Teams and Teamwork

1. Teams and Teamwork

2. Introduction Teams  higher level of success for companies

3. Definition of a Team Group:an assembly of individuals who are together due to common interest, skill or characteristic Team:a special work group whose members are joined together in a united and coordinated effort towards a goal and whose work is mutually dependant with mutual accountability.

4. Increase Productivity • Increased Employee Morale • Reduced Cost • Increased Quality • Decreased Losses • Increased Profits Benefits of a Team • Less stress • Responsibility is shared • Sharing of ideas • More creative ideas • Less fear of failure • Sense of accomplishment • Reward and recognition

5. When to Form a Team • A specific, measurable objective that is best achieved through the coordinate efforts of different people with different skills • An organizational structure and culture that encourages and provides for the team concept • Adequate time for needed training, deliberation, and discussions • Knowledge and use of various problem-solving and decision making techniques Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 7-8.

6. Team Formation and Assessment • Team selection criteria • Technical abilities: training, skills, experience • Personal attributes: standards, values, initiatives, • organizational identification • Interpersonal behaviors: influence, sensitivity, • supporting others, trustworthiness • Communication skills: dialogue skills, presentation • skills, writing skills, reading skills • Administrative skills: planning, organizing, • implementing, delegating, evaluating Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 19-23

7. Personality Type • Myers-Briggs Test Indicator (MBTI) • Based on Carl Jung’s Work • Distinguishes four different personality types • Used by managers to help assess team synergy • Types: • Extravert vs. Introvert: how a person is energized • Sensory vs. Intuition: what a person pays attention to • Thinking vs. Feeling: how a person decides • Judgment vs. Perception: what kind of outlook on life a person adopts Image: freeimage.co.uk

8. Extraverted vs. Introverted • Extraverted: (E) • Energy gained from surroundings, directed outward • Acts first, reflects later • More talkative, expressive • Like to be around people, social • Motivated by environment (people, things) • Introverted: (I) • Gain energy internally, directed inward • Quiet energy, thoughtful, perceptive • Reserved, private, cautious • Think before they act • Are more comfortable spending time alone - recharge

9. Sensory vs. Intuition • Sensory: (S) • Facts, details, and realities • Lives in the Present • Memory recall rich in details and past experiences • Have straightforward speech - Are more realistic • Want clear and concrete information • Intuition: (N) • Seek understanding in patterns, context, connections and theory • Are more future oriented • Admire creativity, imaginative – see possibilities • Focus on ideas & the big picture • Comfortable with ambiguous, roundabout thoughts

10. Thinking vs. Feeling • Thinking • Search for facts and logic to make decision • Objective, Direct • Analytical and systematic • Naturally critical • Motivated by achievement • Feeling • Employ personal feelings and impact on others to make decision • Warm & friendly • Sensitive & diplomatic • Try hard to please others • Are motivated by being appreciated

11. Judgment vs. Perception • Judgment • Are serious and formal • Are time conscious • Like to make plans • Work first, play later • Like to finish project best • Perception • Playful & casual • Unaware of time or date • Like to wait-and-see • Play first, work later • Like to start project best

12. What is your MBTI? • ESTP • ESFP • ENFP • ENTP • ESTJ • ESFJ • ENFJ • ENTJ • ISTJ • ISFJ • INFJ • INTJ • ISTP • ISFP • INFP • INTP Extraverted(E) / Introverted (I) Sensing (S) / Intuitive (N) Thinking (T) / Feeling (F) Judging (J) / Perceiving (P) On-line Test Websites: http://www.humanmetrics.com/cgi-win/Jtypes1.htm http://www.personalitypage.com/indicate.html

13. Different Types of Team • Functional Team: responsible for maintaining functional processes involved in delivering a specific output • Process Improvement or Reengineering Team: responsible for improving and/or optimizing processes by which a product or service is delivered • New Product Design Team: responsible for designing a new product or process • Project Team: responsible for design and implementation of special projects • Problem Solving Team: responsible for analysis and elimination of an undesirable, unpredictable, or unworkable situation

14. Design Teams Engineering Team Structures • Functional Teams – advanced development, high technical expertise • Light Weight Teams – incremental improvement • Heavy Weight Teams – new platform developments • Autonomous Teamsv- radical break from the past methods or products Ref: Revolutionizing Product Development, Wheelwright & Clark, pp.191-196.

15. Functional Team Structure • Members work completely in their principle function • Member tasks are coordinated by respective managers • Primary responsibility for project is passed from one function to another • Strength: depth of experience, clear career path, well suited to tasks • Weakness: similar solutions (lack of breadth), bureaucratic, not project oriented Ref: Revolutionizing Product Development, Wheelwright & Clark, pp.191-196.

16. Lightweight Team Structure • Project manager works with department liaison • Determines the tasks and responsibilities of the team members • Strength: better coordination to ensure project completion, better communication. • Weakness: weak project leader, weak focus for members. Ref: Revolutionizing Product Development, Wheelwright & Clark, pp.191-196.

17. Heavyweight Team Structure • Project manager has direct control over functional member task • Core group members work with project manager and functional members • Strength: strong project focus, ownership and commitment of team members • Weakness: generalistic problem solving, hard to staff, breaks down functions Ref: Revolutionizing Product Development, Wheelwright & Clark, pp.191-196.

18. Autonomous Team Structure • Individuals from the different functional areas are committed and co-located with PM • Project leader in the organization has complete control over the member responsibilities • Strength: Focus, high ownership, innovative • Weakness: isolation causes more difficult transition to fold back into the organization Ref: Revolutionizing Product Development, Wheelwright & Clark, pp.191-196.

