Team Dynamics (All I Can Tell You About Teams in About an Hour)
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Transcript of Team Dynamics (All I Can Tell You About Teams in About an Hour)
BOEING is a trademark of Boeing Management Company.Copyright © 2009 Boeing. All rights reserved.
Team Dynamics(All I Can Tell You About Teams in About an Hour)
Teresa Guy
Steve Holt
Boeing Commercial Airplanes
10/12/2011
Copyright © 2009 Boeing. All rights reserved.
Why Teams?
We are culturally predisposed to individualsLone Ranger, Quarterback, home run hitterBasement inventor with 200 MPG carAnti-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 KamenAll projects rely on othersFamily, den, pack, clique, congregation, platoon
Teams very infrequent in education.Sports still have heroes.Working together seen as cheatingThere’s no such thing as “friendly competition”
Copyright © 2009 Boeing. All rights reserved.
Content and Process
Content
What is our task?
What is our goal?
Process
How will we do the task?
What methods will we use?
How will we work together?
MaintenanceHow will we maintain effectiveworking relationships betweenmembers?
TaskHow will we complete the taskefficiently and effectively?
Copyright © 2009 Boeing. All rights reserved.
Set Up Your Team to Succeed
Determine the nature of the projectWhat 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 logisticsWho 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 supportWhen 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 projectKnow when you’re done
Work the right projectKnow when you’re done
Copyright © 2009 Boeing. All rights reserved.
Team Work: The Barest Essentials
Have a team leaderCan be permanent or rotating
Decide how you’ll decide thingsBenevolent dictatorMajority ruleCoalitionsConsensus
Write down what you’ve decided.Take minutes, rotate minute takerMake agendas and log and track action itemsKeep track of “Who does what by when”
Copyright © 2009 Boeing. All rights reserved.
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.
Copyright © 2009 Boeing. All rights reserved.
Stages of Group Development (1)
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
2
4
3
Copyright © 2009 Boeing. All rights reserved.
Stages of Group Development (2)
Norming:StereotypingCompromising
Giving in
Significant Progress but danger of Group Think
Storming:Trying to influenceForming subgroupsResisting leadershipConflict
Intend to work the task, but.. (Most challenging phase!)
Performing:Flexible roles
Processes practiced (task and relationship)
Cohesive unit, group gets lots done.
Forming:DominatingBlocking ProgressSeeking recognitionWithdrawing
Little accomplished towards the goal. 1
2
4
3
Copyright © 2009 Boeing. All rights reserved.
Teams and Individual Personalities
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
Facts
Feelings
TellsAsks
Copyright © 2009 Boeing. All rights reserved.
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.
Copyright © 2009 Boeing. All rights reserved.
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 problemResolve conflictAvoid compromiseCreate solutions in which both sides winCreate new, “breakthrough” solutions to problemsExplain in depth why a problem exists Identify all assumptions underlying problems and conflicting relationships
Objective
Requirement #1 Prerequisite #1
Requirement #2 Prerequisite #2
Injection Assumptions
Copyright © 2009 Boeing. All rights reserved.
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)
A. (5. What is our common Goal or Objective?)
B. (3. What need am I trying to satisfy?)
D. (1. What do I want?)
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 ….
Copyright © 2009 Boeing. All rights reserved.
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 BFor the Conflict arrow: I can’t have both D and D’ at the same time
BECAUSETry to come up with 5 assumptions per arrowLook for an erroneous assumption or pick one you want to eliminateDo whatever it takes to eliminate the assumption and you have a
breakthrough
A. (5. What is our common Goal or Objective?)
B. (3. What need am I trying to satisfy?)
D. (1. What do I want?)
C. (4. What need is the other side
trying to satisfy?)
D’. (2. What does the other side want?)
Copyright © 2009 Boeing. All rights reserved.
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.)
A. Be successful
B. Turn in a high quality project
D. Do all the work on the project myself
C. Pass all my
classes
D’. Don’t do all the
work on the project myself
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.
Copyright © 2009 Boeing. All rights reserved.
Why Teams?--Redux
One word---DiversityDiversity 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.
Copyright © 2009 Boeing. All rights reserved.
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 Reidhttp://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 DynamicsThe 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