Team-Based Design Introduction to Teaming Processes of Effective Teams Individual Commitment Diversity and Teamwork Guidelines for Effective Feedback Dealing with Common Team Problems

Introduction to Teaming Prominence of teams in workplace Self-directed teams CQI (continuous quality improvement) teams Participative management Cross-functional design teams  (OURS)

What is a Team? Task Group Members depend on each other in some way Members must share at least SOME goals Collective efforts yield high performance Cooperation vs Competition Synergism Productivity (a + b) > Prod (a) + Prod (b)

Advantages of Teams Motivation – team spirit Sharing/delegation of workload Fast response to change in requirements High creativity, good decision-making Better cross-functional communication/ find problems Learning from each other

Problems with Teaming Meetings and consensus-building take time Poor leadership  ineffectiveness Many people are not good team players Differences in effort/commitment  conflict, resentment Hard to communicate between disciplines Too much cohesion  screen out relevant info

Learning about Teaming Employers really care about your ability to work in teams You will gain experience with a team You SHOULD reflect on the team process you are participating in, see how YOU can improve your skills Tolerance

Principles for Effective Teaming Collective decision making Collaboration & interchangeability (pitching in with each other) Appreciation of conflict/differences – try to RESOLVE them, not bury them Balance of effort Focus Open communication Mutual support Team spirit

Individual Commitment to Team A good team member must be willing to: Commit time, effort Work hard Identify with team Prioritize team goals relative to your own

Diversity in Teams It’s a benefit – more views/expertise available Innovative solutions It’s a curse – harder to communicate/feel cohesive Conflicts in style, preferences, etc. Ideally, want a BALANCE

Feedback to Team Members Most people don’t like to provide feedback, if not positive Fear hurting feelings/making enemies Even when requested, most may not want to hear it BUT: If ACCURATE and HELPFUL, may be valued, and can help individual and team If you can’t change things, don’t mention it Make it descriptive, not judgmental – “it makes ME feel”, not “you are such a …”

Protocol for Feedback Session Decide on subject for feedback (scope)--”Let’s talk about how we …” Start positive, what they should KEEP doing Mention what you’d like to see people do more or less of Teammates should clarify, gently reinforce, avoid ganging up Continue feedback to rest of team – all get a chance to give, receive Some things are best left UNSAID – you need to keep working with your teammates!

For RECEIVING Feedback Evaluate your performance yourself, first – if they tell you what you know, don’t blame them! Relax, breathe while listening – no one will hit! Listen carefully, without interrupting Ask for examples, but don’t dispute Acknowledge valid points / their viewpoints Sort it out later – it’s just INPUT to you, NOT revealed truth

“Normal” Problems – They CAN be Handled Floundering – recognize and adapt/decide Monopolizing – recognize, feed back, correct -- “Hang on, let’s see what xx and yy think…” Personalizing – don’t blame people for problems outside their control – attack the problem, not the person Power struggles – recognize, resolve – when WINNING matters, not resolving the issue, it’s a problem Externalizing – don’t blame the “powers that be” for the troubles of the group