Copyright © 2013 Human Workflows, LLC 6 Team Performance Tools

Copyright © 2013 Human Workflows, LLC Address new world (2000+) Traditional Old World Hierarchy Boss – worker Formal work groups Assigned task / power Supervisor responsible Focus is assigned work Closed system New World World Matrix to Self Organizing Peer based teams Informal Structure Selection of Role & Task All members responsible Focus is Customer Improvements Open system

Copyright © 2013 Human Workflows, LLC Team Performance Tools Here are our tools for today: 4 C’s Benchmarking & Best Practices Continuous Improvement Brainstorming & Priority Matrix Process Mapping & Value Added Analysis SWOT

Copyright © 2013 Human Workflows, LLC 4 C’s Facilitating Learning Organizations: Making Learning Count by Victoria J. Marsick and Karen E. Watkins (Oct 1999)

Copyright © 2013 Human Workflows, LLC 4 C’s A hierarchy of people performance: Lowest level: CONTAINED

Copyright © 2013 Human Workflows, LLC 4 C’s A hierarchy of people performance: COORDINATED Lowest level: CONTAINED

Copyright © 2013 Human Workflows, LLC 4 C’s A hierarchy of people performance: COLLABORATIVE COORDINATED Lowest level: CONTAINED

Copyright © 2013 Human Workflows, LLC 4 C’s A hierarchy of people performance: CONTINUOUS LEARNING (CL) COLLABORATIVE COORDINATED Lowest level: CONTAINED

Copyright © 2013 Human Workflows, LLC 4 C’s Exercise: Give examples from your science experience for each 4C level A hierarchy of people performance: CONTINUOUS LEARNING (CL) COLLABORATIVE COORDINATED Lowest level: CONTAINED

Copyright © 2013 Human Workflows, LLC Workout Started in 1998 as GE answer to Quality Circles Basis for 6 Sigma process Basis for Continuous Improvement Basis for Benchmarking & Best Practices

Copyright © 2013 Human Workflows, LLC Continuous Improvement Continuous improvement is an ongoing effort to improve products, services or processes. These efforts can seek “incremental” improvement over time or “breakthrough” improvement all at once. p/ngs-continuous- improvement.cfm about- quality/continuous- improvement/overview/ overview.html

Copyright © 2013 Human Workflows, LLC Workout/CIP exercise: what do a group of people and a tennis ball have in common

Copyright © 2013 Human Workflows, LLC Debrief the exercise as follows each team share what they learned about their own work process improvements Report out top 3 findings

Copyright © 2013 Human Workflows, LLC Debrief the exercise: 6 points Role of common purpose Did your team innovate incrementally or breakthrough? Why? How did you set internal goals? What role did seeing other team play? What role did external best practices play? How did your personal task focus change with time?

Copyright © 2013 Human Workflows, LLC Learn from this exercise  1. how do you currently complete “work practices” and what are opportunities for improvements?  2. who can drive team improvements?  3. rest of this week is about SciPhD providing pragmatic tools to build your business and social competencies

Copyright © 2013 Human Workflows, LLC Break for Lunch

Copyright © 2013 Human Workflows, LLC Brainstorming Opportunities How do I make my laboratory more viable? How can I double the number of publications coming out of my lab? How do I upgrade the talent in my lab? How do I double the competencies of my current staff? How do I double the productivity of my people in the lab? How do I double the number of projects whose objectives are delivered on time and on budget How do I create a positive relationship with my PI that also supports my goals How do I plan my career over the next three years so that I'm worth $150,000 (without benefits).

Copyright © 2013 Human Workflows, LLC brainstorming Brainstorming is a group creativity technique by which a group tries to find a solution for a specific problem by gathering a list of ideas spontaneously contributed by its members

Copyright © 2013 Human Workflows, LLC brainstorming Focus on quantity Withhold criticism Welcome unusual ideas Combine and improve ideas

Copyright © 2013 Human Workflows, LLC brainstorming Exercise: Brainstorm how to improve your chances of getting your perfect job! Focus on quantity Withhold criticism Welcome unusual ideas Combine and improve ideas "1+1=3"

Copyright © 2013 Human Workflows, LLC brainstorming Exercise: Brainstorm how to improve your chances of getting your perfect job! Place one idea per index card Say your idea out loud NO EVALUATION NO BOUNDRIES You have 3 minutes!!!!! "1+1=3"

Copyright © 2013 Human Workflows, LLC Organize your cards 1.Review each card 2.Clarify if needed 3.Duplicates in same stack 4.Very similar cards in same stack 5.Place in categories

Copyright © 2013 Human Workflows, LLC Priority Matrix How do you take a variety of ideas, solutions, problems, suggestions, brainstorming data, … and decide which to implement and which to table.

