15.317 Part I Lecture Notes, Lecture 3 - MIT OpenCourseWare · Time Gap Time required for team...
Transcript of 15.317 Part I Lecture Notes, Lecture 3 - MIT OpenCourseWare · Time Gap Time required for team...
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Distributed Leadership
Jan Klein
Session 3
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Distributed Leadership
Not just the CEO
Leadership = Position
Leading and Following
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MacGregor
• Is MacGregor a good leader?
• Would you like to work for him?
• What are the limitations to his approach?
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Levels of Empowerment
• Just do it
• Do it and then inform manager
• Review with manager and then do it
• Provide input
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Organizational Truths
1. The introduction of new ideas/concepts occurs within the
context of the organization’s existing culture.
2. Cultural transformation may be needed to institutionalize
new ideas, but the existing culture is the reality.
3. Successful leaders leverage the existing culture to
change the culture.
J. Klein, True Change: How Outsiders on the Inside Get Things Done In Organizations, Jossey-Bass, 2004
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Photovoltaic
Distributed Leadership in a
Globally Dispersed Teams
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Multiple Stakeholders
Focus/Attention = Accountability/Priorities
Networks/Relationships = Access to Information/Influence
Remote Site
Local Managers
Local experts
Remote Site
Local Managers
Local experts
Headquarters Staff
Distributed Team
J. Klein & B. Barrett, “One foot in a global team, one foot at the local site: Making sense out of living in two worlds
simultaneously,” Advances in Interdisciplinary Studies of Work Teams, Vol 8: Virtual Teams, JAI – Elsevier, 2001
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Local Innovation within Global Processes
Coordination in
Decision Making
Independent
Centralized/
Collaborative
Task/Product Interdependence
Decoupled Coupled
wasteful
chaos
global
process
local
practice
J. Klein & B. Barrett, “One foot in a global team, one foot at the local site: Making sense out of living in two worlds
simultaneously,” Advances in Interdisciplinary Studies of Work Teams, Vol 8: Virtual Teams, JAI – Elsevier, 2001
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Global Knowledge Sharing
Team structure, processes & communications technology
Global
polices &
practices
Willingness to trust fellow team
members, share knowledge & best
practices, and implement corporate
and local change
Local
polices &
practices
J. Klein & B. Barrett, “One foot in a global team, one foot at the local site: Making sense out of living in two worlds
simultaneously,” Advances in Interdisciplinary Studies of Work Teams, Vol 8: Virtual Teams, JAI – Elsevier, 2001
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Team Collaboration
• Need for communication infrastructure to support
collaboration
• Communication occurs among people who know one another
– remote sites tend to feel isolated
– lack of sensitivity to local cultures, languages, time differences, etc.
– people assume others use technology the way they do
• Need for interaction protocols
Collaborative technologies can create and mitigate conflict
MIT Research Team on Globally Dispersed Teams
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Capturing Mindshare
Face-to-Face Communication
Distance Communication
transmitter
controlled
transmitter
controlled
receiver
controlled
receiver
controlled
David E. Chenier & Mariano J. Picasso, “Enabling Geographically Dispersed Teams, MIT Sloan, 2000
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The Perils of Time Pressures
Lack of mind-shareduring meetings(synchronous)
+
Lack of mind-share
focused on team
(asynchronous)
++-
Time GapTime required for
team activities
Time spent on
team activities
Ineffectivecollaboration
++
J. Klein & A. Kleinhanns, “Closing the Time Gap in Virtual Teams,” Virtual Teams That Work, Jossey-Bass, 2003
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Ineffectivecollaboration
+ +
Impact on Team Interaction
Time spent onteam activities
Time required forteam activities
Time GAP
Multi-tasking
+
+ Inefficientmeetings
+ Reduced teammember input
+
Meetings spent doing thingsthat should have been done
asynchronously
+ Redundantdiscussions
+
+
+
Late arrivals/no shows
+
- +
+
Lack of preparationfor team meetings
+
J. Klein & A. Kleinhanns, “Closing the Time Gap in Virtual Teams,” Virtual Teams That Work, Jossey-Bass, 2003
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Techniques for Closing the Gap
• Align local and global objectives and priorities
• Clarify each team member’s role & purpose for being part
of the virtual team
• Create shared accountability to team processes and
protocols
• Shift work to more asynchronous interaction to make
meetings more value added
• Encourage frequent and continuous communications
between team members
• Make assumptions and personal agendas explicit
• Provide a human link in the virtual environment
J. Klein & A. Kleinhanns, “Closing the Time Gap in Virtual Teams,” Virtual Teams That Work, Jossey-Bass, 2003
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Session 4
• Team Processes
– Background reading
– Peer team member feedback
• Individually fill out prior to class
• Group summary to you by end of week
– View and discuss classic film in class
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MIT OpenCourseWarehttp://ocw.mit.edu
15.317 Organizational Leadership and Change
Summer 2009
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