Team Formation: The Good, The Bad, and the Very Very Ugly

Slides:



Advertisements
Similar presentations
Time Management By Zahira Gonzalez.
Advertisements

Leadership In Management
Working With Others A working relationship is created to accomplish a task or a goal. Objectives: -explain how certain factors contribute to good working.
UCLA Student Affairs Performance Management Program (PMP)
Working With Others Teamwork
An Engineer’s Perspective on Teams Nathan Delson.
8 Chapter Leadership in Management pp
Preparing for Interviews
Chapter Eight Academic Survival Skills. Study Skills  For most students time is the greatest issue.  The first rule to follow is to allow two or three.
Leadership Competencies
1 Project Information and Acceptance Testing Integrating Your Code Final Code Submission Acceptance Testing Other Advice and Reminders.
The Real World 101 Brought to you by: Morris Ellington Professional Development Program Manager UTSA Career Services.
Partnering & Team building. Litigation – not having teamwork or partnering.
How to Supervise People Discussion Session # 39. PEOPLE AND RELATIONSHIPS 1.They develop high morale and enthusiasm among their employees. 2.They know.
Chapter 9.2 Working With Others Chapter 9.2 Working With Others Lesson 9.2 Teamwork Lesson 9.2 Teamwork.
Teams Dale W. Bomberger D.ED. ACSW Community Services Group
+ Workplace Readiness Skills and Professionalism in the Workplace Marketing Co-Op.
Teamwork Goal 4.01: Demonstrate characteristics of effective leadership.
Establishing positive work relationships = Good working environment.
An essential part of workplace success!
SU Career Services Workshop Twelve Steps to First-Year Job Success.
Delegation Skills. Objective Explain What is Delegation Explain Why People Do Not Delegate Describe the Benefits of Delegating List What Tasks Should.
UNIT IV JOB CHALLENGE. DEFINITION According to McCauley et al, “Job challenge is being in dynamic setting with problems to solve and choices to make under.
Conducting Business Meetings Satorre, Joshua Jerem T. ENSP2 Instructor: Mr. Xavier Aquino Velasco - Associate/Lecturer III, FEU Tech.
Groups Dynamics and Teams Development. Groups, Teams and Organizational Effectiveness Group –Two or more people who interact with each other to accomplish.
Choice and Accountability “Use wisely your power of choice.” Og Mandino.
Leadership Unit Career & Family Leadership. Leadership = Relationships Past= leadership revolved around 1 person and their actions. Today= leadership.
The Main Idea Leaders develop a vision for the organization that they are leading. They move employees and their organization toward that vision. The.
Everyone’s a Leader Leadership. Everyone’s a Leader  Leadership is not a position  Leadership is not about power  Leadership is not about following.
What makes a leader? A leader is a person who directs or who is in charge of others. Leadership is a blend of talents, qualities and skills that a leader.
How to function as a group and make decisions. All teams make decisions. Some decisions are big and impact a large group of people. Should we use local.
Chapter two Building Health Skills and Character.
Managing Time Barrie Humphreys Better Human Resource Management Ltd.
Week 2 Agenda Review of last week’s lessons Homework Review
Leadership In Management
Click here to advance to the next slide.
Faculty of Engineering, UoS
Employability Skills Foundation Standard 4: Employability Skills
Chapter 8 Leadership in Management
Creating Our Common Wealth Supporting the Growth of Others
PROBLEM SOLVING June 2010 CANADIAN COAST GUARD AUXILIARY - PACIFIC.
UCLA Student Affairs Performance Management Program (PMP)
New from NMA Building Virtual Teams -- Achieving success in a geographically dispersed workplace.
THM 415 Mid-Semester Evaluation
Chapter 5 Lesson 4 Friendship Bellringer
Human Resources Competency Framework
Leading Your Team Like You Mean It
Leadership in management
THM 415 Mid-Semester Evaluation
Employee Engagement Training
Skills for a Healthy Life
Employability Skills Foundation Standard 4: Employability Skills
Continuing Education Module
Read to Learn Identify and describe the autocratic, democratic, and free-reign leadership styles. Describe the self-managed team approach and the two.
THM 243 Mid-Semester Evaluation
Player Guidelines / Team Policies Circle Grade: 7 8
We’re Off to See the Wizard
Workplace Readiness Skills and Professionalism in the Workplace
THM 415 Mid-Semester Evaluation
Building Team Relationships
Team Meetings Unit 3 Employability and Professional Development
7 Essential Employability Skills
THM 415 Mid-Semester Evaluation
Delegation Skills.
THM 415 Mid-Semester Evaluation
THM 243 Mid-Semester Evaluation
Chapter 5 Lesson 4 Friendship Bellringer
Chapter 5 Lesson 4 Friendship Bellringer
Principles & ideas for improving project Management
Presentation transcript:

