1. ETM5221 Engineering Teaming Spring 20021 ETM5221 Engineering Teaming: Application and Execution Nicholas C. Romano, Jr. Nicholas-Romano@mstm.okstate.edu Paul E. Rossler prossle@okstate.edu

2. ETM5221 Engineering Teaming Spring 20022 Week 3 April 16, 2002 Facilitation Skills

3. ETM5221 Engineering Teaming Spring 20023 Agenda GSWeb Experience Discussion Group Support Systems Case studies Facilitation roles, issues, skills, and problems

4. ETM5221 Engineering Teaming Spring 20024 GSWeb Meeting Discussion

5. ETM5221 Engineering Teaming Spring 20025 Group Support Systems

6. ETM5221 Engineering Teaming Spring 20026 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. 149-193.

7. ETM5221 Engineering Teaming Spring 20027 An input-process-output model of teamwork Group Task Context Technology Process Outcome (Source: Doug Vogel)

8. ETM5221 Engineering Teaming Spring 20028 Source of facilitation lies on a continuum One or more people Embedded in software (Source: Doug Vogel)

9. ETM5221 Engineering Teaming Spring 20029 A facilitation model Skills & Techniques Group Systems Assumptions and Frameworks Rapport/Resourcefulness Outcomes Toolbox Task Issues Group Issues Cognitive Issues (Source: Doug Vogel)

10. ETM5221 Engineering Teaming Spring 200210 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. 146-168.

11. ETM5221 Engineering Teaming Spring 200211 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. 146-168.

12. ETM5221 Engineering Teaming Spring 200212 Interventions (cont’d.) 2.Encouraging Effective Task Behaviors –discussing task procedures –applying explicit criteria –using factual information –maintaining focus on task goals

13. ETM5221 Engineering Teaming Spring 200213 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

14. ETM5221 Engineering Teaming Spring 200214 Interventions (cont’d.) 4.Training –training group members and/or leaders –training external facilitators

15. ETM5221 Engineering Teaming Spring 200215 The Challenge of Distributed Meetings All slides for this section taken from N. Romano, PowerPoint Presentation titled, “Distributed Meetings.” Undated.

16. ETM5221 Engineering Teaming Spring 200216 Tomorrow’s fragmented, geographically dispersed workplace -- a space, not a place !!

17. ETM5221 Engineering Teaming Spring 200217 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.

18. ETM5221 Engineering Teaming Spring 200218 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.

19. ETM5221 Engineering Teaming Spring 200219 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?

20. ETM5221 Engineering Teaming Spring 200220 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.

21. ETM5221 Engineering Teaming Spring 200221 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

22. ETM5221 Engineering Teaming Spring 200222 Audio Technology Advantages –in place –easy to use –cheap Disadvantages –low media richness –primarily “same time” –less useful for large groups

23. ETM5221 Engineering Teaming Spring 200223 Video Technology Advantages –personal –fulfills participant expectations –high media richness Disadvantages –not universally available –expensive/lacking standards –potential for cultural confusion

24. ETM5221 Engineering Teaming Spring 200224 Data Technology Advantages –widely available –more time independent –very cheap Disadvantages –impersonal –low media richness –requires extended support

25. ETM5221 Engineering Teaming Spring 200225 Key to effective team support is integrated audio/video/data

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31. ETM5221 Engineering Teaming Spring 200231 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.

32. ETM5221 Engineering Teaming Spring 200232 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

33. ETM5221 Engineering Teaming Spring 200233 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

34. ETM5221 Engineering Teaming Spring 200234 GroupSystems Tools Electronic Brainstorming –Unstructured idea generation Categorizer –Refine, rearrange, categorize ideas Vote –Prioritize, measure consensus, graph results

35. ETM5221 Engineering Teaming Spring 200235 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

36. ETM5221 Engineering Teaming Spring 200236 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.

37. ETM5221 Engineering Teaming Spring 200237 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.

38. ETM5221 Engineering Teaming Spring 200238 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

39. ETM5221 Engineering Teaming Spring 200239 Case studies Slides taken from N. Romano, PowerPoint Presentation titled, “Benefits.” Undated.

