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6 Team Performance Tools

6 Team Performance Tools. Address new world (2000+). Traditional. New World. World 2000+ Matrix to Self Organizing Peer based teams Informal Structure Selection of Role & Task All members responsible Focus is Customer Improvements Open system. Old World Hierarchy Boss – worker

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6 Team Performance Tools

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  1. 6 Team Performance Tools

  2. Address new world (2000+) Traditional New World World 2000+ Matrix to Self Organizing Peer based teams Informal Structure Selection of Role & Task All members responsible Focus is Customer Improvements Open system • Old World • Hierarchy • Boss – worker • Formal work groups • Assigned task / power • Supervisor responsible • Focus is assigned work • Closed system

  3. Team Performance Tools • Here are our tools for today: • 4 C’s • Benchmarking & Best Practices • Continuous Improvement • Brainstorming & Priority Matrix • Process Mapping & Value Added Analysis • SWOT

  4. 4 C’s • Facilitating Learning Organizations: Making Learning Count by Victoria J. Marsick and Karen E. Watkins (Oct 1999)

  5. 4 C’s • A hierarchy of people performance: • Lowest level: CONTAINED

  6. 4 C’s • A hierarchy of people performance: • COORDINATED • Lowest level: CONTAINED

  7. 4 C’s • A hierarchy of people performance: • COLLABORATIVE • COORDINATED • Lowest level: CONTAINED

  8. 4 C’s • A hierarchy of people performance: • CONTINUOUS LEARNING (CL) • COLLABORATIVE • COORDINATED • Lowest level: CONTAINED

  9. 4 C’s • Exercise: • Give examples from your science experience for each 4C level • A hierarchy of people performance: • CONTINUOUS LEARNING (CL) • COLLABORATIVE • COORDINATED • Lowest level: CONTAINED

  10. Workout • Started in 1998 as GE answer to Quality Circles • Basis for 6 Sigma process • Basis for Continuous Improvement • Basis for Benchmarking & Best Practices

  11. Continuous Improvement • Continuous improvement is an ongoing effort to improve products, services or processes. These efforts can seek “incremental” improvement over time or “breakthrough” improvement all at once. • http://www.nist.gov/mep/ngs-continuous-improvement.cfm • http://www.ncci-cu.org/ • http://asq.org/learn-about-quality/continuous-improvement/overview/overview.html

  12. Workout/CIP exercise:what do a group of people and a tennis ball have in common

  13. Debrief the exercise as follows • each team share what they learned about their own work process improvements • Report out top 3 findings

  14. Debrief the exercise: 6 points • Role of common purpose • Did your team innovate incrementally or breakthrough? Why? • How did you set internal goals? • What role did seeing other team play? • What role did external best practices play? • How did your personal task focus change with time?

  15. Learn from this exercise • 1. how do you currently complete “work practices” and what are opportunities for improvements? • 2. who can drive team improvements? • 3. rest of this week is about SciPhD providing pragmatic tools to build your business and social competencies

  16. Break for Lunch

  17. Brainstorming Opportunities • How do I make my laboratory more viable? • How can I double the number of publications coming out of my lab? • How do I upgrade the talent in my lab? • How do I double the competencies of my current staff? • How do I double the productivity of my people in the lab? • How do I double the number of projects whose objectives are delivered on time and on budget • How do I create a positive relationship with my PI that also supports my goals • How do I plan my career over the next three years so that I'm worth $150,000 (without benefits).

