Professional Context of ICT INFO3020 Teams “Nobody’s Perfect – but a team can be” Antony Jay

Working Groups Reasons for increasing emphasis on group work:  Complexity of data on which decision making is based means that one person cannot reasonably be expected to contain within themselves all the relevant facts and implications  A group can coordinate their separate activities or differing points of view  Differing opinions and goals can be identified in the group situation and possible sources of potential conflict can be identified and resolved  Participation in decision making can enhance commitment

Disadvantages It may be slower There are administrative problems in arranging for a number of busy people to assemble at the same place at the same time Interpersonal relationships may create problems that interfere with the task

The process To work effectively a group needs  Agreement as to its Purpose (Why) and its Objectives (What)  Clear identification of the constraints within which it must work – time, cost, authority, materials, space  An appropriate group structure – have appropriate roles identified  To pay due attention to the maintenance process

Improving group performance Typically this improves with practice Feedback is essential 3 basic parts  Collection of data under 6 headings – Purpose, Objectives, Constraints, Resources, Structure and Process  Reporting of data to the group  On the basis of the data collected the group should identify its main problems and formulate plans for dealing with those problems

Characteristics of a High Performance Team (McConnell, 1996) Shared, elevated vision or goal Sense of team identity Result-driven structure – depends on clear roles, effective communication systems, means of monitoring individual performance and decision making based on facts rather than emotions Competent team members Commitment to the team Mutual trust Interdependence among team members

Characteristics of a High Performance Team (McConnell, 1996) Effective communication Sense of autonomy Sense of empowerment Small team size (no larger than 8-10 people) High level of enjoyment – leads to increased team cohesiveness

Other characteristics of successful teams Diversity in backgrounds, skills and goals Tolerance of diversity, uncertainty, ambiguity Mutual respect and putting one’s own views second to the team Reward structure that promotes shared responsibility and accountability Effective project management Use of Conflict as a stimulus – e.g. use of “devil’s advocacy” to stimulate creativity

High Performance Teams  commitment  developed identity  shared vision and goals  competence as individuals  complementary skills  desire to achieve (results-driven)  trust  interdependence (empowerment)  small size (5-8 members)  effective communication  high-level of enjoyment Characteristics

Achieving Team Results What must be in place...  roles must be clear  effective communication system in place  performance monitoring in place with feedback and rewards (team & individual)  decisions made on facts not subjective opinions whenever possible

Team Self-Assessment Ask team members to do a self-assessment providing strength ratings (1=very little, 2=some, 3=avg, 4=lots, 5=major). Create an assessment matrix and then analyze your teams overall strengths and how well you complement each other as a team

Mutual Trust Honesty Openness Consistency Respect Larson and LaFasto found that it consists of four main components

Managing High-Performance Teams Establish a vision (or goal) Establish a vision (or goal) Create change to match the vision Create change to match the vision Manage team as a team - make individuals responsible for their actions Manage team as a team - make individuals responsible for their actions Delegate tasks Delegate tasks Leave details to the team Leave details to the team Use MOI (Motivation, Organization or Information) model to remove roadblocks Use MOI (Motivation, Organization or Information) model to remove roadblocks

Why do teams fail?... because they lack the attributes of a high-performance team

High Performance Teams  commitment  developed identity  shared vision and goals  competence as individuals  complementary skills  desire to achieve (results-driven)  trust  interdependence (empowerment)  small size (5-8 members)  effective communication  high-level of enjoyment Characteristics

Team Member ’ s Creed As a team member I will: Demonstrate a realistic understanding of my role and accountabilities. Demonstrate objective and fact-based judgements. Collaborate effectively with other team members. Make the team goal a higher priority than any personal objective. Demonstrate a willingness to devote whatever effort is necessary to achieve team success.

Team Member ’ s Creed (cont.) Be willing to share information, perceptions, and feedback appropriately. Provide help to other team members when needed and appropriate. Provide help to other team members when needed and appropriate. Demonstrate high standards of excellence. Demonstrate high standards of excellence. Stand behind and support team decisions. Stand behind and support team decisions. Demonstrate courage of conviction by directly confronting important issues. Demonstrate courage of conviction by directly confronting important issues. Demonstrate leadership in ways that contribute to the team’s success. Demonstrate leadership in ways that contribute to the team’s success. Respond constructively to feedback from others. Respond constructively to feedback from others.

Team Leader ’ s Creed As a team leader I will: Avoid compromising the team’s objective with political or personal issues. Avoid compromising the team’s objective with political or personal issues. Exhibit personal commitment to the team’s goal. Exhibit personal commitment to the team’s goal. Not dilute the team’s efforts with too many priorities. Not dilute the team’s efforts with too many priorities. Be fair and towards all team members. Be fair and towards all team members. Be willing to confront and resolve issues associated with inadequate performance by a team member. Be willing to confront and resolve issues associated with inadequate performance by a team member. Be open to new ideas from team members. Be open to new ideas from team members.

Team Structure Considerations Must begin with team objectives - * * * Must begin with team objectives - * Problem resolution * Creativity * Tactical execution

Kinds of Teams Problem-resolution teams - (swat team) * * Problem-resolution teams - (swat team) * focuses on complex, poorly defined problems * need to be trustworthy, intelligent & pragmatic (e.g., Peritus) Creativity team - (research team) * * Creativity team - (research team) * focuses on exploring possibilities & alternatives * need to be self-motivated, independent, creative, and persistent. (e.g., AvraSoft) Tactical-Execution Team - (surgical team) * * Tactical-Execution Team - (surgical team) * focuses on carrying out a well-defined plan * need to be highly focused with clear roles with success criteria clear (e.g., Saville)

Team Models Business team * * Business team * Peer group headed by technical lead * hierarchical organization Chief-Programmer team (IBM’73) * * Chief-Programmer team (IBM’73) * surgeon model recognizing high powered prog. * other defined roles back-up programmer, administrator, toolsmith, documentation speclst. Skunkworks Team * * Skunkworks Team * isolated from upper management * isolates group of talented, creative individuals to accomplish a specific, difficult task

Team Models (cont.) Feature team * Feature team * Team of specialists responsible for certain part of a product, empowered group Search-and-Rescue team * * Search-and-Rescue team * focuses on solving specific problem * example, medical systems specialist team SWAT team *swat * SWAT team * “skilled with advanced tools” * specializes in certain areas, e.g., Peritus process

Team Models (cont.) Professional Athletic team * Professional Athletic team * Coach of a set of stars, coach facilitates the stars needs Theatre team * * Theatre team * team members audition for certain roles under a strong “director” * members can be moved in and out as determined by director