40. ETM5221 Engineering Teaming Spring 200240 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

41. ETM5221 Engineering Teaming Spring 200241 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

42. ETM5221 Engineering Teaming Spring 200242 Five IBM Case Studies Case Number1 2 3 4 5 Participants7 10 10 10 10 Historical Labor 204.5 47.5 240.0 132.0 94.0 EMS Labor 97.5 20.5 40 36 46 Labor Savings107 27 200 96 48 Dollars Saved5350 13501000 4800 2400 % of Labor Saved52% 57% 83% 73% 51%

43. ETM5221 Engineering Teaming Spring 200243 Summary of 64 IBM Case Studies 490 participants490 participants 199 Session hours199 Session hours 5527 Projected hours5527 Projected hours 2380.70 Actual hours2380.70 Actual hours $ 157,315 Dollars Saved$ 157,315 Dollars Saved

44. ETM5221 Engineering Teaming Spring 200244 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

45. ETM5221 Engineering Teaming Spring 200245 Boeing Flowtime Savings ItemSavings Total project hours81% Flowtime (days) 96% Total savings$121,568 15 groups, 11.2 people / group, 6.5 hrs / session

46. ETM5221 Engineering Teaming Spring 200246 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

47. ETM5221 Engineering Teaming Spring 200247 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

48. ETM5221 Engineering Teaming Spring 200248 Intangible Benefits Increased quality of meeting output Increased quality of meeting output Increased efficiency Increased efficiency Increased satisfaction Increased satisfaction Increased cohesion Increased cohesion

49. ETM5221 Engineering Teaming Spring 200249 Electronic Meeting Systems Benefits Full Participation Parallel Communication Anonymity Focus on Content Reveal Critical Information Complete Meeting Record Time Savings

50. ETM5221 Engineering Teaming Spring 200250 Facilitation roles, issues, skills, and problems Source: Doug Vogel PowerPoint Presentation titled, “Facilitation and Managing Group Dynamics.” Undated.

51. ETM5221 Engineering Teaming Spring 200251 Facilitation perspectives Pre-, During, and Post-Session Coordination vs. Social Content vs. Process Active vs. Passive Technical vs. personal Adaptive vs. Structured

52. ETM5221 Engineering Teaming Spring 200252 Facilitation roles Information seeking Information circulation Information coordination Technology integration Agenda preparation/timekeeping Recording Provider/sustainer of structure

53. ETM5221 Engineering Teaming Spring 200253 Facilitation roles (cont’d.) Process enabler Technical support Elaborator/reflective listener Energizer/motivator Coordinator (process director) Group observer/commentator gatekeeper/expeditor

54. ETM5221 Engineering Teaming Spring 200254 Facilitation roles (cont’d.) Information/opinion seeking (query) Harmonizer/peacemaker Standard setter/framer contributor (active content) Evaluator/critic (active content)

55. ETM5221 Engineering Teaming Spring 200255 Facilitation issues Fit/misfit of technology Content Intervention Session dynamics Group behavior Administration Technological

56. ETM5221 Engineering Teaming Spring 200256 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

57. ETM5221 Engineering Teaming Spring 200257 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

58. ETM5221 Engineering Teaming Spring 200258 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.

59. ETM5221 Engineering Teaming Spring 200259 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

60. ETM5221 Engineering Teaming Spring 200260 Facilitator skill base: Primary outcomes (cont’d.) Using conflict constructively Stimulate creative thinking Expand/Change Boundaries Positive Tone Resourcefulness

61. ETM5221 Engineering Teaming Spring 200261 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

62. ETM5221 Engineering Teaming Spring 200262 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.

63. ETM5221 Engineering Teaming Spring 200263 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.

64. ETM5221 Engineering Teaming Spring 200264 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.

65. ETM5221 Engineering Teaming Spring 200265 Characteristics (cont’d.) Common Problem –Not acknowledging or utilizing individual differences. Effective Strategy –Recognizing and utilizing individual differences.

66. ETM5221 Engineering Teaming Spring 200266 Characteristics (cont’d.) Common Problem –Limited participation and contribution by members Effective Strategy –Encouraging participation and acknowledging contributors

67. ETM5221 Engineering Teaming Spring 200267 Characteristics (cont’d.) Common Problem –Individuals dominating the discussion. Effective Strategy –Counteracting dominance behaviors

68. ETM5221 Engineering Teaming Spring 200268 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.

69. ETM5221 Engineering Teaming Spring 200269 Characteristics (cont’d.) Common Problem –Listening passively or not at all Effective Strategy –Encouraging and demonstrating active listening

70. ETM5221 Engineering Teaming Spring 200270 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.

71. ETM5221 Engineering Teaming Spring 200271 Characteristics (cont’d.) Common Problem –Ignoring resistance and avoiding conflict or letting it escalate emotionally. Effective Strategy –Acknowledging resistance and using conflict constructively.

72. ETM5221 Engineering Teaming Spring 200272 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

73. ETM5221 Engineering Teaming Spring 200273 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

74. ETM5221 Engineering Teaming Spring 200274 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.