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ITM444 Group Process. Dr. Constantinos K. Coursaris Spring 2012 http://itm.cas.msu.edu. Today ’ s Agenda. Quick status reports Brief lecture on groups and teamwork Self-analysis on group process Next class: Start project planning Risks, Milestones, etc. Key issues/challenges

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itm444 group process

ITM444Group Process

Dr. Constantinos K. Coursaris

Spring 2012

http://itm.cas.msu.edu

today s agenda
Today’s Agenda
  • Quick status reports
  • Brief lecture on groups and teamwork
  • Self-analysis on group process
  • Next class:
    • Start project planning
      • Risks, Milestones, etc.
      • Key issues/challenges
    • Start making your task list
    • Read IGPM, Ch 8 & 9

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status reports
Status reports
  • Met with client?
  • Role/responsibility matrix?
    • Primary contact?
  • Communication plan?

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timesheets
Timesheets!
  • Each member of the team must prepare a timesheet
  • Turn them in to your team’s project manager
  • The project manager will summarize and give me ONE SHEET for your team

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what makes a high performing team
What makes a high-performing team?
  • Creativity
  • Shared team vision
  • A LOT of Communication
  • Efficient Communication
  • Being proactive
  • Goal-oriented
  • Follow through
  • Competence
  • Accountability
  • Objectivity

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slide6
Relationship with team members
  • Diversity among team members
  • Managing dependencies
  • Enthusiasm / Commitment to project
  • Flexibility
  • Work well within group & with client
  • Communication!

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aspects of performance
Aspects of Performance
  • Efficiency vs effectiveness
  • Task objectives
    • Deadlines
    • Budgets
  • Process objectives
    • Longer term ability to work together and with others
    • Personal development

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task versus process
Task versus Process
  • Task (or content): what you are doing
    • Progress reports, presentation, final report
  • Process: how you are doing it
    • Patterns of interaction (participation, influence, etc.)
  • Potential performance = (group potential) minus (process loss)

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typical process failures
Typical Process Failures
  • “Blow-ups”
    • Struggle for control: overt, harmful conflict
    • Members withdraw (or are pushed out)
  • “Group Think”: No critical input
    • We are having fun, we are great, our project is great
  • “Stuck in the starting gate”
    • No clarity of roles or norms
    • Symptom of covert, avoided conflict

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enabling conditions for effective teams
Enabling conditions for effective teams
  • Group structure, including:
    •  task structure (clear goals, etc)
    •  group composition (right people)
    •  group norms (agreement on how to work)

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enabling conditions cont
Enabling conditions (cont.)
  • Organizational context
    •  reward system (incentives to work together)
    •  educational & informational system (training & other tools available)
  • Available, expert assistance regarding both content and process, such as:
    •  skill and knowledge
    •  performance strategies

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bottom line
Bottom Line
  • High-performing teams don’t just happen
  • Good performance is enabled by good management
    • Group composition, task, norms…
    • Incentives, training, support…
  • It’s not just personalities or styles.

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typical ways to foster failure
Typical ways to foster failure
  • Call it a team, but manage as individuals
    • Individual rather than team incentives
  •  Too much or too little guidance
    • Micro-managing the work
    • Not providing enough guidance

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more ways to foster failure
More ways to foster failure
  • Lack of structure
    • Assemble a large group, tell them in general terms what needs to be done, and let them work out the details
  • Set challenging goals, but skimp on supports

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how is your group doing some process indicators
How is your group doing? Some “process indicators”
  • Participation: Does everyone participate?
  • Influence: Does anyone dominate?
  • Group climate: Comfortable? Open?
  • Membership: Can you tell who is on your team (shouldn’t be a problem for you)
  • Feelings: Acknowledged? Handled?

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examples of good process
Examples of good process
  • Participation
    • People are on time & prepared
    • Everyone talks
    • Everyone carries their weight
  • Influence
    • Nobody dominates discussions
    • Everyone’s ideas are considered

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examples of good process17
Examples of good process
  • Climate
    • Comfortable
    • Able to have some conflict and be OK
  • Feelings
    • Can be expressed
    • When expressed, people listen
    • On balance, more positive than negative

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examples of process problems
Examples of process problems
  • Participation
    • Late or absent at meetings
    • Not talking in meetings
    • Not “carrying their weight”
  • Influence (out of balance)
    • Some individuals dominate discussions
    • Individuals’ ideas are ignored

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examples of process problems19
Examples of process problems
  • Climate
    • “Chilly” – no humor or fun
    • “Party” – never settles down to work
    • Factions/sub-groups that compete
  • Feelings
    • Always hidden/never expressed
    • Anger
    • Fear (don’t want to rock the boat…)
    • Vulnerability (don’t want to look bad)

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investing in process
Investing in Process
  • Put process on your agenda
    • Go around and “check in” at every meeting
    • Review process indicators
  • Pay attention to group structure
    • Roles, norms, expectations
    • Make adjustments if necessary

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investing in process21
Investing in Process
  • Effective feedback
    • Descriptive, timely, specific, actionable
    • Remember: conflict can be healthy
  • Watch for and discuss problems
    • Check perceptions & assumptions. . .
    • Acknowledge & deal with feelings

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johari window group process
Johari Window & Group Process

Known to self

Not known to self

Known to others

Free or Open

Blind

Not known to others

Avoidedor Hidden

Unknown

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strategies for improvement
Strategies for improvement
  • Known to self (but not others)?
    • Be assertive: Participate!
    • Share your observations and feelings, or their value will be lost to the group
  • Known to others (but not self)?
    • Solicit feedback (others need to give it)
    • Listen to feedback

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feedback guidelines
Feedback guidelines
  • Timely
    • “I notice you are late to this meeting.”
    • “You were late to our meeting last month.”
  • Specific
    • “You are five minutes late.”
    • “You are pretty late.”

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feedback guidelines25
Feedback guidelines
  • Descriptive (rather than evaluative)
    • “You are 5 minutes late”
    • “You obviously don’t care about this project.”
  • Related to shared & agreed upon goals
    • “We need to start on time because we have a lot to do.”
    • “We need to start on time so I can go shopping …”

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group exercise
Group exercise
  • Get into your teams
  • Consider process indicators
    • I will put the list back up…
  • Write down your assessment of how the team is doing
    • A numeric 1-5 rating
    • Reasons or evidence to support your number
  • Discuss as a group & arrive at a consensus rating

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for each of these 5 indicators
For each of these 5 indicators
  • Rate your group (5=great, 3=OK, 1=awful)
  • Provide examples or evidence
      • Participation?
      • Influence (balance/imbalance)?
      • Group climate?
      • Feelings?
      • Efficiency/effectiveness?

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next class
Next class
  • Start making your task list
    • Core of your project plan
  • Start project planning
    • Risks, Milestones, etc.
    • Key issues/challenges
    • Read IGPM, Ch 8 & 9

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