ETM5221 Engineering Teaming Spring ETM5221 Engineering Teaming: Application and Execution Nicholas C. Romano, Jr. Paul E. Rossler

ETM5221 Engineering Teaming Spring Week 3 April 16, 2002 Facilitation Skills

ETM5221 Engineering Teaming Spring Agenda GSWeb Experience Discussion Group Support Systems Case studies Facilitation roles, issues, skills, and problems

ETM5221 Engineering Teaming Spring GSWeb Meeting Discussion

ETM5221 Engineering Teaming Spring Group Support Systems

ETM5221 Engineering Teaming Spring Meetings are difficult Poor Meetings Waiting to speak Domination Fear of speaking Misunderstanding Inattention Lack of focus Inadequate criteria Premature decisions Missing information Distractions Digressions Wrong people Groupthink Poor grasp of problem Ignored alternatives Lack of consensus Poor planning Hidden agendas Conflict Inadequate resources Poorly defined goals Source: Nunamaker, J.F., R.O. Briggs, and D.D. Mittleman, Electronic meeting systems: Ten years of lessons learned, in Groupware: Technology and applications, D. Coleman and R. Khanna, Editors. 1995, Prentice-Hall: Upper Saddle River, NJ. p

ETM5221 Engineering Teaming Spring An input-process-output model of teamwork Group Task Context Technology Process Outcome (Source: Doug Vogel)

ETM5221 Engineering Teaming Spring Source of facilitation lies on a continuum One or more people Embedded in software (Source: Doug Vogel)

ETM5221 Engineering Teaming Spring A facilitation model Skills & Techniques Group Systems Assumptions and Frameworks Rapport/Resourcefulness Outcomes Toolbox Task Issues Group Issues Cognitive Issues (Source: Doug Vogel)

ETM5221 Engineering Teaming Spring A variety of problems lead to unproductive meetings Pace Poor meeting design Poor focus Lack of closure Poor process Research findings summarized in Bostrom, R.P., R. Anson, and V.K. Clawson, Group facilitation and group support systems, in Group Support Systems, L.M. Jessup and J.S. Valacich, Editors. 1993, MacMillan Publishing: New York. p

ETM5221 Engineering Teaming Spring Interventions that improve group processes and outcomes 1.Applying Structured Procedures –providing instructions to group members –extending problem formulation –extending idea generation –separating idea generation from evaluation –delaying solution adoption Research findings summarized in Bostrom, R.P., R. Anson, and V.K. Clawson, Group facilitation and group support systems, in Group Support Systems, L.M. Jessup and J.S. Valacich, Editors. 1993, MacMillan Publishing: New York. p

ETM5221 Engineering Teaming Spring Interventions (cont’d.) 2.Encouraging Effective Task Behaviors –discussing task procedures –applying explicit criteria –using factual information –maintaining focus on task goals

ETM5221 Engineering Teaming Spring Interventions (cont’d.) 3.Encouraging Effective Relational Behaviors –encouraging broad participation and influence –managing conflict constructively –emphasizing consensus acceptance over majority votes –applying active listening techniques –discussing interpersonal processes

ETM5221 Engineering Teaming Spring Interventions (cont’d.) 4.Training –training group members and/or leaders –training external facilitators

ETM5221 Engineering Teaming Spring The Challenge of Distributed Meetings All slides for this section taken from N. Romano, PowerPoint Presentation titled, “Distributed Meetings.” Undated.

ETM5221 Engineering Teaming Spring Tomorrow’s fragmented, geographically dispersed workplace -- a space, not a place !!

ETM5221 Engineering Teaming Spring Unstructured interactions, discussion & news groups) Lack of Focus – Disjointed Ideas – Separate often hidden Agendas – Information overload No Convergence – No Conclusions Nor Decisions – No Business Outcome Results – No Consensus – No Shared Understandings Source: J. Nunamaker and N. Romano PowerPoint Presentation titled,”Distributed Work Environments.” Undated.

ETM5221 Engineering Teaming Spring Advantages of The Virtual WorkSpace Time independence Rapid feedback (on routed material) Integration of local and remote teams Easy to skip topics of no interest Ask questions as they occur Information exchange Broader participation Short-notice participation Source: J. Nunamaker and N. Romano PowerPoint Presentation titled,”Distributed Work Environments.” Undated.

