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Bruce -

Cooperation isoperatingwithinanagreeduponprocess

TrueCollaborationisunderstandingtheBehaviorofeachteammemberandhowtheyeffecttheoutcomeoftheprocess.(Relationshipswithintheprocess)

• ConstructionTeams– TrytojumptotheprocesswithoutunderstandingtheBehaviorsorSoftIssuesandTeamDynamics

• Communication&Trust– WhodoweblametheSystemsorPeople?

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Bruce–

COLLABORATION AND COOPERATION WHAT IS THE DIFFERENCE BETWEEN THESE TWO AND WHY IS ITIMPORTANT TO UNDERSTAND THE DIFFERENCES?

IN PROJECTS OF ALL SIZES AND COMPLEXITY,TRADITIONAL BEHAVIORS OFTEN LEAD TO LESS THANSTELLAR RESULTS.

TEAMS ALL ENTER A PROJECT WITH THE BEST INTENTIONS OF COLLABORATING,BUT AT THE END OFTHE DAY REVERT TO "TRADITIONAL"COOPERATION MODES OF TEAM INTERACTION.THAT IS

IN A"HEALTHY TEAM”

WE RECOGNIZE THAT THERE IS SUCH A THING AS A "CULTURE OF COLLABORATION".

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THE SO-CALLED SOFT SKILLS ARE WHAT BUILDS A CULTURE OF COLLABORATION.

WHEN A STRATEGY LIKE LEAN IS NOT ADOPTED OR A PROJECT TEAM REVERTS TO ITS RARELY BECAUSEOF THE LACK OF QUALIFICATIONS OR THE REPUTATION OF THE PROJECT TEAMS MEMBERS.

IT’S BECAUSE OF THE LOW LEVEL OF TRUST AND THE POOR COMMUNICATIONS AND INVESTMENT INTHE TIME IT TAKES TO ESTABLISH A "CULTURE OF COLLABORATION.

APROJECT’S SUCCESS DEPENDS A GREAT DEAL ON ON OUR ABILITY TO ENROLL OTHERS AND ESTABLISHA DIALOGUE

WHAT IS THE PRICE OF A TEAMS DYSFUNCTION?– WASTE - HOW MUCH TIME IS SPENT GOINGDOWN THE WRONG PATHS?WHAT ARE THE COSTS TO THE PROJECT?

HOW CAN YOU FACILITATE BETTER OUTCOMES?

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PROJECT TEAMS – OFTEN DISMISS THE NEED TO UNDERSTAND THE BEHAVIOR SIDE OF THE TEAMBUILDING EQUATION AND FOCUS ON THE A PROCESS OR SOFTWARE ASSUMING THAT THIS WILL TAKECARE OF THIS AS TEAMS FORMS AND GETS TO KNOW EACH OTHER AND IS UNWILLING TO TAKE TO TIMETO UNDERSTAND THE TEAM BEHAVIOR AT THE BEGINNING OF THE PROJECT.

ARE WE REALLY A TEAM?

ARE WE READY FOR HEAVY LIFTING?

ICONDUCTED A BRIEF SURVEY AND SENT IT TO 20LEAN PRACTITIONERS THAT IKNOW WHO ASSIST INFORMING TEAMS ALL THE TIME.IRECEIVED 12RESPONSES BACK.

THE RESULTS CONFIRMED THAT WHILE SOME FORM OF FACILITATION WAS USED BUT IT SEEMS THATTHERE IS RESISTANCE BY PROJECT EXECUTIVES TO ASK TEAM MEMBERS TO REVEAL PERSONAL BELIEFSAND VALUES

THE MOST COMMON REASON GIVEN BY EXECUTIVES WAS THAT IS WAS WASTING TIME –”NOT

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ENOUGH TIME/BUDGET FOR FRIVOLOUS ACTIVITIES””WASTING TIME BECAUSE IT’S NOT DIRECT WORK”

THE SAME QUESTION,BUT FROM PROJECT TEAMS – “WE DON’T HAVE TIME – WE NEED TO CREATEDELIVERABLES”“WASTING TIME "OFF TOPIC"OR PRYING INTO PERSONAL INFORMATION”

THE SURVEY ASKED IF THE RESPONDENTS HAD ANY PROBLEM ASKING FOR A RESPONSE

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PROJECT TEAMS – OFTEN DISMISS THE NEED TO UNDERSTAND THE BEHAVIOR SIDE OF THE TEAMBUILDING EQUATION AND FOCUS ON THE A PROCESS OR SOFTWARE -- ASSUMING THAT THIS WILL TAKECARE OF THIS

ARE WE REALLY A TEAM?

