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Team Dynamics (All I Can Tell You About Teams in About an Hour)

Teresa Guy Steve Holt Boeing Commercial Airplanes 10/12/2011. Team Dynamics (All I Can Tell You About Teams in About an Hour). Why Teams?. We are culturally predisposed to individuals Lone Ranger, Quarterback, home run hitter Basement inventor with 200 MPG car

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Team Dynamics (All I Can Tell You About Teams in About an Hour)

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  1. Teresa Guy Steve Holt Boeing Commercial Airplanes 10/12/2011 Team Dynamics(All I Can Tell You About Teams in About an Hour)

  2. Why Teams? • We are culturally predisposed to individuals • Lone Ranger, Quarterback, home run hitter • Basement inventor with 200 MPG car • Anti-team proverbs- “A camel is a horse designed by a committee” • Teams are the way life has been forever. • Few Lone Wolves, not Edison, not Bill Gates, not Dean Kamen • All projects rely on others • Family, den, pack, clique, congregation, platoon • Teams very infrequent in education. • Sports still have heroes. • Working together seen as cheating • There’s no such thing as “friendly competition”

  3. Content and Process Content What is our task? What is our goal? Task How will we complete the task efficiently and effectively? Process How will we do the task? What methods will we use? How will we work together? Maintenance How will we maintain effective working relationships between members?

  4. Set Up Your Team to Succeed • Determine the nature of the project What will your team work on? What perceived need led to this project? What is the goal of this project? How will you know you’re done? • Determine the membership and logistics Who is on the team? Who is our advisor? What technical specialties do we need to succeed? When will the team meet with our advisor? • Describe the boundaries and support When does the project start and stop? What resources are available to us? (money, people...) What decision making authority do we have? What external specialists will we have access to? Work the right project Know when you’re done

  5. Team Work: The Barest Essentials • Have a team leader Can be permanent or rotating • Decide how you’ll decide things Benevolent dictator Majority rule Coalitions Consensus • Write down what you’ve decided. Take minutes, rotate minute taker Make agendas and log and track action items Keep track of “Who does what by when”

  6. The Dream Team….Maybe • What you want: -Team of high performing best friends -The engineering equivalent of the “Mission Impossible” team -Webster’s Dictionary would use us as a model team -The Three Musketeers Do Engineering • The reality: “These guys are a bunch of pushovers, they'll do whatever I want.” “Easy A, I'll coast and these workaholics will do the work.” “I'd like to contribute, but with school and 2 jobs…..” “If we do REALLY well the company will hire me after I graduate.” “I know exactly what to do, I hope they listen to me this time.” “This project is boring, but it's got the biggest budget.” “I’ll choose this project, I know it’s the Prof's favorite subject.” Your team is you, Albert Einstein, Cleopatra, Napoleon, Homer Simpson, and Barney.

  7. Stages of Group Development (1) 3 2 Norming: Major Concern: Relationships “Will I be liked?” “Will I like the others?” Storming: Major Concern: Control and Influence “Will I have influence?” “Will the leader be effective?” Performing: Major Concern: Group Effectiveness “What can I/we do to be better?” Forming: Major Concern: Identity “What role will I play?” “What can I contribute?” 1 4

  8. Stages of Group Development (2) 3 2 • Norming: • Stereotyping • Compromising • Giving in • Significant Progress but danger of Group Think • Storming: • Trying to influence • Forming subgroups • Resisting leadership • Conflict • Intend to work the task, but.. (Most challenging phase!) • Performing: • Flexible roles • Processes practiced (task and relationship) • Cohesive unit, group gets lots done. • Forming: • Dominating • Blocking Progress • Seeking recognition • Withdrawing • Little accomplished towards the goal. 1 4

  9. Teams and Individual Personalities Facts Asks Tells Feelings Analytical: Wants: Accuracy Stress: Withdraw Growth: Make a decision Driver: Wants: Achievement Stress: Autocratic Growth: Listen more Amiable: Wants: Acceptance Stress: Goes along Growth: Initiate Expressive: Wants: Applause Stress: Personal Attack Growth: Check first

  10. What do I do with this? This is one more tool to use, but: • All models are wrong; some models are useful. • These are convenient labels. They do NOT tell you what someone is thinking or feeling. • We all display aspects of all styles. Do not jump to conclusions about people’s style. • There is no “best” style. All are valuable and important. • Do not confuse position and style. A football player and an accountant can have the same style. • Understand and accept how you and others are. Modify and adapt when you need to. Appreciate the immense power and value of diversity.

