Team Performance Enhancement and Risk Mitigation for the Optical Society of America

1. Team Performance Enhancement and Risk Mitigation for the Optical Society of America

2. What Caused these Failures? Galaxy M100 before Galaxy M100 after Challenger Hubble Space Telescope Korean Air Lines Thorough reviews of disasters inevitably find that flawed “team social contexts” cause failures!

3. Risk has Two Sides The “soft-side” which we name “team social contexts.” The “hard-side” -- technical work and traditional risk management. Which side’s limitations are more likely to cause team performance shortfalls and project failures? You need “soft-side” risk management processes.

4. What do Teams need to Measure and Manage? “Team social context” drives team performance (and risk) 80% of the time. What overwhelmingly drives team performance (and risk)? What is the effect of individuals’ abilities on team performance? Individuals’ abilities drive team performance 10% of the time!

5. Team Social Contexts Act Like Fields Would you change behaviors in each of these contexts? Chapter 2: Managing Social Context Manages Technical Performance • Context drives behavior with an invisible “field,” like a magnetic field. • How might you measure a magnetic field? • By observing ferromagnetic materials. • How might you measure your team’s social context? • By members’ observations of team behavioral norms.

6. “Visioning” “Cultivating” “Including” “Directing” Evolution of Team Social Context Management Team and Individual Development Assessments to stimulate behavioral change and measure progress in team performance and risk reduction Coaching using the Context Shifting Worksheet (“CSW”) University class  a Three-day workshop including: three diagnostics, “AMBR” process to habituate Behaviors and the “Context Shifting Worksheet.”

7. Chapter 4: The 4-D Assessment Process Expressing Reality-based Optimism Expressing Authentic Appreciation Addressing Shared Interests Being 100% Committed Mutual Respect & Enjoyable Work Sustained, Effective Creativity Perceiving “Magical” Solutions Willing & Energizing Collaboration Resisting Blaming & Complaining Appropriately Including Others Keeping All Your Agreements Clarifying Roles, Accountability & Authority Mutual Respect & Enjoyable Work Authenticity & Aligned, Efficient Action OutcomeFocus with no Blamers or Victims High Trustworthiness & Efficiency Clear and Achievable Expectations Behavioral Norms and Contexts

8. TeamDevelopmentAssessmentCycle Chapter 4: The 4-D Assessment Process 15 min. 1 to 2 hours Resource: Each participant receives How NASA Builds Teams Attention: Learn the “why” for each behavior. Attention: See the standard for excellence. Evaluation: Grade each behavior. Reflection: Write comments. Discuss: With Team members. Assign and do: Action Items.

9. Team Benchmarking Blind Optimism Low Commitment Mutual Respect & Collaboration Unappreciated & Conflict Grounded Optimism & High Commitment No Drama & Clear RAAs Victims/Blamers & Disorganized Feel Included With High Trust Feel Disincluded & Low Trust Chapter 4: The 4-D Assessment Process Distribution of 300 teams’ first assessment scores Seven Deadly Sins (HNBT, p. 242) High performance, low risk team Which team would you rather work in? Which team would you rather fund as their sponsor?

10. TDAs: Our Most Efficient Developmental Process Chapter 5: NASA's 4-D Teambuilding Results 1st Assessment 2nd Assessment 3rd Assessment 4th Assessment We grouped the 198 teams with multiple assessments into one of five quintiles. The image below is the ~40 teams beginning in the bottom quintile. Bottom Quintile Hubble and Challenger

11. All 198 Teams with Multiple Assessments Chapter 5: NASA's 4-D Teambuilding Results 84% 90% 81% 77% 75% 79% 72% 83% 71% 76% 66% 80% 66% 70% 53% 75% Teams , First and Following Percentile Ranks Top Quintile > Ave. Quintile Average Quintile < Ave. Quintile Bottom Quintile ~22% Team Efficiency Increase These are the Most Amazing Data I Have Ever Seen

12. The Team Social Fields Affect Everyone Is your team misaligned like this one?

13. Systemic Performance Improvement Chapter 5: NASA Results and What You Might Expect Average NASA First TDA scores up 10% Ave MSFC 1st TDA scores up 20% ~10% of NASA engaged Annual increase in first team assessments ~participation! Correlation is not causality. Is there another test? ~20% of MSFC engaged

14. Our Closure Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it’s the only thing that ever has. - Margaret Mead, Anthropologist