ARE WE READY FOR HEAVY LIFTING?

ICONDUCTED A BRIEF SURVEY AND SENT IT TO 20LEAN PRACTITIONERS THAT IKNOW WHO ASSIST INFORMING TEAMS ALL THE TIME.IRECEIVED 12RESPONSES BACK.

THE RESULTS CONFIRMED THAT WHILE SOME FORM OF FACILITATION WAS USED THERE IS RESISTANCEBY PROJECT EXECUTIVES TO ASK TEAM MEMBERS TO REVEAL PERSONAL BELIEFS AND VALUES

THE MOST COMMON REASON GIVEN BY EXECUTIVES WAS THAT IS WAS WASTING TIME –”NOTENOUGH TIME/BUDGET FOR FRIVOLOUS ACTIVITIES””WASTING TIME BECAUSE IT’S NOT DIRECT WORK”

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THE SAME QUESTION,BUT FROM PROJECT TEAMS – “WE DON’T HAVE TIME – WE NEED TO CREATEDELIVERABLES”“WASTING TIME "OFF TOPIC"OR PRYING INTO PERSONAL INFORMATION”

THE SURVEY ASKED IF THE RESPONDENTS HAD ANY PROBLEM ASKING FOR A RESPONSE ALL REPORTEDTHAT THEY DID NOT.

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IN A LEAN ENVIRONMENT WE WANT TO LOOK FIRST AT THE SYSTEM AND NOT AT THE PEOPLE.WEATHER AN IPDPROJECT OR A CONVENTIONAL PROJECT IT NEEDS TO KICKOFF AND GET UP TO SPEEDQUICKLY.

IN DESIGN &CONSTRUCTION WE USUALLY WE HAVE TO BUILD TRUST AND EMPATHY IN A SHORTPERIOD OF TIME.ARE WE READY TO UNDERTAKE THE HEAVY LIFTING THAT IS REQUIRED TOUNDERSTAND OUR PERSONAL DIFFERENCES.

BUT PEOPLE HAVE DIFFICULTY IN BEING VULNERABLE.WE ARE ALL JUDGED AND JUDGING AT THESAME TIME.WE HAVE A CRAZY DESIRE FOR SELF PRESERVATION.

THIS IS A CHALLENGE FOR NEW TEAMS AND FOR MANY NOT WILLING TO SUPPORT THE CONCEPT THATWE HUMANS MAKE MISTAKES AND HAVE STRENGTHS AND WEAKNESS.

- USUALLY A COMMAND AND CONTROL OR A TRADITIONAL “PUSH”SYSTEM.

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REFERENCE SPEED OF TRUST BY STEPHEN R.M.COVEY -

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Bruce–

THE TRUE MEASURE OF A TEAM IS THAT IT ACCOMPLISHES THE RESULTS IT SETS OUT TOACHIEVE.PATRICK LENCIONI OUTLINED AND POPULARIZED THIS IDEA IN HIS BOOK FIVEDYSFUNCTIONS OF A TEAM PUBLISHED IN 2002.

START FROM BOTTOM –1. ABSENCE OF TRUST – MEMBERS MUST TRUST EACH OTHER ON AN EMOTIONAL

LEVEL AND ARE COMFORTABLE SHARING WEAKNESS,MISTAKES,FEARS.2. FEAR OF CONFLICT – TEAMS MUST NOT BE AFRAID TO ENGAGE IN PASSIONATE

DEBATE AND DIALOGUE.THEY DO NOT HESITATE TO DISAGREE WITH ANDCHALLENGE EACH OTHER.ALL IN THE SPIRIT OF MAKING THE BEST DESIGN FOR THEPROJECTS TO ACHIEVE THE AGREED ON RESULTS.

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3. LACK OF COMMITMENT – ACHIEVE GENUINE BUY-IN AROUND GROUP DECISIONS –EVEN WHEN VARIOUS MEMBERS MAY DISAGREE.(TEMPERAMENT – BERNIESANDERS VS HCLINTON)

4. AVOIDANCE OF ACCOUNTABILITY – DO NOT HESITATE TO HOLD ONE ANOTHERACCOUNTABLE.BEING ABLE TO CALL PEERS ON COUNTERPRODUCTIVE BEHAVIORWHICH MAY LOWER STANDARDS,NOT MEET A PROJECT STANDARDS ANDOBJECTIVES.