ETM5221 Engineering Teaming Spring Source: J. Nunamaker and N. Romano PowerPoint Presentation titled,”Distributed Work Environments.” Undated. Drawbacks of The Virtual WorkSpace Uncharted territory –asynchronous process Low engagement –observers, not players Low sense of presence: –Am I alone?

ETM5221 Engineering Teaming Spring Tradeoffs in Virtual WorkSpace Face-to-FaceFuture Environment Higher contribution Lower contribution High sense of community community Lower sense of community Direction will change Signals missing Source: J. Nunamaker and N. Romano PowerPoint Presentation titled,”Distributed Work Environments.” Undated.

ETM5221 Engineering Teaming Spring ExternalInformationServices CorporateDatabase Group to to Group Group FTF FTF Meeting Meeting Room Room Virtual Meeting Meeting (office) (office) Information generated between group-to-group and distributed meetings Different Time Same Time Small Group Large Group Adapted from J. Morrison, 1992, University of Arizonia MIS Extended Group Support

ETM5221 Engineering Teaming Spring Audio Technology Advantages –in place –easy to use –cheap Disadvantages –low media richness –primarily “same time” –less useful for large groups

ETM5221 Engineering Teaming Spring Video Technology Advantages –personal –fulfills participant expectations –high media richness Disadvantages –not universally available –expensive/lacking standards –potential for cultural confusion

ETM5221 Engineering Teaming Spring Data Technology Advantages –widely available –more time independent –very cheap Disadvantages –impersonal –low media richness –requires extended support

ETM5221 Engineering Teaming Spring Key to effective team support is integrated audio/video/data

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ETM5221 Engineering Teaming Spring GroupSystems Integration of –Collaborative Technology –Attention Dynamics –Knowledge Management –Customized Repeatable Processes To Dramatically Improve Productivity Slides for this section taken from J. Nunamaker and N. Romano PowerPoint Presentation titled,”Distributed Work Environments.” Undated.

ETM5221 Engineering Teaming Spring Collaboration GroupSystems Session Planning Session Planning Knowledge Management Share Information Generate Ideas Organize Ideas Poll Consensus Explore Issues Share Information Generate Ideas Organize Ideas Poll Consensus Explore Issues Organizational Memory Enterprise Model Corporate Database IntranetWorld Wide Web FTP/Gopher WAIS

ETM5221 Engineering Teaming Spring Session Planning Session Planning Knowledge Management Share Information Generate Ideas Organize Ideas Poll Consensus Explore Issues Share Information Generate Ideas Organize Ideas Poll Consensus Explore Issues Organizational Memory Enterprise Model Corporate Database IntranetWorld Wide Web FTP/Gopher WAIS Boston DC DC DC SF SF NY NY HK PIT ATL LA LON Paris CHI LA SYD Collaboration GroupSystems Virtual Collaboration

ETM5221 Engineering Teaming Spring GroupSystems Tools Electronic Brainstorming –Unstructured idea generation Categorizer –Refine, rearrange, categorize ideas Vote –Prioritize, measure consensus, graph results

ETM5221 Engineering Teaming Spring GroupSystems Tools (cont’d.) Topic Commenter –Structured idea and information sharing Group Outliner –Build hierarchical process models Shared Whiteboard –Team graphical illustration Report Writer –Store results / produce reports

ETM5221 Engineering Teaming Spring More GroupSystems Tools Alternative Analysis –Evaluate alternatives using multiple criteria. Produce statistical and graphical results. Survey –Create electronic questionnaires, including subjective and objective items. Collect & tabulate responses. Produce varied reports.

ETM5221 Engineering Teaming Spring More GroupSystems Tools Activity Modeler –SMEs describe business processes and activities in parallel; system makes the linkages and draws the electronic pictures automatically. Data Modeler –SMEs describe business data flows and stores in parallel; system makes the relationships and develops data model automatically.

ETM5221 Engineering Teaming Spring Team Processes Idea Generation Idea Organization Idea Evaluation and Prioritization Idea Exploration Idea Development and Exposition Brainstorming Topic Commenter Idea Organizer Categorizer Group Outliner Group Matrix Alternative Evaluator Vote Stake Holder analysis Assumption surfacing Group Writer Team Graphics Screen Prototyper GSS Tools GSS Tools

ETM5221 Engineering Teaming Spring Case studies Slides taken from N. Romano, PowerPoint Presentation titled, “Benefits.” Undated.

