1. EGN-1002 Dr. Yu. Vlasov Teaming 1 Making team out of group Functioning as a successful team requires the integration of many different activities. If any piece of the puzzle is missing, the team is generally a group and not a team.

2. EGN-1002 Dr. Yu. Vlasov Teaming 2 Making team out of group Productive meetings Team composition and roles Team building issues Types of decisions Stages of team development

3. EGN-1002 Dr. Yu. Vlasov Teaming 3 What is a team anyway? A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable Small number Complementary skills Common purpose and performance goals Common approach Mutual accountability Typical characteristics of a team:

4. EGN-1002 Dr. Yu. Vlasov Teaming 4 Why teaming in the classroom? (Student’s Perspective) Larger pool of ideas Accomplish more in less time Interaction between team members encourages more and better learning Teaming skills are valuable in industry

5. EGN-1002 Dr. Yu. Vlasov Teaming 5 Meetings Most teamwork occurs through face-to-face interaction in meetings Over 19 million meetings take place everyday in the U.S. People spend over 1/2 their working life conducting, attending, preparing for and following up on meetings Almost 1/2 of all meetings are considered unnecessary by the people who attend Good teamwork requires effective meetings!

6. EGN-1002 Dr. Yu. Vlasov Teaming 6 Use of Teams In industry/business : Management teams (Team Xerox, San Diego Zoo) Continuous quality improvement teams (CQI) Design/Build teams (Chrysler H-car, Boeing 777) In academe: Cooperative learning Short-term groups Long-term groups Base groups Project-based courses Single-discipline teams Multi-disciplinary teams Design Courses Technical multi-disciplinary teams Cross-functional teams (marketing, engineering, law, etc.) “If you can’t operate as a team player, no matter how valuable you’ve been, you really don’t belong at GE” John F. Welch CEO, General Electric (1993)

7. EGN-1002 Dr. Yu. Vlasov Teaming 7 Rating of Employee's Overall Employment Potential (Actual rating form used by employer of engineers) Has demonstrated superior technical competence in a wide range of skills; has displayed outstanding leadership and team skills at every opportunity ; learns & adapts to changing circumstances quickly; achieves more than expected through consistently hard work & dedication; finds innovative solutions to problems; demonstrates a passion for exceeding the expectations of customers; communicates exceptionally well spontaneously with little or no preparation. Has consistently applied acceptable technical competence within several skill areas; has occasionally demonstrated strong leadership and team skills when conditions were favorable ; adapts to changing circumstances and learns new skills when necessary; gets acceptable results and puts in "a good day's work for a good day's pay;" occasionally develops innovative solutions to problems; shows a modest interest in meeting the needs of customers; communicates well with certain groups and on familiar topics. Has marginal technical competence with certain skill areas; displays little interest in assuming leadership; tends to cause dissension among team members; works best in isolation ; resists change; shows pattern of absence from work suggestive of lack of dependability; when faced with problems, seeks out others to solve them; demonstrates little concern for anticipating the needs of customers; awkward in communicating ideas to others. 0 50 100 Rating Factors to be considered in making overall rating: Attitude Ability to Learn Results Work Ethic Technical Competence Innovation Leadership Teamwork Communication Customer Orientation

8. EGN-1002 Dr. Yu. Vlasov Teaming 8 INTERVIEW RATING SHEET (Actual rating form used by employer of engineers) POSITION:_____________________APPLICANT:____________________ DATE:____________________ The Performance Skills to be evaluated Evidence skill NOT present Evidence Some skill present Evidence Adequate Skill Present Evidence Adequate Skill Present Evidence Superior skill present Insufficient evidence for or against skill RISK-TAKING/INNOVATION  TEAM SKILLS  LEADERSHIP  PROBLEM-SOLVING SKILL  NOTES:

9. EGN-1002 Dr. Yu. Vlasov Teaming 9 What employers want (summary) Learning to learn; Listening and oral communication; Competence in reading, writing, and computation; Adaptability: creative thinking and problem solving; Personal management: self-esteem, goal setting/ motivation and personal/career development; Group effectiveness: interpersonal skills, negotiation and teamwork; Organizational effectiveness and leadership. Source: Workplace Basics: The Skills Employers Want, American Society for Training and Development and U.S. Department of Labor, Employment and Training Administration, 1988.