5. INATTENTION TO RESULTS – TEAMS THAT TRUST ONE ANOTHER,ENGAGE INCONFLICT,COMMIT TO DECISIONS AND HOLD EACH OTHER ACCOUNTABLE ARE ABLETO FOCUS ALMOST EXCLUSIVELY ON WHAT IS BEST FOR THE TEAM AND PROJECT.STEVE KERR COACHING FOR THE GOLDEN STATE WARRIORS -

SEE OVERCOMING THE FIVE DYSFUNCTIONS OF A TEAM:AFIELD GUIDE FOR LEADERS,MANAGERS,AND FACILITATORS.THE TABLE GROUP

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Bruce–

OUR PROJECTS ARE MADE UP OF SMART PEOPLE WHO ARE USED TO UNDERSTANDINGMETRICS – PROCESSES.

PROJECT MANAGERS AND TEAM LEADERS FIND IT EASY TO IDENTIFY THE PROCESSESAND THE TECHNOLOGY THAT THE TEAM WILL USE TO MAKE DECISIONS.

HOWEVER,THEY RARELY LOOK AT THE HEALTHY SIDE OF THE EQUATION AND THINK OFIT AS BEING SOFT OR TOUCHY-FEELY.THEY DON’T RECOGNIZE THE PRACTICALCONNECTION BETWEEN A LACK OF HEALTH AND OVERALL PERFORMANCE.

CAN YOU THINK OF EXAMPLES WHERE THE HEALTHY SIDE OF THE EQUATION WASDISMISSED?

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Bruce

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Bruce-

IN 2012,GOOGLE EMBARKED ON AN INITIATIVE TO FIND OUT WHY SUCCESS WAS ACHIEVED — CODE-NAMED PROJECT ARISTOTLE — THEY STUDIED HUNDREDS OF GOOGLE’S TEAMS AND FIGURE OUTWHY SOME STUMBLED WHILE OTHERS SOARED.

THEY GATHERED SOME OF THE COMPANY’S BEST STATISTICIANS,ORGANIZATIONAL PSYCHOLOGISTS,SOCIOLOGISTS AND ENGINEERS.

THEN THE RESEARCH DISCOVERED THE WORK OF AMY EDMONDSON A PROFESSOR AT THE HARVARDBSCHOOL

BOTH AMY EDMONSON AND ED CATMULL’S WRITINGS DISCUSS THE IMPORTANCE OF ESTABLISHINGTRUST BUT ALSO CREATING A COLLABORATIVE LEARNING CULTURE TO CREATE AND SUSTAIN SUCCESS.

WHAT PROJECT ARISTOTLE HAS TAUGHT PEOPLE WITHIN GOOGLE IS THAT NO ONE WANTS TO PUT ON

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A ‘‘WORK FACE’’WHEN THEY GET TO THE OFFICE.

NO ONE WANTS TO LEAVE PART OF THEIR PERSONALITY AND INNER LIFE AT HOME.BUT TO BE FULLYPRESENT AT WORK,TO FEEL ‘‘PSYCHOLOGICALLY SAFE,’’WE MUST KNOW THAT WE CAN BE FREEENOUGH,SOMETIMES,TO SHARE THE THINGS THAT SCARE US WITHOUT FEAR OF RECRIMINATIONS.

WE MUST BE ABLE TO TALK ABOUT WHAT IS MESSY OR SAD,TO HAVE HARD CONVERSATIONS WITHCOLLEAGUES WHO ARE DRIVING US CRAZY.

WE CAN’T BE FOCUSED JUST ON EFFICIENCY.RATHER,WHEN WE START THE MORNING BYCOLLABORATING WITH A TEAM OF ENGINEERS AND THEN SEND EMAILS TO OUR MARKETINGCOLLEAGUES AND THEN JUMP ON A CONFERENCE CALL,WE WANT TO KNOW THAT THOSE PEOPLEREALLY HEAR US.WE WANT TO KNOW THAT WORK IS MORE THAN JUST LABOR.

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Bruce-

Southlandpresented thisat2016CongressinSanFrancisco.Theyusethisprocesstobegintocreate thepersonalconnection.

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Bruce-

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Clay-

Slide14 - CharacteristicsofHighlyCollaborativeTeams

• Nowlet’stalkaboutsomeoftheCharacteristicsofHighlyCollaborativeteams

• Ifwerevisitourtopic,Cooperation describeshowteamsoperatewithinanagreeduponProcess.

