Team Performance Enhancement and Risk Mitigation
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Team Performance Enhancement and Risk Mitigation for the Optical Society of America. What Caused these Failures?. Galaxy M100 before. Galaxy M100 after. Challenger. Hubble Space Telescope. Korean Air Lines.

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Team performance enhancement and risk mitigation for the optical society of america

Team Performance Enhancement and Risk Mitigation

for the

Optical Society of America


What caused these failures

What Caused these Failures?

Galaxy

M100 before

Galaxy

M100 after

Challenger

Hubble Space Telescope

Korean Air Lines

Thorough reviews of disasters inevitably find that flawed “team social contexts” cause failures!


Risk has two sides

Risk has Two Sides

The

“soft-side” which we name “team social contexts.”

The

“hard-side” -- technical work and traditional risk management.

Which side’s limitations are more likely to cause team performance shortfalls and project failures?

You need “soft-side” risk management processes.


What do teams need to measure and manage

What do Teams need to Measure and Manage?

“Team social context” drives team performance (and risk) 80% of the time.

What overwhelmingly drives team performance (and risk)?

What is the effect of individuals’ abilities on team performance?

Individuals’ abilities drive team performance 10% of the time!


Team social contexts act like fields

Team Social Contexts Act Like Fields

Would you change behaviors in each of these contexts?

Chapter 2: Managing Social Context Manages Technical Performance

  • Context drives behavior with an invisible “field,” like a magnetic field.

  • How might you measure a magnetic field?

    • By observing ferromagnetic materials.

  • How might you measure your team’s social context?

    • By members’ observations of team behavioral norms.


Evolution of team social context management

“Visioning”

“Cultivating”

“Including”

“Directing”

Evolution of Team Social Context Management

Team and Individual Development Assessments

to stimulate behavioral change and measure

progress in team performance and risk reduction

Coaching using the

Context Shifting Worksheet (“CSW”)

University class  a Three-day workshop including:

three diagnostics, “AMBR” process to habituate

Behaviors and the “Context Shifting Worksheet.”


Behavioral norms and contexts

Chapter 4: The 4-D Assessment Process

Expressing

Reality-based

Optimism

Expressing

Authentic

Appreciation

Addressing

Shared

Interests

Being

100%

Committed

Mutual

Respect &

Enjoyable Work

Sustained,

Effective

Creativity

Perceiving

“Magical”

Solutions

Willing &

Energizing

Collaboration

Resisting

Blaming &

Complaining

Appropriately

Including

Others

Keeping All

Your

Agreements

Clarifying Roles,

Accountability

& Authority

Mutual

Respect &

Enjoyable Work

Authenticity

& Aligned,

Efficient Action

OutcomeFocus

with no Blamers

or Victims

High

Trustworthiness

& Efficiency

Clear and

Achievable

Expectations

Behavioral Norms and Contexts


Team development assessment cycle

TeamDevelopmentAssessmentCycle

Chapter 4: The 4-D Assessment Process

15 min.

1 to 2 hours

Resource: Each participant receives How NASA Builds Teams

Attention: Learn the “why” for each behavior.

Attention: See the standard for excellence.

Evaluation: Grade each behavior.

Reflection: Write comments.

Discuss: With Team members.

Assign and do: Action Items.


Team benchmarking

Team Benchmarking

Blind Optimism

Low Commitment

Mutual Respect

& Collaboration

Unappreciated

& Conflict

Grounded Optimism

& High Commitment

No Drama

& Clear RAAs

Victims/Blamers

& Disorganized

Feel Included

With High Trust

Feel Disincluded

& Low Trust

Chapter 4: The 4-D Assessment Process

Distribution of 300 teams’ first assessment scores

Seven Deadly Sins (HNBT, p. 242)

High performance, low risk team

Which team would you rather work in?

Which team would you rather fund as their sponsor?


Tdas our most efficient developmental process

TDAs: Our Most Efficient Developmental Process

Chapter 5: NASA's 4-D Teambuilding Results

1st Assessment

2nd Assessment

3rd Assessment

4th Assessment

We grouped the 198 teams with multiple assessments into one of five quintiles.

The image below is the ~40 teams beginning in the bottom quintile.

Bottom

Quintile

Hubble and Challenger


All 198 teams with multiple assessments

All 198 Teams with Multiple Assessments

Chapter 5: NASA's 4-D Teambuilding Results

84%

90%

81%

77%

75%

79%

72%

83%

71%

76%

66%

80%

66%

70%

53%

75%

Teams

,

First

and Following Percentile Ranks

Top

Quintile

> Ave.

Quintile

Average

Quintile

< Ave.

Quintile

Bottom

Quintile

~22% Team Efficiency Increase

These are the Most Amazing Data I Have Ever Seen


The team social fields affect everyone

The Team Social Fields Affect Everyone

Is your team misaligned like this one?


Systemic performance improvement

Systemic Performance Improvement

Chapter 5: NASA Results and What You Might Expect

Average NASA First TDA scores up 10%

Ave MSFC 1st TDA scores up 20%

~10% of NASA engaged

Annual increase in first team assessments ~participation!

Correlation is not causality. Is there another test?

~20% of MSFC engaged


Our closure

Our Closure

Never doubt that a small group of thoughtful, committed citizens can change the world.

Indeed, it’s the only thing that ever has.

- Margaret Mead,

Anthropologist


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