10. EGN-1002 Dr. Yu. Vlasov Teaming 10 Classification of tasks 1.Can the task be SUBDIVIDED ? 2.What is the GOAL of the task? 3.How are individual EFFORTS related to the team's performance? Is it Conjunctive - All team members must contribute to the task Disjunctive - If one gets it, then all get it (eureka/non-eureka) Additive - Rope tug, stuffing envelopes Compensatory - One person's extra effort makes up for another's reduced effort Discretionary - Team decides how individual efforts relate to team performance Is itDivisible, orUnitary (Indivisible)? Is it toOptimize quality, orMaximize quantity ?

11. EGN-1002 Dr. Yu. Vlasov Teaming 11 Why do we need to use teams? Effective meetings Strategic planning Implementing innovation Designing continuous improvement projects Teams are vital because all the following are divisible, optimizing, conjunctive tasks:

12. EGN-1002 Dr. Yu. Vlasov Teaming 12 Team development Team Skills Development Performance impact Working group Potential team Real team High-performance team Pseudo -team

13. EGN-1002 Dr. Yu. Vlasov Teaming 13 Those unwelcome group members – 1 Nola No-Can-Meet. Here’s the group member who can’t make the meeting, no matter when the others schedule it. He/she’s willing to contribute, but he/she has a busy schedule and lots to do. The group should carry on without him/her, and he/she will do his/her part, as long as somebody lets him/her know. Do-It-All Dottie. Dottie doesn’t much trust other people and their ability to do things the way she thinks they ought to be done or to her standards, so she does it all herself. If somebody offers to help, she puts them at ease: it’s no problem, everything is under control, and they shouldn’t worry. The less others in the group are involved, the happier Dottie is.

14. EGN-1002 Dr. Yu. Vlasov Teaming 14 Those unwelcome group members – 2 Seldom-Seen Steve Nobody has seen hide nor hair of Steve. He isn’t coming to class, he hasn’t tried to contact anybody else in the group, and nobody knows how to get in touch with him. The project is just about due. What should the other members do about Steve? Always-Right Artie Artie definitely contributes to the group. His ideas are good and he’s always ready to offer them. The problem: he doesn’t listen very well to the ideas of others and he tends to force his solutions on the group. He takes charge and pushes the others in the direction that he thinks is best, even though some in the group may not agree.

15. EGN-1002 Dr. Yu. Vlasov Teaming 15 Those unwelcome group members – 3 Quiet Quentin Quentin is so quiet that the others often forget he’s there, although he/she comes to the meetings quite well prepared. His/her ideas would really help the group, but, unless they call on him, Quentin is unlikely to speak up.

16. EGN-1002 Dr. Yu. Vlasov Teaming 16 Team Decisions – 1 This is the popular, "democratic" default option. When a team is unable to resolve a conflict, there is almost always a suggestion to "take a vote, majority wins." Majority rule has the illusion of fairness, but it cuts off discussion, thereby reducing decision quality. It also elicits no commitment to the decision from the losing minority. The "loyal opposition" is often a myth. Super- majorities of 2/3 or 3/4 do not solve the problems associated with voting. 1.Majority

17. EGN-1002 Dr. Yu. Vlasov Teaming 17 Team Decisions – 2 Solves the problem of commitment, but is very cumbersome because now everyone has a veto. The U. N. Security Council is a good (horrible?) example. 2.Unanimity

18. EGN-1002 Dr. Yu. Vlasov Teaming 18 Team Decisions – 3 Difficult to achieve, but results in the best decision quality and the highest level of commitment to the team decision. The alternatives are discussed and refined until a consensus is attained. That may mean that no one gets exactly what he or she wanted, but everyone is able to say, "I might take a different course of action if it were entirely up to me, but I commit my support to the plan we have all agreed upon." Achieving consensus involves compromise on the part of all members, but it is each member's responsibility to present her/his position as effectively as possible. Only then does consensus lead to high quality decisions. 3.Consensus

