Team-Based DesignIntroduction to TeamingNature of TeamsAdvantages of TeamsProblems with TeamingLearning about TeamingPrinciples for Effective TeamingIndividual Commitment to TeamDiversity in TeamsFeedback to Your Team MembersProtocol for Feedback SessionFor RECEIVING Feedback“Normal” Problems – They CAN be HandledECE 480 -- GoodmanTeam-Based DesignTeam-Based DesignSome Topics: Introduction to TeamingProcesses of Effective TeamsNature of Individual CommitmentDiversity and TeamworkGuidelines for Effective FeedbackDealing with Common Team ProblemsECE 480 -- GoodmanIntroduction to TeamingIntroduction to TeamingProminence of teams in workplaceSelf-directed teamsCQI teamsParticipative managementCross-functional design teams (OURS)ECE 480 -- GoodmanNature of TeamsNature of TeamsMembers depend on each other in some wayMembers must share at least SOME goalsCollective efforts yield high performanceECE 480 -- GoodmanAdvantages of TeamsAdvantages of TeamsMotivation – spiritSharing/delegation of workloadFast response to change in requirementsHigh creativity, good decision-makingBetter cross-functional communication/ find problemsLots of learning from each otherECE 480 -- GoodmanProblems with TeamingProblems with TeamingMeetings and consensus-building take timePoor leadership ineffectivenessMany people aren’t skilled as team membersDifferences in effort/commitment conflict, resentmentHard to communicate between disciplinesToo much cohesion screen out relevant infoECE 480 -- GoodmanLearning about TeamingLearning about TeamingEmployers really care about your ability to work in teamsYou will gain experience with a teamYou SHOULD reflect on the team process you are participating in, see how YOU can improve your skillsECE 480 -- GoodmanPrinciples for Effective TeamingPrinciples for Effective TeamingCollective decision makingCollaboration & interchangeability (pitching in with each other)Appreciation of conflict/differences – try to RESOLVE them, not bury themBalance of effortFocusOpen communicationMutual supportTeam spiritECE 480 -- GoodmanIndividual Commitment to TeamIndividual Commitment to TeamWillingness to:Commit time, effortWork hardIdentify with teamPrioritize team goals relative to your ownECE 480 -- GoodmanDiversity in TeamsDiversity in TeamsIt’s a benefit – more views/expertise availableIt’s a curse – harder to communicate/feel cohesiveIdeally, want a BALANCEECE 480 -- GoodmanFeedback to Your Team MembersFeedback to Your Team MembersMost people don’t like to do, if not positive, duh!Fear hurting feelings/making enemiesEven when requested, most may not want to hear itBUT:If ACCURATE and HELPFUL, may be valued, and can help individual and teamIf they can’t change it, don’t mention itMake it descriptive, not judgmental – “it makes ME feel”, not “you are such a …”ECE 480 -- GoodmanProtocol for Feedback SessionProtocol for Feedback SessionDecide on subject for feedback (scope)--”Let’s talk about how we …”Start positive, what they should KEEP doingMention what you’d like to see people do more or less ofTeammates should clarify, gently reinforce, avoid ganging upContinue feedback to rest of team – all get a chance to give, receiveSome things are best left UNSAID – you need to keep working with your teammates!ECE 480 -- GoodmanFor RECEIVING FeedbackFor RECEIVING FeedbackEvaluate your performance yourself, first – if they tell you what you know, don’t blame them!Relax, breathe while listening – no one will hit!Listen carefully, without interruptingAsk for examples, but don’t disputeAcknowledge valid points / their viewpointsSort it out later – it’s just INPUT to you, NOT revealed truthECE 480 -- Goodman“Normal” Problems – They CAN be Handled“Normal” Problems – They CAN be HandledFloundering – recognize and adapt/decideMonopolizing – recognize, feed back, correct -- “Hang on, let’s see what xx and yy think…”Personalizing – don’t blame people for problems outside their control – attack the problem, not the personPower struggles – recognize, resolve – when WINNING matters, not resolving the issue, it’s a problemExternalizing – don’t blame the “powers that be” for the troubles of the
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