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Power Teams - The Essence of PM Practice

Power Teams - The Essence of PM Practice. What Makes a Great Team?. J. Richard Hackman, Harvard As applies to Project Management Leadership by Linda Clark-Borre, PMP. The Puzzle.

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Power Teams - The Essence of PM Practice

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  1. Power Teams - The Essence of PM Practice

  2. What Makes a Great Team? J. Richard Hackman, Harvard As applies to Project Management Leadership by Linda Clark-Borre, PMP

  3. The Puzzle • Groups have access to greater resources, diversity of resources, and more flexibility in deploying those resources. • They are more flexible than a single person is in terms of resource deployment, and their potential for synergy is strong. So why is their actual performance typically sub-par?

  4. Problem: Groups are, frankly, often used for work best performed by talented/strong individuals. Groups are often structured in ways that cap their potential.

  5. Hackman’s Approach • Focus less on direct causes of team behavior and performance …and more on enabling conditions. (Think of positive/negative enablers) What Are the Specific Positive Conditions, You Ask?

  6. Discussion • You have been part of teams, and have, by now studied them. What one or two team organizational conditions most strongly increase the chance that a team will perform effectively? 1) Acceptable (at least) output to those who receive, review or use the deliverable. 2) Capability and desire of team members to work together again 3) Individuals’ growth and well-being are fostered by their work experiences

  7. The conditions to follow were identified through studies of • Civilian and military flightdeck crews • Symphony and chamber orchestras • Hospital and patient care teams • Top management groups • Analytic teams in intelligence agencies • Various other public and private sector teams

  8. There are Five Specific Conditions for Top Team Performance. • A REAL team --clearly bonded --members interdependent – not threats to one another --stable over time, whatever their level of contribution* *The longer they work together, the higher their capacity for achievement

  9. Number Two of Five… 2. Compelling direction -Clear -Consequential -Challenging

  10. Ends and Means Are Specified When the Team is Advancing in a Compelling Direction • If you are clear on your ends and means, then – you as PM have set the stage for self-managed, goal directed teamwork. • If you went with the flow and didn’t take any charge whatever, you risk --anarchy --wasted humanity, I mean human resources --people just being turned off by being part of yet another meaningless, aimless enterprise.

  11. Number Three of Five… • A positively enabling team structure Properties of a positive enabling structure – • Well designed task • Proper group composition • Clear norms of conduct

  12. Your enabling team structure doesn’t have to be formal, however. Good teams link up well at many points – could be psychological also

  13. Number Four of Five…. 4. A supportive organizational context --access to rewards, information, education, and resources to help everyone produce the best work possible

  14. Number Five of Five… 5. Available, expert coaching (motivator, consultant, educator) YES YOU CAN!

  15. TEAM CYCLE & COACHING INTERVENTION Start________________Mid-Point___________________End Motivational Consultative Educational/Growth

  16. Conditions that Promote Team Effectiveness • A real team • Compelling direction • Enabling team structure • Supportive organizational context • Available, expert coaching

  17. In Business, We Models

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