Success Begins and Remains with the Core. Charlie Villare and Joe Berner Tech 360 PSU Great Valley November 16, 2017

Transcription

1 Success Begins and Remains with the Core Charlie Villare and Joe Berner Tech 360 PSU Great Valley November 16, 2017

2 Should Team Membership Remain Stable?

3 Phases of Team Development

4 Forming Management Often Forms the Team,

5 More Forming Personal Relationships Learning Styles Knowledge Levels

6 Storming Realize Differences and Assert Them Express Views and Challenge Others Conflict is Normal Hopefully Healthy

7 Teamwork Checklist Team members are committed to the objective Team members are motivated Direction - Intensity Persistence Buy in - Commitment Team members have appropriate levels of knowledge and technical skills

8 So why can t we get beyond storming in some cases?

9 David Kirton s Cognitive Style Theory Kirton s Principles Everyone is creative Everyone has a Cognitive Style Cognitive Style is set at an early age Cognitive Style will not change, stable Everyone prefers to behave in their preferred Cognitive Style Everyone can behave outside of their Cognitive Style by using coping skills Coping skills create stress

10 Cognitive Style Score Cognitive Style Continuum Adaptors Sally Dave Prisha Todd Innovators More Adaptive 45 More Innovative Creative Cognitive Style Score Note: A person s style is a specific point along the continuum.

11 Cognitive Style Traits Adaptors Innovators Structure enables creativity Few sound ideas Refine, extend, improve Rules improve productivity Do things better Many ideas Boundless May say: tried that years ago must be able to sustain idea let s meet the deadline May say: try it differently imagine / blue sky let s challenge the rule

12 Adaptor Brainstorming Example Idea_1 Point_1 Sub_1 Sub_A Sub_aa Sub_bb Sub_B Sub_C Sub_2 Sub_3 Sub_A Idea_2 Point_1 Sub_1 Sub_2 Sub_3 Sub_A Sub_B Point_2 Sub_1 Sub_A

13 Idea1 Idea 4,210 Idea 7 Notion 99 Idea 99 Notion 22

14 From the Opposite s Perspective. Adaptors see Innovators as: Unsound, impractical Abrasive Generators of turbulence Risky Have you ever noticed that anybody driving slower than you is an idiot, and anyone going faster than you is a maniac? Cavalier towards other s ideas Challenging rules and customs Innovators see Adaptors as: Stuck within their system Compliant with authority Overly cautious Conforming Take an in-group view Intolerant of ambiguity George Carlin

15 Issue Adaptors and Innovators can CLASH!! A small difference in Cognitive Style is noticeable over time. May actually lead to constructive conversations A larger difference may lead to storming You can try to cope with the other person s style Coping causes stress Over time, if it is not understood, storming will occur

16 How to move beyond Storming Establish teams with a mixture of Adaptors and Innovators Understand the Team s Cognitive styles Use Coping Skills - Tolerance, Understanding, Flexibility Use Bridgers / Be a Bridger

17 Cognitive Style Preference Example 1 Team Lead Team Members Bridger 32 Observed Range of Cognitive Style Scores 160 Adaptors Innovators

18 Cognitive Style Preference Example 2 Team Lead Bridger Bridger Coping Distance 32 Observed Range of Cognitive Style Scores 160 Adaptors Innovators

19 In Storming - Team Members Cognizant of Diversified teams can solve the widest breath of problems Appreciate and leverage Cognitive Style diversity Understand your Cognitive Style, learn other people s Cognitive Style Cope / Be a Bridger

20 In Storming Leaders Cognizant of Value diversity harder to manage but greater benefit Assign tasks based on Cognitive Style Use Bridgers / Be a Bridger Leverage Diversity Cope and Tolerance This is Cara and Fred from Compliance and Daryl from our Crazy Dreamer Division

21 Norming Compromise Tasks Match Style Starting to Gel Effective Use of Bridgers Constructive Debates

22 Performing

23 Adjourning The final stage Do you disband a successful team? Why? Can a team go through adjourning while keeping the core in tact?

24 Adjourning Replace pieces where necessary/keep the core intact Swapping out pieces is good Complacency Lack of motivation Monotony Career growth Effect on the team Evolution of the core Cognitive styles considerations

25 2016 (K. Waters) 7 Principles to Creating Fast Teams Together Focused & Flexible Stable Autonomous Established Small Talented

26 2013 (Huchman & Staats) Hidden Benefits of Keeping Teams Intact Effective Communication Competitive Advantage Use of Individuals Strengths Increased Innovation React to Changes

27 2009 Hackman Why Teams Don t Work - FedEx Do teams need fresh membership to remain creative? NTSB reported 73% incidents occur on a flight crew s first day and 44% of those occur on their very first flight.

28 2009 Hackman (cont.) - NASA Do teams need fresh membership to remain creative? NASA discovered fatigued, familiar teams performed better than rested crews that had never flown together.

29 2009 Hackman - Summary Do teams need fresh membership to remain creative? R/D teams need new talent occasionally to maintain creativity. Rarely are teams given time to become stale. Consider costs to Storm vs. benefit of already Performing. Consider styles when changing members

30 Benefits of Persistent Teams to Organizations More Productive More Innovative Higher Morale

31 Benefits of Persistent Agile Development Teams Known Cycle Time Efficient Throughput Lean Flow Efficiency FORECAST-able

32 Changes, Change the Forecast

33 Teams Evolve to become High Performing

34 Keep them stable Leverage the core

35 Takeaways Leadership Allow Time to Profit from Investment Be Sensitive to Cognitive Styles Help Team Members Through the Phases Team Members Understand Each Phase is Inevitable Understand Cognitive Styles and Use Them Help Leadership Maintain Team Stability

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