ETM5221 Engineering Teaming Spring Bottom Line Benefits Average LaborFlow Time Total Saved/projectSaved Saved IBM55.2% $2,64292% $79,272 Boeing72.0% &7,24265% $383,841 IBM:30 projectsMean 8.2 people5.6 hrs/person Boeing:53 projectsMean 10.5 people7.5 hrs/person

ETM5221 Engineering Teaming Spring IBM Owego Mean participants / session 8.27 Mean participants / session 8.27 Mean session length 3.37 hours Mean session length 3.37 hours Mean cost savings / session $1,819 Mean cost savings / session $1,819 Mean % hour savings 51% Mean % hour savings 51% One EMS hr = 2.32 historical hrs One EMS hr = 2.32 historical hrs

ETM5221 Engineering Teaming Spring Five IBM Case Studies Case Number Participants Historical Labor EMS Labor Labor Savings Dollars Saved % of Labor Saved52% 57% 83% 73% 51%

ETM5221 Engineering Teaming Spring Summary of 64 IBM Case Studies 490 participants490 participants 199 Session hours199 Session hours 5527 Projected hours5527 Projected hours Actual hours Actual hours $ 157,315 Dollars Saved$ 157,315 Dollars Saved

ETM5221 Engineering Teaming Spring Boeing labor savings Total flow time saved: 1,773 days (91%) Labor savings / meeting: $6,754 (71%) Total Savings: $432,260 Dollars saved per hour: $1,146

ETM5221 Engineering Teaming Spring Boeing Flowtime Savings ItemSavings Total project hours81% Flowtime (days) 96% Total savings$121, groups, 11.2 people / group, 6.5 hrs / session

ETM5221 Engineering Teaming Spring Bellcore Experience Survey results of 4 Quality Teams 40% more than 3 x as productive 40% more than 3 x as productive 40% about 3 x as productive 40% about 3 x as productive 20 % about 2 x as productive 20 % about 2 x as productive 40% Task took < 1/3 the time 40% Task took < 1/3 the time 60% Task took about 1/3 the time 60% Task took about 1/3 the time

ETM5221 Engineering Teaming Spring US Army Experience Major systems development project Major systems development project Standardizing personnel application Standardizing personnel application Eight 1-week meetings Eight 1-week meetings $500,000 cost reduction $500,000 cost reduction $500,000 cost avoidance $500,000 cost avoidance $ 1,000,000 Total Savings

ETM5221 Engineering Teaming Spring Intangible Benefits Increased quality of meeting output Increased quality of meeting output Increased efficiency Increased efficiency Increased satisfaction Increased satisfaction Increased cohesion Increased cohesion

ETM5221 Engineering Teaming Spring Electronic Meeting Systems Benefits Full Participation Parallel Communication Anonymity Focus on Content Reveal Critical Information Complete Meeting Record Time Savings

ETM5221 Engineering Teaming Spring Facilitation roles, issues, skills, and problems Source: Doug Vogel PowerPoint Presentation titled, “Facilitation and Managing Group Dynamics.” Undated.

ETM5221 Engineering Teaming Spring Facilitation perspectives Pre-, During, and Post-Session Coordination vs. Social Content vs. Process Active vs. Passive Technical vs. personal Adaptive vs. Structured

ETM5221 Engineering Teaming Spring Facilitation roles Information seeking Information circulation Information coordination Technology integration Agenda preparation/timekeeping Recording Provider/sustainer of structure

ETM5221 Engineering Teaming Spring Facilitation roles (cont’d.) Process enabler Technical support Elaborator/reflective listener Energizer/motivator Coordinator (process director) Group observer/commentator gatekeeper/expeditor

ETM5221 Engineering Teaming Spring Facilitation roles (cont’d.) Information/opinion seeking (query) Harmonizer/peacemaker Standard setter/framer contributor (active content) Evaluator/critic (active content)

ETM5221 Engineering Teaming Spring Facilitation issues Fit/misfit of technology Content Intervention Session dynamics Group behavior Administration Technological

ETM5221 Engineering Teaming Spring Facilitator skill base: Tool box Sensory Acuity –Detecting patterns: States, frames, etc. in individuals, groups, and self –Detecting differences Outcome Focused –Useful meeting outcome and agenda –Flipping problems to outcomes –Relevancy challenges

ETM5221 Engineering Teaming Spring Facilitator skill base: Tool box (cont’d.) Frame Clarification –Backtracking –Pointers/word challenges –Relevancy challenges Reframing –Multiple perspectives –Chunking up/linking –Chunking down –As if

ETM5221 Engineering Teaming Spring Facilitator skill base: Tool box (cont’d.) Rapport Building –Pacing/matching –Backtracking –Pointers/challenges Creating Resourcefulness –Outcome Focused –Reframing skills –“If stuck, move” –Humor, playful, etc.