Copyright © 2013 Human Workflows, LLC Priority Matrix for Decision Making Increasing effort Increasing Impact

Copyright © 2013 Human Workflows, LLC Priority Matrix for Brainstorming Increasing effort Increasing Impact

Copyright © 2013 Human Workflows, LLC Priority Matrix for Brainstorming SWEET SPOTAHHHHHHHH THINK ABOUT IT GIVE TO COMPETITION BUSY STUFF Increasing effort Increasing Impact

Copyright © 2013 Human Workflows, LLC EXERCISE Increasing effort Increasing Impact

Copyright © 2013 Human Workflows, LLC Question: How could you use … Brainstorming … Priority Matrix …

Copyright © 2013 Human Workflows, LLC Process mapping The first step in gaining control over an organization is to know and understand the basic processes (Deming, 1982; Juran, 1988; Taylor, 1911). ISO 9001 requires a business entity to follow a process approach when managing its business, and to this end creating business process maps will assist The first structured method for documenting process flow, the flow process chart, was introduced by Frank Gilbreth to members of ASME in 1921

Copyright © 2013 Human Workflows, LLC Process map? y=f(x) The purpose of these process maps is to document and stimulate the understanding of y=f(x); where the “y” represents the outputs of a process and x represents the various inputs.

Copyright © 2013 Human Workflows, LLC Business Process Architecture Six Sigma practitioners use the term Business Process Architecture to describe the mapping of business processes as series of cross-functional flowcharts

Copyright © 2013 Human Workflows, LLC Process Mapping

Copyright © 2013 Human Workflows, LLC Process mapping

Copyright © 2013 Human Workflows, LLC Process mapping

Copyright © 2013 Human Workflows, LLC Process mapping exercise How do you buy a car?

Copyright © 2013 Human Workflows, LLC Process mapping tips Have a start and finish defined Start with basic 4 to 6 steps Expand each step and repeat When to stop – good question

Copyright © 2013 Human Workflows, LLC Now evaluate metrics: – the value chain

Copyright © 2013 Human Workflows, LLC Does this step in the process add value? What does it cost: Directly – salary … Indirectly – lost opportunity Can we skip, consolidate … Now evaluate metrics: – the value chain

Copyright © 2013 Human Workflows, LLC Process mapping How does Process Mapping relate to Financial Leadership Focus How can you deploy process mapping in your science work

Copyright © 2013 Human Workflows, LLC SWOT SWOT analysis (alternatively SWOT Matrix) is a structured planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture.

Copyright © 2013 Human Workflows, LLC SWOT - strengths Strengths: characteristics of the business or team that give it an advantage over others in the industry. ABCABC

Copyright © 2013 Human Workflows, LLC SWOT - weaknesses Weaknesses (or Limitations): are characteristics that place the firm at a disadvantage relative to others. ABCABC

Copyright © 2013 Human Workflows, LLC SWOT - opportunities Opportunities: external chances to make greater sales or profits in the environment. ABCABC

Copyright © 2013 Human Workflows, LLC SWOT - threats Threats: external elements in the environment that could cause trouble for the business. ABCABC

Copyright © 2013 Human Workflows, LLC SWOT SWOT analysis may be used in any decision- making situation when a desired end-state (objective) has been defined. ACTION STEPS

Copyright © 2013 Human Workflows, LLC SWOT How can we Use and Capitalize on each Strength? How can we Improve each Weakness? How can we Exploit and Benefit from each Opportunity? How can we Mitigate each Threat? ACTION STEPS

Copyright © 2013 Human Workflows, LLC SWOT Ideally a cross-functional team or a task force that represents a broad range of perspectives should carry out the SWOT analysis. For example, a SWOT team may include an accountant, a salesperson, an executive manager, a scientist …

Copyright © 2013 Human Workflows, LLC SWOT - Rules Be realistic about the strengths and weaknesses of your organization Distinguish between where your company is today and where it could be in the future Be specific – no gray areas Apply SWOT in relation to your competition (eg. Better than or worse than competition) Keep it short and simple

Copyright © 2013 Human Workflows, LLC SWOT: example How would you deploy SWOT to achieve FIRST to publish?

Copyright © 2013 Human Workflows, LLC SWOT: Exercise

Copyright © 2013 Human Workflows, LLC Team Performance Tools Here are our tools for today: 4 C’s Benchmarking & Best Practices Continuous Improvement Brainstorming & Priority Matrix Process Mapping & Value Added Analysis SWOT