1 / 44

FUNDAMENTALS OF TEAM DYNAMICS

FUNDAMENTALS OF TEAM DYNAMICS . CHE 165. TEAM COMPOSITION (SIMPLE PROJECT TEAM). ADMINISTRATORS MANAGERS LEAD THE DEVELOPMENT PUSH FOR DECISIONS CONTROLLERS ASSESS PROGRESS DETERMINE RESOURCE NEEDS PROVIDE QUALITY CONTROL MAINTAIN THE TEAM COMPOSURE. TEAM COMPOSITION .

noura
Download Presentation

FUNDAMENTALS OF TEAM DYNAMICS

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. FUNDAMENTALS OF TEAM DYNAMICS CHE 165

  2. TEAM COMPOSITION(SIMPLE PROJECT TEAM) • ADMINISTRATORS • MANAGERS • LEAD THE DEVELOPMENT • PUSH FOR DECISIONS • CONTROLLERS • ASSESS PROGRESS • DETERMINE RESOURCE NEEDS • PROVIDE QUALITY CONTROL • MAINTAIN THE TEAM COMPOSURE

  3. TEAM COMPOSITION • TECHNICAL PERSONNEL • SPECIALISTS • COMPLETE DESIGNS OF SPECIFIC COMPONENTS • MAY DESIGN OVERALL CONTROL SYSTEMS • GENERALISTS • DO THE SYSTEMS DESIGN AND INTEGRATE PROJECT COMPONENTS • DEVELOP OPERATING DOCUMENTS

  4. MECHANICS OF TEAM FORMATION • FORMING • STORMING • NORMING • PERFORMING http://www.infed.org/thinkers/tuckman.htm

  5. FORMING • CRITICAL DECISION PERIOD • GENERAL SCOPE • SELECTION OF PERSONNEL • TESTING OF LEADER • MANAGER MAKES MOST OF THE DECISIONS TO GET THE PROJECT ACTIVATED

  6. STORMING • DEFINE SCOPE • DETERMINE TEAM MEMBER RESPONSIBILITIES • ESTABLISH LINES OF COMMUNICATION AND OTHER MECHANICS OF INTERACTION • COMPETITION UNTIL COMPROMISES ARE ACHIEVED

  7. NORMING • DEVELOPMENT OF THE PROCESSES • ACCEPTANCE OF THE COMPROMISES FROM

  8. PERFORMING • UNIFORM DIRECTION TOWARDS A SHARED VISION • TEAM FUNCTIONS WELL IN TERMS OF GOALS AND RELATIONSHIPS • THE MANAGER HAS DELEGATED MUCH OF THE DECISION MAKING ACTIVITIES TO THE REST OF THE TEAM

  9. EFFECTIVE TEAM PERSONALITY • BASED ON A PRESENTATION BY RICK WILLSON, INTEL CORP • AN EFFECTIVE TEAM NEEDS DIVERSITY OF PERSONALITIES • DISC PERSONALITY PROFILE • NOT A TEST

  10. DISC PERSONALITY EVALUATION

  11. DISC PERSONALITY EVALUATION

  12. EFFECTIVE TEAM PERSONALITY • DEFINES YOU PREFERRED STYLE OF OPERATIONS – YOUR BEHAVIOUR IN WORK SITUATIONS • ALLOWS YOU TO RECOGNIZE HOW OTHERS ARE AFFECTED BY YOUR STYLE • ALLOWS AN OPPORTUNITY TO APPRECIATE AND LEVERAGE DIFFERENT STYLES PRESENT ON YOUR TEAM • SHOULD ALLOW YOU TO BE MORE EFFECTIVE IN ACCOMPLISHING TEAM TASKS BY IMPROVING RELATIONSHIPS • PROVIDES SOME ALTERNATIVE STYLES THAT YOU CAN UTILIZE IN VARIOUS WORK SITUATIONS – YOU MAY CHANGE YOUR STYLE TO MAKE THE TEAM MORE EFFECTIVE

  13. PERSONALITY DIMENSIONS • PRIMARY CATEGORIES • D – DOMINANCE AND RESULTS • I – INFLUENCE AND PEOPLE • S – STEADINESS AND METHOD • C – CONSCIENTIOUS AND ENVIRONMENT

