Team-Based DesignTeam-Based Design

Introduction to TeamingProcesses of Effective TeamsIndividual CommitmentDiversity and TeamworkGuidelines for Effective FeedbackDealing with Common Team Problems

Introduction to TeamingIntroduction to Teaming

Prominence of teams in workplaceSelf-directed teamsCQI (continuous quality improvement) teamsParticipative managementCross-functional design teams (OURS)

What is a Team?What is a Team?

Task GroupMembers depend on each other in some wayMembers must share at least SOME goalsCollective efforts yield high performanceCooperation vs Competition

SynergismProductivity (a + b) > Prod (a) + Prod (b)

Advantages of TeamsAdvantages of Teams

Motivation – team spiritSharing/delegation of workloadFast response to change in requirementsHigh creativity, good decision-makingBetter cross-functional communication/ find

problemsLearning from each other

Problems with TeamingProblems with Teaming

Meetings and consensus-building take timePoor leadership ineffectivenessMany people are not good team playersDifferences in effort/commitment conflict,

resentmentHard to communicate between disciplinesToo much cohesion screen out relevant

info

Learning about TeamingLearning about Teaming

Employers really care about your ability to work in teams

You will gain experience with a teamYou SHOULD reflect on the team process you

are participating in, see how YOU can improve your skills

Tolerance

Principles for Effective Teaming

Principles for Effective Teaming

Collective decision makingCollaboration & interchangeability (pitching in with

each other)Appreciation of conflict/differences – try to RESOLVE

them, not bury themBalance of effortFocusOpen communicationMutual supportTeam spirit

Individual Commitment to Team

Individual Commitment to Team

A good team member must be willing to:Commit time, effortWork hardIdentify with teamPrioritize team goals relative to your own

Diversity in TeamsDiversity in Teams

It’s a benefit – more views/expertise availableInnovative solutions

It’s a curse – harder to communicate/feel cohesive

Conflicts in style, preferences, etc.Ideally, want a BALANCE

Feedback to Team Members

Feedback to Team Members

Most people don’t like to provide feedback, if not positiveFear hurting feelings/making enemiesEven when requested, most may not want to hear itBUT:If ACCURATE and HELPFUL, may be valued, and can help

individual and teamIf you can’t change things, don’t mention itMake it descriptive, not judgmental – “it makes ME feel”,

not “you are such a …”

Protocol for Feedback Session

Protocol for Feedback Session

Decide on subject for feedback (scope)--”Let’s talk about how we …”

Start positive, what they should KEEP doingMention what you’d like to see people do more or less ofTeammates should clarify, gently reinforce, avoid

ganging upContinue feedback to rest of team – all get a chance to

give, receiveSome things are best left UNSAID – you need to keep

working with your teammates!

For RECEIVING FeedbackFor RECEIVING Feedback

Evaluate your performance yourself, first – if they tell you what you know, don’t blame them!

Relax, breathe while listening – no one will hit!Listen carefully, without interruptingAsk for examples, but don’t disputeAcknowledge valid points / their viewpointsSort it out later – it’s just INPUT to you, NOT

revealed truth

“Normal” Problems – They CAN be Handled“Normal” Problems – They CAN be Handled

Floundering – recognize and adapt/decideMonopolizing – recognize, feed back, correct -- “Hang

on, let’s see what xx and yy think…”Personalizing – don’t blame people for problems outside

their control – attack the problem, not the personPower struggles – recognize, resolve – when WINNING

matters, not resolving the issue, it’s a problemExternalizing – don’t blame the “powers that be” for the

troubles of the group