19. EGN-1002 Dr. Yu. Vlasov Teaming 19 Team Decisions – 4 Several members make a decision and impose it upon the majority, who have been disenfranchised. In the hands of skilled practitioners, this can look like participatory decision making, but it is only a handclasp among a few members. Decision quality suffers because of the lack of input from the majority, and commitment to the decision is low among those outside the minority. 4.Minority

20. EGN-1002 Dr. Yu. Vlasov Teaming 20 Team Composition and Roles It is essential that the right people be assigned to the team. Each person should be selected based on his or her knowledge and expertise. In addition to selecting the appropriate people, there are also key roles that are essential to the overall team's success. Leader Facilitator Member Key roles include: Gatekeeper Recorder Timekeeper Devil’s advocate

21. EGN-1002 Dr. Yu. Vlasov Teaming 21 Team Roles & Responsibilities – 1 Leads team through problem solving process Invests appropriate amount of time on the project Maintains accurate records of team activities and results Prepares for each team meeting Provides structure and guidance to allow maximum participation Influences team decisions equally with team members Team leader

22. EGN-1002 Dr. Yu. Vlasov Teaming 22 Team Roles & Responsibilities – 2 Invests appropriate time on the project Is committed and fully involved in project Participates equally in: Defining problems Investigating problems Defining solutions Documenting solutions Represents his/her organization’s interest Team member

23. EGN-1002 Dr. Yu. Vlasov Teaming 23 Team Roles & Responsibilities – 3 Assists team leaders in training team members Suggests alternative methods and procedures Functions as a coach/consultant to the team Assures understanding of the team process Remains neutral Monitors the process rather than the task Attends team meetings and provides feedback on team’s process and progress Team facilitator

24. EGN-1002 Dr. Yu. Vlasov Teaming 24 Team Roles & Responsibilities – 4 Team recorder – Writes down all the ideas and material generated during the working meeting Team timer – Makes sure that team stays on its time budget for the various tasks Team gatekeeper – Makes sure that all members of the team are participating Team Devil’s advocate – Makes sure that opposing ideas are brought up and discussed Team resource holder – This person holds team resources (e.g., calculators, instructions, paper & pencils, etc.) Additional team member roles

25. EGN-1002 Dr. Yu. Vlasov Teaming 25 Characteristics of a good team leader Is energetic Is skilled at resolving conflict Is well organized Has experience as a group leader Is respected by group members Is reliable Is charismatic Is intelligent Is creative Possesses a sense of humor Is effective in achieving results

26. EGN-1002 Dr. Yu. Vlasov Teaming 26 Characteristics of a good team member – 1 Works for consensus on decisions Shares openly and authentically with others regarding personal feelings, opinions, thoughts, and perceptions about problems and conditions Involves others in the decision-making process Trusts, supports, and has genuine concern for other team members. "Owns" problems rather than blaming them on others When listening, attempts to hear and interpret communication from other's points of view Influences others by involving them in the issue(s)

27. EGN-1002 Dr. Yu. Vlasov Teaming 27 Characteristics of a good team member – 2 Encourages the development of other team members Respects and is tolerant of individual differences Acknowledges and works through conflict openly Considers and uses new ideas and suggestions from others Encourages feedback on own behavior Understands and is committed to team objectives. Does not engage in win/lose activities with other team members Has skills in understanding what's going on in the group

28. EGN-1002 Dr. Yu. Vlasov Teaming 28 Guidelines for productive meetings Is everyone participating? Is no one dominating? Are team roles being followed? Is the team staying on task? Is the team reaching consensus? Are team members coming prepared to work? Are team members arriving on time? Do the team members understand the decision tools being used? Comply with Team Norms

29. EGN-1002 Dr. Yu. Vlasov Teaming 29 Code of team cooperation (Adapted from the Boeing Commercial Airplane Group) EVERY member is responsible for the team's progress and success. Attend all sessions and be on time. Listen to and show respect for the contributions of other members; be an active listener. Criticize ideas, not persons. Resolve conflicts constructively. Pay attention - avoid disruptive behavior. Avoid disruptive side conversations. Only one person speaks at a time. Everyone participates -- no one dominates. Be succinct, avoid long anecdotes and examples. No rank in the room. Attend to your personal comfort needs at any time but minimize team disruption. HAVE FUN......