  14. ACTIVE D RESULTS I PEOPLE C METHOD S ENVIRONMENT REACTIVE PERSONALITY DIMENSIONS

  15. PERSONALITY DIMENSIONS • MOST PEOPLE FALL INTO A COMBINATION OF CATEGORIES THAT CAN BE PLOTTED ON THE FIGURE • D AND I TYPES TEND TO BE ACTIVE WHO ADOPT GOALS AND INITIATE ACTIVITIES TO ACHIEVE THEM • S AND C TEND TO BE REACTIVE AND PREFER TO CONSIDER THE EFFECTIVENESS OF THE PROCESS BEFORE STARTING AN ACTIVITY

  16. D – DOMINANT CHARACTERISTICS

  17. D - BEHAVIORAL TENDENCIES • HIGH SENSE OF PERSONAL WORTH • TASK-ORIENTED – NEEDS RESULTS • BASIC FEAR – BEING TAKEN ADVANTAGE OF • MAY BE PERCEIVED TO LACK CONCERN FOR OTHERS VIEWS AND FEELINGS

  18. D - GENERAL CHARACTERISTICS • FOOD • KNOWN TO EAT OVER THE SINK • NEVER FOLLOWS RECIPES WITHOUT MAKING CHANGES • CANNOT COOK WITHOUT A MICROWAVE • IMPULSIVE SHOPPER – DOES NOT USE A LIST • MESSY DESK • SAYS “IT IS SOMEWHERE IN THERE, YOU LOOK FOR IT”

  19. D – MORE GENERAL CHARACTERISTICS • NEWSPAPERS • READS THE HEADLINES AND SCATTERS THE OTHER SECTIONS • GOING TO A FILM IN A THEATER • ENTERS LATE • MAKES EVERYONE STAND SO THEY CAN GET TO A MIDDLE SEAT • ATTITUDE • STRONG EGO, DECISIVE, RISK-TAKING, AND SELF-CONFIDENT

  20. STRESS OUT A HIGH Dhttp://datadome.com/blog/2006/04/27/how-we-stress-someone-out-in-style • Block and threaten their personal goals. • They can’t take their foot off the gas, so make them hit the brakes as well. • Get in their way, move slowly, make a lot of small talk. • Take advantage of them. • Create a wall of obstructionist bureaucrats toward which they must submit. • Waste their time whenever possible. • Whine!

  21. D TROUBLE HAS STARTED WHEN YOU: • HAVE AN URGE TO WALK ACROSS A LAKE INSTEAD OF AROUND IT. • HAVE A DESIRE TO DIRECT TRAFFIC AT RUSH HOUR • CONSIDER HAVING A DUEL WITH PISTOLS TO SETTLE AN ARGUMENT • AFTER YOU HAVE BEEN AT WORK FOR 10 MINUTES, NO ONE IS SPEAKING TO YOU

  22. I – DOMINANT CHARACTERISTICS

  23. I - BEHAVIORAL TENDENCIES • OPTIMISTIC • PEOPLE-ORIENTED • MOTIVATED BY SOCIAL RECOGNITION • BASIC FEAR – SOCIAL REJECTION • MAY BE PERCEIVED AS DISORGANIZED

  24. I - GENERAL CHARACTERISTICS • FOOD • HAS ALL THE LATEST KITCHEN GADGETS BUT DOES NOT KNOW HOW TO USE THEM • TELLS YOU WHERE EVERYTHING IS LOCATED IN THE STORE, WHETHER YOU ASK THEM OR NOT. • LIKES TO COOK FOR GROUPS AND SETS AN EXTRA PLACE FOR COMPANY WHO MAY STOP BY. • DESK • DOES NOT KNOW WHERE THINGS ARE, BUT WILL NOT ADMIT IT • SAYS “GIVE ME A FEW MINUTES AND I WILL FIND IT

  25. I – MORE GENERAL CHARACTERISTICS • NEWSPAPERS • READS THE OBITUARIES TO SEE IF THEY RECOGNIZE ANYONE • ENJOYS SECTIONS ABOUT CELEBRITY ACTIVITIES • GOING TO A FILM IN A THEATER • ATTENDS IN GROUPS • TENDS TO APPLAUD AND MAKE COMMENTS • ATTITUDE • OPTIMISTIC, ENTHUSIASTIC, CHARMING, SOCIABLE, AND PERSUASIVE

  26. STRESS OUT A HIGH Ihttp://datadome.com/blog/2006/04/27/how-we-stress-someone-out-in-style • Splash water on their enthusiasm. • Dampen their optimism. • Frown when they smile, and talk down to them. • Don’t let them speak up, and forbid them from expressing their views and opinions. • Don’t let them show any emotion, not even to gesture. • Get down to business immediately, and treat them like objects. • Take away their cell phone!

