Professional Context of ICT INFO3020

1. Professional Context of ICTINFO3020 Teams “Nobody’s Perfect – but a team can be” Antony Jay

2. Working Groups • Reasons for increasing emphasis on group work: • Complexity of data on which decision making is based means that one person cannot reasonably be expected to contain within themselves all the relevant facts and implications • A group can coordinate their separate activities or differing points of view • Differing opinions and goals can be identified in the group situation and possible sources of potential conflict can be identified and resolved • Participation in decision making can enhance commitment

3. Disadvantages • It may be slower • There are administrative problems in arranging for a number of busy people to assemble at the same place at the same time • Interpersonal relationships may create problems that interfere with the task

4. The process • To work effectively a group needs • Agreement as to its Purpose (Why) and its Objectives (What) • Clear identification of the constraints within which it must work – time, cost, authority, materials, space • An appropriate group structure – have appropriate roles identified • To pay due attention to the maintenance process

5. Improving group performance • Typically this improves with practice • Feedback is essential • 3 basic parts • Collection of data under 6 headings – Purpose, Objectives, Constraints, Resources, Structure and Process • Reporting of data to the group • On the basis of the data collected the group should identify its main problems and formulate plans for dealing with those problems

6. Characteristics of a High Performance Team (McConnell, 1996) • Shared, elevated vision or goal • Sense of team identity • Result-driven structure – depends on clear roles, effective communication systems, means of monitoring individual performance and decision making based on facts rather than emotions • Competent team members • Commitment to the team • Mutual trust • Interdependence among team members

7. Characteristics of a High Performance Team (McConnell, 1996) • Effective communication • Sense of autonomy • Sense of empowerment • Small team size (no larger than 8-10 people) • High level of enjoyment – leads to increased team cohesiveness

8. Other characteristics of successful teams • Diversity in backgrounds, skills and goals • Tolerance of diversity, uncertainty, ambiguity • Mutual respect and putting one’s own views second to the team • Reward structure that promotes shared responsibility and accountability • Effective project management • Use of Conflict as a stimulus – e.g. use of “devil’s advocacy” to stimulate creativity

9. High Performance Teams Characteristics • commitment • developed identity • shared vision and goals • competence as individuals • complementary skills • desire to achieve (results-driven) • trust • interdependence (empowerment) • small size (5-8 members) • effective communication • high-level of enjoyment

10. Achieving Team Results What must be in place . . . • roles must be clear • effective communication system in place • performance monitoring in place with feedback and rewards (team & individual) • decisions made on facts not subjective opinions whenever possible

11. Team Self-Assessment • Ask team members to do a self-assessment providing strength ratings (1=very little, 2=some, 3=avg, 4=lots, 5=major). • Create an assessment matrix and then analyze your teams overall strengths and how well you complement each other as a team

12. Mutual Trust • Honesty • Openness • Consistency • Respect Larson and LaFasto found that it consists offour main components

13. Managing High-Performance Teams • Establish a vision (or goal) • Create change to match the vision • Manage team as a team - make individuals responsible for their actions • Delegate tasks • Leave details to the team • Use MOI (Motivation, Organization or Information) model to remove roadblocks

14. Why do teams fail? . . . because they lack the attributes ofa high-performance team

15. High Performance Teams Characteristics • commitment • developed identity • shared vision and goals • competence as individuals • complementary skills • desire to achieve (results-driven) • trust • interdependence (empowerment) • small size (5-8 members) • effective communication • high-level of enjoyment

16. Team Member’s Creed • As a team member I will: • Demonstrate a realistic understanding of my role and accountabilities. • Demonstrate objective and fact-based judgements. • Collaborate effectively with other team members. • Make the team goal a higher priority than any personal objective. • Demonstrate a willingness to devote whatever effort is necessary to achieve team success.

17. Team Member’s Creed (cont.) • Be willing to share information, perceptions, and feedback appropriately. • Provide help to other team members when needed and appropriate. • Demonstrate high standards of excellence. • Stand behind and support team decisions. • Demonstrate courage of conviction by directly confronting important issues. • Demonstrate leadership in ways that contribute to the team’s success. • Respond constructively to feedback from others.

18. Team Leader’s Creed • As a team leader I will: • Avoid compromising the team’s objective with political or personal issues. • Exhibit personal commitment to the team’s goal. • Not dilute the team’s efforts with too many priorities. • Be fair and towards all team members. • Be willing to confront and resolve issues associated with inadequate performance by a team member. • Be open to new ideas from team members.

19. Team Structure Considerations • Must begin with team objectives -* Problem resolution* Creativity* Tactical execution

20. Kinds of Teams • Problem-resolution teams - (swat team)* focuses on complex, poorly defined problems* need to be trustworthy, intelligent & pragmatic (e.g., Peritus) • Creativity team - (research team)* focuses on exploring possibilities & alternatives* need to be self-motivated, independent, creative, and persistent. (e.g., AvraSoft) • Tactical-Execution Team - (surgical team)* focuses on carrying out a well-defined plan* need to be highly focused with clear roles with success criteria clear (e.g., Saville)

21. Team Models • Business team* Peer group headed by technical lead* hierarchical organization • Chief-Programmer team (IBM’73)* surgeon model recognizing high powered prog.* other defined roles back-up programmer, administrator, toolsmith, documentation speclst. • Skunkworks Team * isolated from upper management* isolates group of talented, creative individuals to accomplish a specific, difficult task

22. Team Models (cont.) • Feature team* Team of specialists responsible for certain part of a product, empowered group • Search-and-Rescue team* focuses on solving specific problem* example, medical systems specialist team • SWAT team * “skilled with advanced tools”* specializes in certain areas, e.g., Peritus process

23. Team Models (cont.) • Professional Athletic team* Coach of a set of stars, coach facilitates the stars needs Theatre team* team members audition for certain roles under a strong “director”* members can be moved in and out as determined by director