• Collaboration buildsonthiscooperation,toleveragethebehaviorsandrelationshipsoftheteamtoachieveagreateroutcome.

• Whenweareworkingtoachievecollaborationweneedtohave3keyfactorsinplay:

1. ASharedPurposeandVision

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2. ClearGoals&Plan3. TeamEngagement

*Reference- Needsofhappyemployee's• JobClarityClarity(Expectations)andPriorities• Accountability• OngoingFeedbackandCommunications• OpportunitytoLearnandGrow

TakenformGallup– Millennialsintheworkforcestudy

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Clay-

Slide15 – TitleSlide- SharedPurpose&Vision –

TheWhyandtheWhat oftheproject

WhatisaSharedPurpose?ASharedPurposeistheGuiding principlesthatdirecttheworkateamdoesandmotivatesthepeopleontheteam.Yourpurposeshouldbeevocative andinspiring.

Whenyouknowyourpurposeyoucananswerthesequestions:

• WhyareweHere?• Whydowewanttodothisproject?

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• Whyisthisprojectimportanttoourteamorourcompany?

Whatisasharedvision?Sharedvisionisthearticulationofthefinalgoaloroutcomeoftheproject.Visionsshouldbeaspiration buttangible.

Whenyouknowyourvisionyoucananswerthesequestions:

• Wherearewegoing?• Whatdoestheendstatelooklike?• Whatarewetryingtoachieve?

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Clay-

Slide16 - SharedPurpose&Vision

• So,whydoweneedtoknowthesethings?• Ifyouaregoingtosucceedinunitingyourteamonasharedjourneytowarda

definedfuture,youneedtohaveclarityaboutyourpurposeandvision.• Youneedtobeabletoexplain,WHYyoudo,WHAT youdoandWhereweare

going

So,howdoyouachievethis?

Engageyourteam(oratleastyourexecutiveteam)indefiningthepurposeandvision.Literallyhavethemcontribute toshapingthesethings.

• WhenIthinkaboutpurposeandvision,theChanZuckerberg

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Initiative providesan excellentexample.• Ifyouhaven’theardaboutit,itispartofFacebookfounderMark

ZuckerbergandhiswifePriscillaChan’spledgetodonate99%oftheirFacebookshares.

• TheirPurposeis,“Advancehumanpotentialandpromoteequality”

• TheirVisionis“Focusfirstonpersonalizedlearning,curingdisease,connectingpeopleandbuildingstrongcommunities”

• Asyoucansee,theirpurposetellsyouWHYtheydotheworktheydo– theyaredrivenbyadvancingpotentialandpromotingequality

• Fromtheirvision,theytellusthattheywanttopersonalizelearning,curingdisease and connectpeopleto buildingstrongcommunities.ByoutliningWHAT theyaregoingtodo,theytellusWHERE theyaretakingus.

YouneedtoensureyourPurpose&Visionareatthecenterofplanninganddecisionmakingatall levelsofyourprojectororganization

• Forexample,asTheChanZuckerbergdevelopthisproject,theycanreferencetheirPurpose&Visionateverystage.

• AstheInitiativestartstobuildoutoffices,theycanchallengetheirdesignteamstoaskthequestion“HowcanthisdesignConnectPeople?”

• Throughtheprocurementprocess,theycanask“ArethesethebestfixturestohelptoCureDisease?”

• Ifacontractorhasanapprentice,thancanalienwithpersonalizelearning

MakeyourPurposeandVision,“visible” byreferringtothemregularly

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Clay-

Slide17 – TitleSlide- ClearPlan&Goals – TheHow oftheProject

AclearplanandgoalsbuildsonthefoundationofyourPurposeandVision.TheyhelpateamtoremainfocusedontheWHYandWHAToftheproject.

Planandgoalsshouldensureallmembersoftheprojectteamunderstandthese3things:1. Whatarethestepstoachievethisprojectvisionorendstate?2. HowwilltheincrementalsuccessesandprogressoftheprojectbeMeasured?3. WhatistheRole ofeachindividualontheprojectandwhataretheyAccountable

for?

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Clay–

Slide18 - ClearPlan&Goals

Aclearplanandgoalsensuresthatallindividualsworkingonaprojectaremovinginthesamedirection,pursuingsharedobjectivesandarefullycommittedtotheplanthathasbeenlaidout.

Howdoyouachievethis?

