Getting the Most out of Organizational Training:

1. Getting the Most out of Organizational Training: Team Building and Overcoming the Five Dysfunctions Keith Plemmons, PhD, PE, PMPkeith.plemmons@citadel.edu

2. Objectives Each person should be able to: • Explain the purpose of Organizational Training (OT). • Apply a Competency Development Framework in your personal life. • Apply one or more strategies for overcoming the five dysfunctions of a team. SC SPIN - April 24, 2008, Charleston, SC

3. Outline • Organizational Training (OT) • Dimensions of Competency • Team Life Cycle • Ice Breaker • Overcoming the Five Dysfunctions • Reflections • Adjourn SC SPIN - April 24, 2008, Charleston, SC

4. Organizational Training Process Management Process Area at Maturity Level 3 Purpose To develop the skills and knowledge of people so they can perform their roles effectively and efficiently SC SPIN - April 24, 2008, Charleston, SC

5. Organizational Training Includes training to support the organization’s strategic business objectives and to meet the tactical training needs that are common across projects and support groups. SC SPIN - April 24, 2008, Charleston, SC

6. Organizational Training Effective training requires: • Assessment of needs • Planning • Instructional design • Appropriate training media • Repository of training process data SC SPIN - April 24, 2008, Charleston, SC

7. OT – Specific Goal and Practice SG 1 Establish an Organizational Training Capability SP 1.1 Establish the Strategic Training Needs SP 1.2 Determine Which Training Needs are the Responsibility of the Organization SP 1.3 Establish an Organizational Training Tactical Plan SP 1.4 Establish Training Capability SC SPIN - April 24, 2008, Charleston, SC

8. OT – Specific Goal and Practice SG 2 Provide Necessary Training SP 2.1 Deliver Training SP 2.2 Establish Training Records SP 2.3 Assess Training Effectiveness SC SPIN - April 24, 2008, Charleston, SC

9. Knowledge Competence Personal Competence Performance Competence Targeted areas of personal competence: - Achievement and Action- Helping and Human Service- Impact and Influence- Managerial- Cognitive- Personal Effectiveness Ability to perform project management activities to the levels of performance expected. Demonstrated ability to use standard tools and techniques in combination with applicable knowledge and skills in order to execute project management tasks. The knowledge and understanding that a Project Manager brings to a project. The knowledge component of competence. Broken down into separate units of competence organized around the nine PMBOK knowledge areas with each unit further divided into clusters organized around the five core PMBOK process areas. Dimensions of Competency PM Knowledge Competence Dimension Project Performance PM Performance Competence Dimension • Scope • Time • Cost • Quality • Risk • Stakeholder Satisfaction PM Knowledge Competence Provides the technical skills for Demonstrated ability to manage and execute project activities Enables the development of Provides the framework for PM Personal Competence Dimension Core personality characteristics underlying a person’s capability to accomplish project activities Provides the human performance skills for Personal Attributes

10. Team Life Cycle • Forming • Storming • Norming • Performing • Adjourning/Transforming SC SPIN - April 24, 2008, Charleston, SC

11. Ice Breaker • Name? • Hometown? • Number of kids (siblings) in your family when growing up? • Interesting childhood hobbies? • Biggest challenge growing up? • First job? SC SPIN - April 24, 2008, Charleston, SC

12. True Measure of a Team • It accomplishes the results that it sets out to achieve. • To do this a team must overcome the five dysfunctions SC SPIN - April 24, 2008, Charleston, SC

13. The Five Dysfunctions of a Team Inattention to RESULTS Lack of COMMITMENT Avoidance of ACCOUNTABILITY Fear of CONFLICT Absence of TRUST SC SPIN - April 24, 2008, Charleston, SC

14. Absence of Trust • Afraid to admit the truth about themselves • Engage in destructive political behavior • Not open about mistakes and weaknesses SC SPIN - April 24, 2008, Charleston, SC

15. Fear of Conflict • Failure to build trust promotes fear of conflict • Incapable of engaging in unfiltered and passionate debate of ideas • Resort to veiled discussions and guarded comments SC SPIN - April 24, 2008, Charleston, SC

16. Lack of Commitment • Fear of conflict ensures a lack of commitment • Because opinions are not aired, team members rarely buy in and commit to decisions • May feign agreement in meetings SC SPIN - April 24, 2008, Charleston, SC

17. Avoidance of Accountability • As a result, team members avoid accountability • Even with a great plan, peers hesitate to call others on counterproductive actions and behaviors • Disastrous to team and mission SC SPIN - April 24, 2008, Charleston, SC

18. Inattention to Results • Failure to hold others accountable, produces inattention to results • Happens when team members put individual needs (ego, career development, or recognition) above the collective goals of the team SC SPIN - April 24, 2008, Charleston, SC

19. Five Functions of a Successful Team • They trust each other. • They engage in unfiltered conflict around ideas. • The commit to discussions and plans of action. • They hold each other accountable. • The focus on the achievement of collecting results. SC SPIN - April 24, 2008, Charleston, SC

20. Best Practices? • What can we do? A. Anticipate team dysfunction, devise and follow a process, and implement proven techniques SC SPIN - April 24, 2008, Charleston, SC

21. Absence of Trust Build the Key Ingredient - Courage • Personal Histories Exercise to overcome fundamental attribution error • Behavior Profiling (MBTI, DiSC, Social Style Model, RightPath Profiles, Insights) to understand each other SC SPIN - April 24, 2008, Charleston, SC

22. Fear of Conflict Engage in Productive Conflict • Read and discuss each person’s MBTI conflict profile • And explain with family experience, temperament or personality, cultural background and family norms • Leader gives permission to engage in conflict SC SPIN - April 24, 2008, Charleston, SC

23. Lack of Commitment Get Buy-In • Commitment Clarification – at the end of meetings answer “What exactly have we decided here today?” Write the answer on the board • Cascading Communication – demand the team go back and personally communicate decision to staff members within 24 hours (no email or voice mail) • Have a single thematic goal with metrics SC SPIN - April 24, 2008, Charleston, SC

24. Avoidance of Accountability Build a Culture - Team Effectiveness Exercise (TEE) for constructive feedback • Behavioral characteristics or qualities that contribute to team strength? • Behavioral characteristics or qualities that can sometimes derail the team? • Each team member emails strengths and areas for improvement to leader • Review in a few months to see progress SC SPIN - April 24, 2008, Charleston, SC

25. Inattention to Results Make Results Visible • Team Scoreboard – a single, easy-to-read visual tool to assess success at any time, with ongoing metrics and supporting objectives • Stay focused, publicly clarify desired results and keep them visible SC SPIN - April 24, 2008, Charleston, SC

26. Reflections • What can you do in your company to help people perform their roles more effectively and efficiently? SC SPIN - April 24, 2008, Charleston, SC

27. Acknowledgement Content for this presentation was adapted in part from: • “The Five Dysfunctions of a Team” by Patrick Lencioni, author of “Death by Meeting” • “Project Manager Competency Development Framework” by Project Management Institute SC SPIN - April 24, 2008, Charleston, SC