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Building an Effective Team. Reference: B. O’Keefe, TEAMWORKS: Skills for Collaborative Work, University of Illinois, http://www.vta.spcomm.uiuc.edu / (etc). Lecture Overview. Why Work in Teams? Distributing the Workload Reinforcing Individual Capabilities Creating Participation

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building an effective team

Building an Effective Team

Reference:

B. O’Keefe, TEAMWORKS: Skills for Collaborative Work, University of Illinois, http://www.vta.spcomm.uiuc.edu/(etc)

lecture overview
Lecture Overview
  • Why Work in Teams?
    • Distributing the Workload
    • Reinforcing Individual Capabilities
    • Creating Participation
  • Important Questions for New Teams
    • Members’ Attitudes
    • Members’ Interaction Styles
    • Members’ Motivations
why work in teams
Why Work in Teams?
  • 1 - Distributing the Workload
    • Project is too big for one person
    • Need simple numbers of people
  • 2 - Reinforcing Individual Capabilities
    • Project is too complex for one person
    • Need a wider range of skills than one person has
  • 3 - Creating Involvement
    • Project is too important for one person
    • Need a whole group to be committed to the result
1 distributing the workload
1 - Distributing the Workload
  • Project is too big for one person
  • Assumes the task is divisible into parallel subtasks
    • Divisible Task: building a car
    • Indivisible Task: carrying a heavy log
  • Extreme approach: “Divide and Scatter”
    • partition the tasks into one subtask per person
    • work tasks independently
    • come back together at the end
    • does not work for most projects
  • Tend to see sublinear speedup due to dependencies
1 distributing the workload5
1 - Distributing the Workload
  • Types of dependencies between tasks
    • Independent (completely parallelizable)
      • can use divide and scatter
    • Redundant (must be copied by all members)
      • e.g. reading the background material
    • Sequential (single exec. in a specified order)
      • usually based on input/output sequence
    • Mutually Exclusive (MUTEX) (single exec. in any order)
      • resource constraints prevent parallelism
1 distributing the workload6
1 - Distributing the Workload
  • Precedence Graphs
    • Independent
    • Redundant
    • Sequential
    • MUTEX
    • Hierarchical Dependencies
2 reinforcing individual capabilities
2 - Reinforcing Individual Capabilities
  • Task is too complex for one person’s skill set
    • Requires diversity in abilities
    • Different members contribute different strengths
    • True multidisciplinary team = team in which no one person can accomplish the task alone (ABET)
  • Relevant skills may be personal as well as technical
    • writing skill
    • speaking skill
    • analytical vs. practical skills
2 reinforcing individual capabilities9
2 - Reinforcing Individual Capabilities
  • Need to Identify and State Goals
    • team goals
    • individual goals
  • Inventory of Resources
    • individual strengths & interests
    • individual weaknesses & disinterests
  • Comment on diversity
    • Your best friend may make a lousy team member
    • The two of you are too much alike
3 creating participation
3. Creating Participation
  • Sometimes group “ownership” is important
  • Get group involved in a decision
    • even though a single person decision may be easier
  • If choice is obvious, then it will probably be the same
  • If not obvious, then contributions will be valuable
  • Either way:
    • Members all understand the thought behind decision
    • They are less likely to complain later
important questions for new teams
Important Questions for New Teams
  • What is each members’ attitude toward teaming?
    • Maybe some dislike teams completely?
  • How do members’ Interaction styles differ?
    • What is their individual focus?
    • How do they react to a group?
  • What motivates each individual?
    • What does this person really want?
    • What motivation will he/she respond to?
attitude toward teams
Attitude Toward Teams
  • Read The Statements Below
  • Rate Each item as:
    • 4 = strongly agree
    • 3 = agree
    • 2 = undecided or 50/50
    • 1 = disagree
    • 0 = strongly disagree
attitude toward teams14
Attitude Toward Teams
  • I enjoy working in teams
  • I often do work in teams
  • Group decision making is important to organizations
  • I prefer to work in a group rather than alone
  • I am comfortable in leadership roles
  • When working in a group I usually participate actively
  • I like being evaluated based on the group’s work
  • I am good at reading other people
  • I have important things to say when I am in a group
interaction styles
Interaction Styles
  • Two different ways of interacting
    • 1. Is the person more:
      • task oriented - focused on the job and the results?
      • People oriented - focused on relationships?
    • 2. Is the person more of a:
      • Thinker - always thinking of the big picture
      • Doer - wants to be given a task to accomplish
  • Team needs some of each to complement each other
what motivates an individual
What Motivates an Individual?
  • Everybody is motivated by different things
    • some are self-motivated
    • some need a kick in the pants (figuratively)
  • It helps to identify what motivates each individual
    • no one technique works for everyone
    • need several different carrots
    • and several different sticks
summary
Summary
  • Things to know about
    • Team Goals
    • Individual facets
      • Personal goals
      • Personal strengths and weaknesses
      • Attitude toward teming in general
      • Interaction style
      • Motivation