Team Formation: The Good, The Bad, and the Very Very Ugly

Teams Team Not all teams are the same Formulation Group of ‘xxx’ at a point in time joined together to get something done Sled dogs, teams of horses/oxen on farms, humans (sub-specie – UW students) Not all teams are the same Academic course teams, teams while on co-op, after graduation Have different structural characteristics Have different issues to consider for formation, team building Formulation The individuals The policies, structure, ‘rules of engagement’

Academic Project Teams Start/finish within term boundaries (capstone – two terms) Everyone starts/finishes at same time Have short term impact/risks Have decision making, accountability, responsibility Have no real authority structure – all are peers Are part-time – e.g., 10-15 hours per week if capstone, less if other type of course Can often pick team members, some profs make ‘good’ teams for you Different goals to some degree – just pass, ace it, commericialize

Co-op Teams Rarely will start/finish in a term Picking up where others left off, leaving stuff for others You will be managed as a risk if you are not a returning student Likely to be a ‘junior’ member, not a leader Not likely to be attending ALL meetings, seeing ALL decision making processes Not likely to have a ‘vote’, not a peer Do not have to live with decisions long term

After Graduation Different ‘lengths’ – can be 2-3-5 years long, even longer Different impact, issues – what if project fails, wreaks havoc? Agendas - career – team lead, mgr, sr mgr, director, vp, c level Possibly different ‘joining’, ‘leaving’ times Impact organization and other team members in big ways More involved in decision process, meetings, but not a peer with all Have to live with decisions long term More politics

Point… Do not assume all teams are the same Do not assume that you will learn EVERYTHING about teams while a student, or on coop Do not assume that you REALLY understand ‘full-time’, real teams based on what you see or experience Just because you are a good team player on one type of team does not mean that you will automatically be a good team player on another

Good team formulation – Top Ten Objective based team design and criteria What the team has to deliver at the end and along the way What skills, knowledge and expertise are needed during the journey Everyone understands their role, responsibility, deliverables – does their job, not someone else’s Everyone respects, helps others – works as a team – no lone wolves, no rogues, no prima donnas, no egos Everyone has a chance to contribute (in their own way), learn, and improve – e.g., personal goals Team is not rigid and will adjust and adapt as needed along the journey

Good team formulation… Some degree of democracy and respect for opinions and suggestions, but decision making recognizes ownership, accountability at the end of the day Team design allows for risks, redundancy, succession, and does not rely on one white knight Team personnel are worthy and vetted wrt skills, knowledge, experience, expertise Team personnel have good work ethic, can be trusted, they understand and accept what accountable, reliable, and responsible imply, avoid or handle conflicts in a professional, effective way Has time to practice and become a team before the ‘big show’

The Bad and the VERY VERY Ugly… The BAD – when 3-5 are not going your way The VERY VERY Ugly – when all 10 are going the wrong way

How Have Student Teams Screwed It Up? Caveat – there are exceptions to everything I say/observe Made a team based on living arrangements Made a team based on study buddies Made a team based on friends Made a team based on taking advantage of someone But, who knows, you might be lucky… do you feel lucky? Need some level of objectiveness – friends etc. can get messy

How Have Student Teams Screwed It Up? Did not pick a suitable topic based on the team’s ability – if team is given Did not pick a team based on the objectives – if team is freedom of choice Did not understand criteria by which they would be judged Because of above point, picked topic they liked, had experience with, would like to learn about – did not think about what they had to ‘demonstrate mastery of’ Not the right number of resources, or did not know how to use the resources they had Did not build team with ‘slack’, did not include ‘risk’ in team design

How Have Student Teams Screwed It Up? Everyone thinks the same Some same is ok (standards, goals), too much same in problem solving, analysis is not always good Too many bosses Need one boss, one main designer Everyone else is not THE designer, not THE boss Did what? Distributed roles Rotated roles No roles

Reality 101… If you do not have the perfect team – ?/10 Plan Mitigate Deal with it early, not later If you have the perfect team – 10/10 Relish it, embrace it Do not waste it Such an experience does not happen too often