  11. What about Team Conflict? Use the TOC Conflict Resolution Diagram (or “Evaporating Cloud”) to: • Confirm that conflict actually exists • Identify the conflict perpetuating a major problem • Resolve conflict • Avoid compromise • Create solutions in which both sides win • Create new, “breakthrough” solutions to problems • Explain in depth why a problem exists • Identify all assumptions underlying problems and conflicting relationships Requirement #1 Prerequisite #1 Objective Assumptions Injection Prerequisite #2 Requirement #2

  12. How do I Use the Conflict Resolution Diagram? Write from right to left: • 1. Write down what you want (D) • 2. Write down what the other side wants (D’) • 3. Write down what need you are trying to satisfy on your side (B) • 4. Write down what need the other side is trying to satisfy (C). They have been telling you! • 5. Write down the common objective (A) B. (3. What need am I trying to satisfy?) D. (1. What do I want?) A. (5. What is our common Goal or Objective?) C. (4. What need is the other side trying to satisfy?) D’. (2. What does the other side want?) Read from left to right to check your logic: In order to …. I must ….

  13. Surface Assumptions to Find a Breakthrough • Read again and add because: In order to …. I must …. BECAUSEOR • Since <assumption> exists, I must have D to achieve B • For the Conflict arrow: I can’t have both D and D’ at the same time BECAUSE • Try to come up with 5 assumptions per arrow • Look for an erroneous assumption or pick one you want to eliminate • Do whatever it takes to eliminate the assumption and you have a breakthrough B. (3. What need am I trying to satisfy?) D. (1. What do I want?) A. (5. What is our common Goal or Objective?) C. (4. What need is the other side trying to satisfy?) D’. (2. What does the other side want?)

  14. A Sample Conflict Cloud Story: I know that I can do a really good job on the project all by myself but I’m not so sure about my team members. But, if I do the whole project myself I won’t have a lot of time for anything else (other classes, friends, pets, etc.) B. Turn in a high quality project D. Do all the work on the project myself A. Be successful D’. Don’t do all the work on the project myself C. Pass all my classes Possible assumptions: B-D; The only way to have a high quality project is for me to do it all. C-D’: I care about the grades in my other classes. D-D’: I have to choose one or the other.

  15. Why Teams?--Redux One word---Diversity • Diversity of thought, vision, ideas, knowledge, experience, opinion, technique, education system, etc., etc., etc. • Few if any real accomplishments are the result of a single individual. • A shared goal, common processes, trust, and a diverse group make for a powerful combination.

  16. References to learn more • References on Teams: “The Team Handbook” and “The Leader’s Handbook” Peter Scholtes “The Memory Jogger Plus” Michael Brassard “Why Teams Don’t Work--What Went Wrong and How to Make it Right” Harvey Robbins and Michael Finley • Group Development and Personality Styles: “Bruce W. Tuckman - forming, storming, norming and performing in groups” Smith, M. K. (2005), the encyclopaedia of informal education, www.infed.org/thinkers/tuckman.htm . Last updated: 11/16/07. “Development Sequence in Small Groups” Bruce W. Tuckman http://dennislearningcenter.osu.edu/references/GROUP%20DEV%20ARTICLE.doc “Personal Styles and Effective Performance” David Merrill and Roger Reid http://www.ihi.org/conferences/natforum/handouts/C13D13%20WorkStylesandTeamEffectiveness.PDF • Project Management “Critical Chain” Dr. Eli Goldratt (also, “The Goal” book, video, tape, or CD) “The Deadline” Tom DeMarco • Critical Thinking “Goldratt’s Theory of Constraints: A Systems Approach to Continuous Improvement” H. William Dettmer “Thinking Smart: Applying the Theory of Constraints in Development Thinking Skills: Khaw Choon Ean • Political Skills and System Dynamics The Cynefin Framework by Dave Snowden. http://www.cognitive-edge.com and Wikipedia “The Empowered Manager” Peter Block “The Fifth Discipline” and “Fifth Discipline Fieldbook” Peter Senge “Boyd” Roger Coram (the Fighter Mafia take on the Pentagon) “The Logic of Failure” Dietrich Dörner “Great Boss Dead Boss” Ray Immelman

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