  18. brainstorminghttp://en.wikipedia.org/wiki/Brainstorming • Brainstorming is a group creativity technique by which a group tries to find a solution for a specific problem by gathering a list of ideas spontaneously contributed by its members

  19. brainstorminghttp://en.wikipedia.org/wiki/Brainstorming • Focus on quantity • Withhold criticism • Welcome unusual ideas • Combine and improve ideas

  20. brainstorminghttp://en.wikipedia.org/wiki/Brainstorming • Exercise: • Brainstorm how to improve your chances of getting your perfect job! • Focus on quantity • Withhold criticism • Welcome unusual ideas • Combine and improve ideas "1+1=3"

  21. brainstorminghttp://en.wikipedia.org/wiki/Brainstorming • Exercise: • Brainstorm how to improve your chances of getting your perfect job! Place one idea per index card Say your idea out loud NO EVALUATION NO BOUNDRIES You have 3 minutes!!!!! "1+1=3"

  22. Organize your cards • Review each card • Clarify if needed • Duplicates in same stack • Very similar cards in same stack • Place in categories

  23. Priority Matrix • How do you take a variety of ideas, solutions, problems, suggestions, brainstorming data, … • and decide which to implement and which to table.

  24. Priority Matrix for Decision Making Increasing Impact Increasing effort

  25. Priority Matrix for Brainstorming Increasing Impact Increasing effort

  26. Priority Matrix for Brainstorming SWEET SPOT AHHHHHHHH THINK ABOUT IT Increasing Impact GIVE TO COMPETITION BUSY STUFF Increasing effort

  27. EXERCISE Increasing Impact Increasing effort

  28. Question:How could you use … Brainstorming Priority Matrix … • …

  29. Process mappinghttp://en.wikipedia.org/wiki/Business_process_mapping • The first step in gaining control over an organization is to know and understand the basic processes (Deming, 1982; Juran, 1988; Taylor, 1911). • ISO 9001 requires a business entity to follow a process approach when managing its business, and to this end creating business process maps will assist • The first structured method for documenting process flow, the flow process chart, was introduced by Frank Gilbreth to members of ASME in 1921

  30. Process map? • y=f(x) • The purpose of these process maps is to document and stimulate the understanding of y=f(x); where the “y” represents the outputs of a process and x represents the various inputs.

  31. Business Process Architecture • Six Sigma practitioners use the term Business Process Architecture to describe the mapping of business processes as series of cross-functional flowcharts

  32. Process Mapping

  33. Process mapping

  34. Process mapping

  35. Process mapping exercise • How do you buy a car?

  36. Process mapping tips • Have a start and finish defined • Start with basic 4 to 6 steps • Expand each step and repeat • When to stop – good question

  37. Now evaluate metrics:– the value chain

  38. Now evaluate metrics:– the value chain • Does this step in the process add value? • What does it cost: • Directly – salary … • Indirectly – lost opportunity • Can we skip, consolidate …

  39. Process mapping • How does Process Mapping relate to Financial Leadership Focus • How can you deploy process mapping in your science work

  40. SWOT • SWOT analysis (alternatively SWOT Matrix) is a structured planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. • http://en.wikipedia.org/wiki/SWOT_analysis

  41. SWOT - strengths • Strengths: • characteristics of the business or team that give it an advantage over others in the industry. A B C

  42. SWOT - weaknesses • Weaknesses (or Limitations): • are characteristics that place the firm at a disadvantage relative to others. A B C

  43. SWOT - opportunities • Opportunities: • externalchances to make greater sales or profits in the environment. A B C

  44. SWOT - threats • Threats: • externalelements in the environment that could cause trouble for the business. A B C

  45. SWOT • SWOT analysis may be used in any decision-making situation when a desired end-state (objective) has been defined. ACTION STEPS

  46. SWOT • How can we Use and Capitalize on each Strength? • How can we Improve each Weakness? • How can we Exploit and Benefit from each Opportunity? • How can we Mitigate each Threat? ACTION STEPS

  47. SWOT • Ideally a cross-functional team or a task force that represents a broad range of perspectives should carry out the SWOT analysis. • For example, a SWOT team may include an accountant, a salesperson, an executive manager, a scientist …

  48. SWOT - Rules • Be realistic about the strengths and weaknesses of your organization • Distinguish between where your company is today and where it could be in the future • Be specific – no gray areas • Apply SWOT in relation to your competition (eg. Better than or worse than competition) • Keep it short and simple

  49. SWOT: example How would you deploy SWOT to achieve FIRST to publish?

  50. SWOT: Exercise

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