  27. I HAVE LOST CONTROL WHEN: • YOU NEED TO CALL 3 TIMES TO LEAVE A VOICE MESSAGE TO A FRIEND • OFFER TO HELP AN ELDERLY PERSON CROSS THE STREET, WHEN THEY HAVE NO INTENT OF LEAVING THEIR PORCH • PLACE ODOR-ABSORBING DEVICES IN THE TRASH TO IMPRESS THE GARBAGE COLLECTOR • DIAL A WRONG NUMBER AND SPEND 20 MINUTES ON THE PHONE TALKING TO WHOEVER ANSWERS

  28. S – STEADINESS CHARACTERISTICS

  29. S - BEHAVIORAL TENDENCIES • PRAGMATIC – TEAM PLAYER AND FAMILY ORIENTED • PEOPLE-ORIENTED • MOTIVATED BY ESTABLISHED PRACTICES • BASIC FEAR – LOSS OF STABILITY • MAY BE PERCEIVED TO BE POSSESSIVE, WILLING TO RECEIVE BUT NOT WILLING TO GIVE

  30. S - GENERAL CHARACTERISTICS • FOOD • EATS FROM THE 4 BASIC FOOD GROUPS EACH DAY • VALUES MEAL TIME AS FAMILY TIME • HAS A LIST AND GETS SHOPPING DONE EFFECTIVELY • PREPARES MEALS FROM SCRATCH AND USES A DOZEN STANDARD RECIPES • DESK • EVERYTHING FILED IN EITHER ALPHA ORDER AND/OR COLOR CODED

  31. S – MORE GENERAL CHARACTERISTICS • NEWSPAPERS • LOOKS OVER THE ENTIRE PAPER AND CLIPS INTERESTING ARTICLES • GOING TO A FILM IN A THEATER • ARRIVES 15 MINUTES EARLY • IS PROBABLY SEEING THE MOVIE AGAIN • ATTITUDE • TEAM PLAYER, FAMILY PERSON, PATIENT, STABLE AND EASY GOING

  32. STRESS OUT A HIGH Shttp://datadome.com/blog/2006/04/27/how-we-stress-someone-out-in-style • Change the rules and processes; then without warning, change them again. • Suddenly change direction and then again, faster. • Change expected results of routine actions. • Question their loyalty. • Don’t prioritize. • Don’t be available for clarifications. • Give them way too much to do by day’s end, then threaten their job!

  33. MY S IS IN TROUBLE WHEN: • I LISTEN TO A SNOW REMOVAL SALES PERSON FOR 30 MINUTES • A COLLEAGUE TAKES MY PULSE TO ASSURE I AM STILL ALIVE • I RSVP TO THE GROUP PICNIC WITH A FIVE PAGE REPORT • I CREAT A SCHEDULE FOR EATING EACH COURSE FOR LUNCH

  34. C – CONSCIENTIOUSNESS CHARACTERISTICS

  35. C - BEHAVIORAL TENDENCIES • ACCURATE – THE PRECISION QUALITY CONTROL PERSON • TASK-ORIENTED • MOTIVATED BY ADHERENCE TO STANDARDS • BASIC FEAR – CRITICISM OF THEIR WORK • MAY BE PERCEIVED TO BE OVERLY CRITICAL OF SELF AND DEMANDING OF OTHERS

  36. C - GENERAL CHARACTERISTICS • FOOD • KNOWS THE % OF PROTEIN, FATS, ETC., IN FOODS • READS ALL THE LABELS • BRINGS COUPONS AND A CALCULATOR TO SHOP • CANNOT COOK WITHOUT A TIMER AND MEASURING CUPS • DESK • MAY BE MESSY, BUT KNOWS WHERE EVERYTHING IS LOCATED