• Useparticipatory planningmethodologiesfortheprojecttogetteam“buy-in”

• Exampleswouldbe:PullPlanningorAgileplanningmethods

• Tapintoindividualtalent.Tooptimizecollaboration,assignrolesthatfit

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eachperson’sstrengths.Buildteamsbasedonwhateachpersoncanbringtothetable.

• Communicatehowtheteamwillworktogethertoachieveadesiredoutcome

• Thiscanbeachievedbyestablishingthefollowingthingsbeforetheprojectbegins:

• Howwillwedealwithconflict/disagreements/changesinscope?

• Howwillwemanageevolutionoftheteam– meaningwhenonegroupofcontractor’sworkcomestoanendandanothergroupsbegins?

• Howwillwecelebratesuccess?

• Linkanindividual’sspecificeffortsandtaskstothesuccessofthegroup• Verysimply,whenyougivesomeoneatask,explainhowitfitsinto

theoverallplanandhowtheyarecontributingtotheoverallsuccess.

• Ensureyousetachievableincrementalmilestonesandcelebratewhentheyarecompleted

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- Clay

Slide19 – Title- TeamEngagement– TheWho oftheproject

ASharedPurpose&Vision andaClearPlan&Goals,cannotbesuccessfulwithoutTeamEngagement

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Clay–

Slide20 - TeamEngagement

Teammembersneedapersonalconnection tooneanotherandastrongunderstanding oftheircommonality anddifferences tobeengaged.MostofusgrewupbeingtoldtotreatothersthewayYOUwanttobetreated.Recentresearchhasshownthatitisactuallymorepractical andimpactful totreatotherstheTHEYwanttobetreated.Sohowdoyoulearnhowsomeonewantstobetreated?• Yougettoknowthem.Verywell.

Howdoyouachievethisinaprojectcontext?

• Provideopportunitiesforco-workerstogettoknoweachotherinacasual,non-workingsetting

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• Havesocialgatherings,sharemealstogether,includefamilies,celebratepersonalmilestoneslikeengagementsandbirthdaysandthebirthofchildren.

• ConductFacilitated Experiential teambuildingactivities

• Thisliterallymeanstrustfalls.Butitalsoincludesthingslikegoingforahike,doinggroupproblemsolvingexercises,tryingaropescourse,playingsports,doingimprov class.Itdoesn’tmatterwhattheactivityisaslongascreates asharedexperiencewherepeoplehavetousetheirinduvialstrengthsandrelyonotherteammembersstrengthstoreachthedesiredoutcome.

• Conductpersonalityprofiles andestablishbehavioralcommitmentsthatmeettheneedsofallteammembers(Behavioralassessment)

• Therearemanybehaviorprofilingtoolsinthemarket– DISC,Hogan,MyersBrigggs,Strenghts Finder,Tonameafew…Theyallhelpindividualstogainawareness oftheirownstrengthsandweaknesses.Bysharingtheseinsightsasateam,everyonecangainanunderstandingofeachother’scomplementary orconflictingbehaviors.

• Keythingstothinkaboutwhenchoosingandimplementingatool

• Knowwhatyourneed istoachieve• Alwaysexplain‘thewhatandthewhy’ofanassessment,as

wellashowtocompleteit.• Don’tputpeopleinboxes– Behavioralprofilingshow

preferences incertainareas.Forexample,thisdoesnotmeansomeonewhoisabigpitcherthinkercan’tfocusonthedetails

• Encouragesharing,createasafeenvironmentwhereindividualiscomfortablewithsharingtheirresultswitheachother

• Andhaveteamsrevisittheresultsoften

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Clay-

Slide21 - End –

Truecollaborationcanonlybeachievedwithallthree:1. SharedPurpose&Vision2. ClearPlan&Goals3. TeamEngagement

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Remember,ittakesrealworktoachievethese3thingsandisnotsomethingthathappensovernight.Yourteamsandleadershavetomakeitapriorityandcontinuallyworkonit.

NowI’dliketoturnitovertoBrucetowrapup

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Bruce -

Cooperation isoperatingwithinanagreeduponprocess

TrueCollaborationisunderstandingtheBehaviorofeachteammemberandhowtheyeffecttheoutcomeoftheprocess.(Relationshipswithintheprocess)

• ConstructionTeams– TrytojumptotheprocesswithoutunderstandingtheBehaviorsorSoftIssuesandTeamDynamics

• Communication&Trust– WhodoweblametheSystemsorPeople?

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RecapLearningObjectives

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