoalitionsConsensus

Write down what you’ve decided.Take minutes, rotate minute takerMake agendas and log and track action itemsKeep track of “Who does what by when”


The Dream Team….Maybe

What you want:-Team of high performing best friends-The engineering equivalent of the “Mission Impossible” team-Webster’s Dictionary would use us as a model team-The Three Musketeers Do Engineering

The reality:“These guys are a bunch of pushovers, they'll do whatever I

want.”“Easy A, I'll coast and these workaholics will do the work.”“I'd like to contribute, but with school and 2 jobs…..” “If we do REALLY well the company will hire me after I

graduate.”“I know exactly what to do, I hope they listen to me this time.”“This project is boring, but it's got the biggest budget.”“I’ll choose this project, I know it’s the Prof's favorite

subject.”Your team is you, Albert Einstein, Cleopatra, Napoleon,

Homer Simpson, and Barney.


Stages of Group Development (1)

Norming:

Major Concern: Relationships

“Will I be liked?”

“Will I like the others?”

Storming:

Major Concern: Control and Influence

“Will I have influence?” “Will the leader be effective?”

Performing:

Major Concern: Group Effectiveness

“What can I/we do to be better?”

Forming:

Major Concern: Identity

“What role will I play?” “What can I contribute?”

1

2

4

3


Stages of Group Development (2)

Norming:StereotypingCompromising

Giving in

Significant Progress but danger of Group Think

Storming:Trying to influenceForming subgroupsResisting leadershipConflict

Intend to work the task, but.. (Most challenging phase!)

Performing:Flexible roles

Processes practiced (task and relationship)

Cohesive unit, group gets lots done.

Forming:DominatingBlocking ProgressSeeking recognitionWithdrawing

Little accomplished towards the goal. 1

2

4

3


Teams and Individual Personalities

Analytical:

Wants: Accuracy

Stress: Withdraw

Growth:Make a decision

Driver:

Wants: Achievement

Stress: Autocratic

Growth:Listen more

Amiable:

Wants: Acceptance

Stress: Goes along

Growth:Initiate

Expressive:

Wants: Applause

Stress: Personal Attack

Growth:Check first

Facts

Feelings

TellsAsks


What do I do with this?

This is one more tool to use, but:All models are wrong; some models are useful.These are convenient labels. They do NOT tell you what someone is

thinking or feeling.We all display aspects of all styles. Do not jump to conclusions about

people’s style.There is no “best” style. All are valuable and important.Do not confuse position and style. A football player and an

accountant can have the same style.Understand and accept how you and others are. Modify and adapt

when you need to. Appreciate the immense power and value of diversity.


What about Team Conflict?

Use the TOC Conflict Resolution Diagram (or “Evaporating Cloud”) to:Confirm that conflict actually exists Identify the conflict perpetuating a major problemResolve conflictAvoid compromiseCreate solutions in which both sides winCreate new, “breakthrough” solutions to problemsExplain in depth why a problem exists Identify all assumptions underlying problems and conflicting relationships

Objective

Requirement #1 Prerequisite #1

Requirement #2 Prerequisite #2

Injection Assumptions


How do I Use the Conflict Resolution Diagram?

Write from right to left: 1. Write down what you want (D) 2. Write down what the other side wants (D’) 3. Write down what need you are trying to satisfy on your side (B) 4. Write down what need the other side is trying to satisfy (C).

They have been telling you! 5. Write down the common objective (A)

A. (5. What is our common Goal or Objective?)

B. (3. What need am I trying to satisfy?)

D. (1. What do I want?)

C. (4. What need is the other side

trying to satisfy?)

D’. (2. What does the other side want?)

Read from left to right to check your logic: In order to …. I must ….


Surface Assumptions to Find a Breakthrough

Read again and add because: In order to …. I must …. BECAUSEOR

Since <assumption> exists, I must have D to achieve BFor the Conflict arrow: I can’t have both D and D’ at the same time

BECAUSETry to come up with 5 assumptions per arrowLook for an erroneous assumption or pick one you want to eliminateDo whatever it takes to eliminate the assumption and you have a

breakthrough

A. (5. What is our common Goal or Objective?)

B. (3. What need am I trying to satisfy?)

D. (1. What do I want?)

C. (4. What need is the other side

trying to satisfy?)

D’. (2. What does the other side want?)


A Sample Conflict Cloud

Story: I know that I can do a really good job on the project all by myself but I’m not so sure about my team members. But, if I do the whole project myself I won’t have a lot of time for anything else (other classes, friends, pets, etc.)

A. Be successful

B. Turn in a high quality project

D. Do all the work on the project myself

C. Pass all my

classes

D’. Don’t do all the

work on the project myself

Possible assumptions:B-D; The only way to have a high quality project is for me to do it all.C-D’: I care about the grades in my other classes. D-D’: I have to choose one or the other.


Why Teams?--Redux

One word---DiversityDiversity of thought, vision, ideas, knowledge, experience,

opinion, technique, education system, etc., etc., etc.Few if any real accomplishments are the result of a single

individual.A shared goal, common processes, trust, and a diverse group

make for a powerful combination.


References to learn more

References on Teams:“The Team Handbook” and “The Leader’s Handbook” Peter Scholtes“The Memory Jogger Plus” Michael Brassard“Why Teams Don’t Work--What Went Wrong and How to Make it Right” Harvey Robbins and Michael Finley

Group Development and Personality Styles:“Bruce W. Tuckman - forming, storming, norming and performing in groups” Smith, M. K. (2005), the

encyclopaedia of informal education, www.infed.org/thinkers/tuckman.htm . Last updated: 11/16/07. “Development Sequence in Small Groups” Bruce W. Tuckman

http://dennislearningcenter.osu.edu/references/GROUP%20DEV%20ARTICLE.doc “Personal Styles and Effective Performance” David Merrill and Roger Reidhttp://www.ihi.org/conferences/natforum/handouts/C13D13%20WorkStylesandTeamEffectiveness.PDF

Project Management“Critical Chain” Dr. Eli Goldratt (also, “The Goal” book, video, tape, or CD)“The Deadline” Tom DeMarco

Critical Thinking“Goldratt’s Theory of Constraints: A Systems Approach to Continuous Improvement” H. William Dettmer“Thinking Smart: Applying the Theory of Constraints in Development Thinking Skills: Khaw Choon Ean

Political Skills and System DynamicsThe Cynefin Framework by Dave Snowden. http://www.cognitive-edge.com and Wikipedia“The Empowered Manager” Peter Block“The Fifth Discipline” and “Fifth Discipline Fieldbook” Peter Senge“Boyd” Roger Coram (the Fighter Mafia take on the Pentagon)“The Logic of Failure” Dietrich Dörner“Great Boss Dead Boss” Ray Immelman

Download - Team Dynamics (All I Can Tell You About Teams in About an Hour)

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