FUNDAMENTALS OF TEAM DYNAMICS

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