WORKING TOGETHER AS A TEAMWhy Should I Care?Nature of Contemporary DesignIndividual Accomplishment - Desirable TraitsTeam Accomplishment - Added TraitEvaluation in 554UndercurrentsRecipe for Successful TeamHarmful BehaviorsBeneficial BehaviorsConstructive FeedbackProblem-Handling GuidelinesTen Common ProblemsCrucial Activities for TeamTeam Decision MakingBrainstormingMultivotingNominal Group Technique - Part 1Nominal Group Technique - Part 2Application to ECE 554 Project TeamsWORKING TOGETHER AS A TEAMWhy Should I Care?Crucial Activities for TeamUndercurrentsStages of Team GrowthRecipe for a Successful TeamWorking Through Group ProblemsConstructive FeedbackGeneral GuidelinesTen Common Problems and SolutionsTeam Decision MakingWhy Should I Care?The Nature of Contemporary DesignIndividual and Team AccomplishmentEvaluation in 554Nature of Contemporary DesignShorter and Shorter Design TimesParallel Performance of Tasks More EssentialLarge ProjectsDivision of Design Effort among ManySmall ProjectsTeam Size IncreasingIndividuals and Teams of Two DisappearingAccomplishment Individual Accomplishment - Desirable TraitsKnowledgeableCreativeProactive?Interactive - Subtraits?Positive Interaction - Whole More than Sum of PartsNegative Interaction - Whole Less than Sum of PartsTeam Accomplishment - Added TraitAccomplishment AccomplishmentEvaluation in 554Individual Effort Report in Final ReportNot just something you submit, but consensus of team membersProject Log (optional)A detailed record of activities and accomplishments On-line and up-to-dateTeamProject DemonstrationTechnical and PresentationProject Final ReportTechnical and PresentationUndercurrentsPersonal Identity in the TeamMembership, inclusionInfluence, control, mutual trustRelationships between Team MembersWhat kind of relationships?Interaction of members of different ranksFriendly and informal or strictly business?Open or guarded?Work well together or argue and disagree?Like me? Like them?Loyalty to TeamLoyal to team or selfTeam responsibility versus other obligationsInfluencing outsidersRecipe for Successful TeamBeneficial Team Behaviors Clarity in Team GoalsAn Overall Project FrameworkClearly Defined RolesClear CommunicationWell-Defined Decision ProceduresEstablished Ground RulesAwareness of the Group ProcessHarmful BehaviorsExclusion – blocking one or more team member or members from participationHarassment – any actions whether verbal, written or physical that makes a team member feel uncomfortableTargets the person rather than the problemPossibly based on race, gender, ethnicity, religion, or country of originAcademic misconduct Inappropriate design reuseInterference with another teams effortsBeneficial BehaviorsSeek diversity in team constituency, both technical and otherwiseFoster involvement and participation of all team membersUnderstand to a degree, variations in contribution by team membersTransfer team resources to solve the problems that appear most difficultConstructive FeedbackAcknowledge need for feedbackGive both positive and negative feedbackUnderstand the contextKnow when to give feedbackKnow how to give feedbackKnow how to receive feedbackProblem-Handling GuidelinesAnticipate and prevent group problems whenever possible.Think of each problem as a group problem.Neither over-react nor under-react - Leader options:Do nothingOff-line conversation (minimal intervention)Impersonal Group Time (low intervention)Off-line Confrontation (medium intervention)In-group Confrontation (high intervention)Expulsion from team (do not use; instead:)Contact course teamTen Common ProblemsFlounderingOverbearing participantsDominating participantsReluctant participantsUnquestioned acceptance of opinions as factsRush to accomplishmentsAttributionDiscounts and “Plops”Wanderlust: Digression and TangentsFeuding Team MembersCrucial Activities for TeamGet OrganizedMaintain CommunicationsFix Obvious ProblemsDocument Progress, Problems, and Rationale Have a process in place for major team decisionsTeam Decision MakingGoal: To reach consensusConsensus is: Finding a proposal acceptable enough so that all members can support it; no member opposes it.Consensus is NOT: A unanimous vote; a majority vote; everyone totally satisfied.Requires: Time, active participation, communication skills, creative thinking, and open-mindednessTechniquesBrainstormingMultivotingNominal Group TechniqueBrainstormingGoal - to examine as broad a range of options as possibleRules - Encourage free-wheeling - No discussion - No judgment - Allow hitch-hiking - Write visibly all ideasSequenceReview the topic (as a question)Minute or two of silence to thinkCall out and write down ideasMultivotingGoal - Select most important or popular ideas from a list with limited discussion and difficulty.Generate list and number.Combine similar items if agreed.If necessary, renumber.Have all members vote for several items to discuss by writing down numbers; about 1/3 of items per member.Tally votes using secret ballot if necessary.Eliminate items with fewest votes (less than about 25%).Repeat until only a few items - if no clear favorite discuss or vote again.Nominal Group Technique - Part 1Goal: Generate and narrow a list of options with “nominal” level of interactionDefine task in form of a question.Describe purpose of discussion and rules.Introduce and clarify question.Generate ideas in silence.List ideas using “round robin” priority.Clarify and discuss ideas.Nominal Group Technique - Part 2Reduce list to no more than 50 items.Give each participant number of cards equal to about 20% of size of list; typically even number.Members make selections, one per card.Members assign points to each selection based on the number of cards. Maximum number of points equal number of cards. May reuse point values.Collect cards and tally votes.Select item with highest point total.Review results and display - Surprises? Objections? Lobbying? Another Vote?Application to ECE 554 Project TeamsHave a team leader - will reduce your grades if you don’t!Make sure goals are clearUse a deployment chart for planningUse decision techniques in architectural step and for other major or controversial decisionsWatch for team problems and pitfallsDeal with interpersonal