19. Team Roles • Sponsor: supports, empowers team • Leader/coordinator: organizes team activities • Facilitator: helps team members function as team • Evaluator: looks at the big picture • Recorder: documents teamwork • Team worker: engages in the task completion

20. A Team that Works • Commitment to the team • Team members are cooperative and collaborate • Honest and open communication • Effective method for decisions-making • Have a process for managing conflict Key elements

21. Commitment to the Team Commitment from: • Team members • Manager • Organization

22. Collaboration and Cooperation Effective Skills • Listening: hear, interpret • Questioning: interact, discuss and pose questions • Persuading: exchanging, defending and rethinking ideas • Respecting: respect the opinion of others. Encourage and support the ideas and efforts of others • Helping: offer assistance • Sharing: offering ideas and reporting their findings to each other • Participating: contributing to the project Ref: www.bham.wednet.edu/mod8team.htm

23. Communication • Verbal and non-verbal • Transmission and understanding • Share information and ideas • Between two or more people • Six-Step communication model

24. Six-Step Communication Model Sender Formulates Converts Sends Receives Sender Gives feedback Interprets Receiver Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 40-41.

25. Decision Making • Effective decision-making process  success • Members should be clear about the decision • Members should be clear about the method • decision by authority • decision by minority • decision by majority • decision by consensus • decision by unanimity • Clear understanding of who is accountable for implementing the decision Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 87-89.

26. Resolving Team Conflict • Conflict is an emotional disturbance or disagreement • Causes of conflict • Effective method to manage conflict

27. Causes of Conflict • Personality differences • Value differences • Differences in Perspectives • Differences in Goals • Differences in Departmental Allegiance • Ambiguities about responsibilities Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 97-100.

28. Resolving the Conflicts Competing Collaborating assertive COMPROMISING ASSERTIVENESS unassertive Avoiding Accommodating uncooperative cooperative COOPERATIVENESS Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 100-106.

29. Five Strategies to Conflict Resolution • Competition: when immediate, decisive action is needed, issues are imperative and unpopular • Collaboration: when need to find an integrative solution, objective is to learn or combine knowledge from people with different perspectives • Avoidance: when issue is insignificant, to let others cool down and regain perspective • Accommodation: when issues are more important to others, build social support for later • Compromise: opponent team members are committed to different means to similar end, arrive at an expedient solution under time pressure Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 100-106.

30. Six Steps to Manage Team Conflict • Clarify and identify the cause of conflict • Determine the common goal • Determine options • Determine and remove the barriers • Determine solution that everyone can accept • Acknowledge solution: win-win solution Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 107-108.

31. A Team That Does NOT Work Reasons • Confused and conflicting goals • Unresolved roles and responsibilities • Lack of team trust • Lack of support • Lack of communication • Critical/negative attitude

32. Key Areas of Resistance Resistance Organization Management Individual • top-down structure with many formal levels • bureaucratic practices • rigid and cautious • corporate culture • one-way information flow • department segregation • fear of losing control • fear of not being needed • failure to support team initiatives and members • failure set clear goals • failure to understand the issues/project/team • unwilling to take risk • Too passive and does no hold members accountable • fear of losing individuality and individual recognition • lack of confidence in abilities • fear of sharing ideas to protect own interest • inability to express ideas • fear of conflict

33. Stages of Team Development • Stage 1: Forming • Stage 2: Storming • Stage 3: Norming • Stage 4: Performing

34. Forming • Teams members uncertain about roles and expectations • Team members try to assess themselves and others • Reliance on strong, formal leadership • Guidelines for a successful forming stage: • Provide structure to the team by assigning and clarifying task/role • Encourage participation • Share all relevant information • Encourage open, honest communication among team members Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 57-64

35. Storming • Deals with power and decision making • Members challenge the differences in an attempt to gain their individuality and influence • The team members need control and sense of direction. • To help through this stage, some guidelines are: • Assist the team members to establish methods that support the communication of their different points of view. • Determine within the team how the team will make decisions • Encourage members to share their ideas about issues • Facilitate methods to resolve conflicts Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 57-64

36. Norming • Members produce as a cohesive unit • Functional relationships are established • Members work collaboratively to gain and share insight • To best facilitate this stage, some guidelines are: • Talk openly and honestly about team issues and the members’ concerns • Encourage feedback • Assign tasks for consensus decision making Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 57-64

37. Performing • Members have learned to work together • Members skills to define tasks, manage conflict, and work towards producing results. • The members are committed to the team and its goals. • Guidelines for this stage are: • Jointly set goals that are challenging and accepted to all members • Continue to look for ways to promote the team’s chances to excel • Keep an ongoing assessment of the team • Acknowledge each member’s contribution • Develop members to their fullest potential Ref: Manager’s official guide to Teamworking, Spiegel & Torres, pp. 57-64

38. Summary • PRIDE principles • Purpose: have a common purpose and goal • Respect: act with mutual respect, trust and support • Individuals: recognize and respect the difference which enhances creativity and collective imagination • Discussion: should have open, honest and frequent discussions • Excellence: team should strive for excellence Ref: Product Design, Kevin Otto and Kristin Wood, pp. 55-56.

39. Credits • This module is intended as a supplement to design classes in mechanical engineering. It was developed at The Ohio State University under the NSF sponsored Gateway Coalition (grant EEC-9109794). Contributing members include: • Gary Kinzel …………………………………….. Project supervisor • Phuong Pham and Matt Detrick..……………... Primary authors • L. Pham …………………………………….….. Audio voice • References: • Spiegel & Torres, Manager’s official guide to Teamworking • Otto, Kevin, Kristin Wood, Product Design, Prentice Hall Inc., New Jersey, 2001 • Steven Wheelwright and Kim Clark, Revolutionizing Product Development, The Free Press, New York, 1992 • www.knowyourtype.com • www.bham.wednet.edu/mod8team.htm

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