ETM5221 Engineering Teaming Spring Facilitator skill base: Primary outcomes Paying attention to group Using own feelings as barometer of group state Task accomplishment Generate high-quality (accurate, shared) information Active listening

ETM5221 Engineering Teaming Spring Facilitator skill base: Primary outcomes (cont’d.) Using conflict constructively Stimulate creative thinking Expand/Change Boundaries Positive Tone Resourcefulness

ETM5221 Engineering Teaming Spring Facilitator skill base: Primary outcomes (cont’d.) Create supportive - trusting environment Prerequisite for effective communication Create productive and creative environment Prerequisite for effective communication and task accomplishment

ETM5221 Engineering Teaming Spring Characteristics of effective facilitators Common Problem –Unclear Goals. Rambling between topics or issues without resolving them. Effective Strategy –Explicitly developing well formed group goals/ outcomes and keeping groups focused on outcomes.

ETM5221 Engineering Teaming Spring Characteristics (cont’d.) Common Problem –Lacking agenda and clear procedures. Facilitator getting hooked into content. Effective Strategy –Effectively structuring the task. Focusing on the process. Establishing explicit boundaries for contributions to content and process.

ETM5221 Engineering Teaming Spring Characteristics (cont’d.) Common Problem –Limited rapport or resourcefulness; being overly negative or critical Effective Strategy –Monitoring levels of, and encouraging rapport, resourcefulness, and a positive tone.

ETM5221 Engineering Teaming Spring Characteristics (cont’d.) Common Problem –Not acknowledging or utilizing individual differences. Effective Strategy –Recognizing and utilizing individual differences.

ETM5221 Engineering Teaming Spring Characteristics (cont’d.) Common Problem –Limited participation and contribution by members Effective Strategy –Encouraging participation and acknowledging contributors

ETM5221 Engineering Teaming Spring Characteristics (cont’d.) Common Problem –Individuals dominating the discussion. Effective Strategy –Counteracting dominance behaviors

ETM5221 Engineering Teaming Spring Characteristics (cont’d.) Common Problem –Assuming others think as you think or know what you know and mistaking assumptions and interpretations for facts. Not verifying information or “filling-in” from your own model. Effective Strategy –Generating and using high-quality (accurate, shared) information. Verifying assumptions and facts.

ETM5221 Engineering Teaming Spring Characteristics (cont’d.) Common Problem –Listening passively or not at all Effective Strategy –Encouraging and demonstrating active listening

ETM5221 Engineering Teaming Spring Characteristics (cont’d.) Common Problem –Getting locked into a rut or narrow train of thought. Effective Strategy –Stimulating creative thinking and group exploration; expanding/changing boundaries and frames of reference.

ETM5221 Engineering Teaming Spring Characteristics (cont’d.) Common Problem –Ignoring resistance and avoiding conflict or letting it escalate emotionally. Effective Strategy –Acknowledging resistance and using conflict constructively.

ETM5221 Engineering Teaming Spring Characteristics (cont’d.) Common Problem –Paying attention to yourself when you need to notice the other person/group Effective Strategy –Paying attention to the group and using your own feelings as a barometer of group state

ETM5221 Engineering Teaming Spring Characteristics (cont’d.) Common Problem –Group becomes dependent on facilitator as an expert Effective Strategy –Empowering the group by creating conditions for joint responsibility and interdependence

ETM5221 Engineering Teaming Spring Two Complementary Solutions Current Business Team Interactions Coordination/ Facilitation Skills (Design & Execution) Technology(Groupware) ImprovedDialogues/Meetings Source: Doug Vogel PowerPoint Presentation titled, “Facilitation and Managing Group Dynamics.” Undated.