  37. C – MORE GENERAL CHARACTERISTICS • NEWSPAPERS • CALLS THE NEWSPAPER COMPANY IF A WORK IS SPELLED INCORRECTLY • GOING TO A FILM IN A THEATER • READS ALL THE CRITICAL REVIEWS BEFORE ATTENDING • ATTITUDE • ACCURATE, CONSCIENTIOUS, PRECISED, DIPLOMATIC, PERFECTIONIST, AND FACTUAL

  38. STRESS OUT A HIGH Chttp://datadome.com/blog/2006/04/27/how-we-stress-someone-out-in-style • Criticize their work. • Deny them time - rush them, send them to useless training and pointless discussion. • Force them into immediate decisions and commitments. • Deny them sufficient information for making decisions. • Give them lousy equipment, don’t let them upgrade. • Randomize processes and procedures. • Give them erratic and emotional responses, forcing them to release projects before they can be checked or tested. • Change plans - arbitrarily and often - and don’t let them finish anything!

  39. C WHAT HAPPENS WHEN YOU CANNOT CONTROL IT: • YOUR HOBBY BECOMES TESTING THE CLAIMS FOR LAUNDRY DETERGENTS • YOU CREAT A QUALITY CIRCLE WITH YOUR FAMILY FOR COOKING QUALITY AT HOME • PUT A GALLON OF GAS IN YOUR CAR AND THEN DRIVE UNTIL IT IS CONSUMED TO CHECK YOUR MILEAGE • YOUR COLLEAGUES GIVE YOU A ONE-WAY TICKET TO GO HELP STABILIZE A WAR-RAVAGED COUNTRY

  40. IMPROVE TEAM DYNAMICS • CONSIDER THE LEVEL OF DEVELOPMENT OF THE PROJECT • BASED ON PERSONALITY CHARACTERISTICS, WHO SHOULD BE • MAKING DECISIONS • IMPLEMENTING DECISIONS • ASSESSING PROGRESS • COORDINATING WITH THE CLIENT OR OTHER INTERESTED CONSTITUENCY

  41. IMPROVE TEAM DYNAMICS • TYPICAL ASSIGNMENTS – WHICH PERSONALITY WOULD YOU PREFER – WHY OR WHY NOT? • FOR THE PROJECT MANAGERS • FOR THE TOTAL PROJECT • FOR THE PROJECT ENGINEERING MANAGER • FOR THE DESIGN ENGINEERING MANAGER • FOR PLANNING AND SCHEDULING THE PROJECT • FOR THE INITIAL PLAN AND SCHEDULE • TO MONITOR THE SCHEDULE OVER THE LIFE OF THE JOB

  42. IMPROVE TEAM DYNAMICS • TYPICAL ASSIGNMENTS – WHICH PERSONALITY WOULD YOU PREFER – WHY OR WHY NOT? • FOR DEVELOPING PROJECT SPECIFICATIONS • TO DEFINE OUTLINE SPECIFICATION CRITERIA • TO DEFINE DETAILED SPECIFICATION CRITERIA • FOR DEVELOPING COMMUNICATION STRUCTURES • WITHIN THE TEAM • WITH THE CLIENT • WITH SUBCONTRACTORS AND VENDORS • TO DEVELOP AND IMPLEMENT THE QA AND QC ACTIVITIES

  43. CHECK OF RESULTS • BASED ON YOUR STYLE, WHAT ADVICE (3 RECOMMENDATIONS) WOULD YOU GIVE TO OTHER TEAM MEMBERS TO WORK MOST EFFECTIVELY WITH YOU? • FOR THE OTHER THREE STYLES, WHAT CAN YOU DO (2 RECOMMENDATIONS) TO WORK MORE EFFECTIVELY WITH THEM • HOW CAN YOUR STYLE BE USED EFFECTIVELY FOR LEADING A TEAM? • HOW CAN YOUR STYLE BE USED EFFECTIVELY AS A TEAM MEMBER

  44. AND WHEN ALL IS SAID AND DONE: • There are 10 kinds of people in the world:-Those who understand binary-Those who don't

More Related