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Engineering & Society:Effective Team Performance
Dr. Gershon Weltman
Engineering 183EW, !"# SE#S
"ect$re 3
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2Copyright Gershon Weltman, 2014
%n emoriam: Dr. 'oe iller (1)3*+--*
Dr. 'oe iller, sho/n at the right /ith former SE#S Dean Dr. Steve 'aco0sen,
contri0$te m$ch of the original material for the Teams an Pro2ects lect$res.
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The oon "aning ission
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"$nar Descent Engine
,
Teams for Design, Develoment,
an$fact$ring, #ssem0ly, Test 4ea En #ssem0ly
Thr$st !ham0er #ssem0ly
5$ll Engine #ssem0ly
Teams for 5acilities:
6eactant Storage an Delivery Thr$st Stans, 7ac$$m !ham0ers
!ontrols, %nstr$mentation, Data
Test erations, Site Services
Teams for Pro2ect anagement:Systems Engineering, Tas9ing, Sche$ling,
onitoring, !ontrol, 6eorting, !ontracts,
S$0contracts, Secial Pro0lems
Capistrano Test Site
Head Assembly
-- Peole, # Team of Teams
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4igh Energy "aser
Teams for Design, Develoment & 5a0rication !avity %n2ector, 5lo/ %solation tical !omonents "aser Diagnostics an !ontrols "aser !ontrols
Teams for 5acilities 6eactant Storage an Delivery Test Stans !ontrols an %nstr$mentation Data 6etrieval an Storage Test erations
Teams for Pro2ect anagement
Pro2ect Tas9ing, onitoring, 6eorting !ontract, S$0contracts, 5inance ar9eting, !ongressional 6elations Systems Engineering
#gain, h$nres of eole /or9ing in teams
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Engineering as a Team Sort
Teams !omete
#c;$isition of contracts an ro2ects %nternal reso$rces < f$ning an ersonnel
Pro$ct mar9eting an sales
Teams are 6e/are an Penali=e Some teams /in, some lose
6e/ars an enalties are real an s$0stantial Emloyment an salary !areer ath an contri0$tions
Winning or losing eens on
Tas9/or9 s9ills: Technical caa0ilities
Team/or9 s9ills: # variety of social factors
%f yo$ in>t reali=e engineering is a social isciline, yo$ nee to 9no/ it no/
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7Copyright Gershon Weltman, 2014
Engineering is 5$namentally Social
%t 6elates ?roaly /ith Society ?$siness
Welfare
P$0lic Wor9s
%nfrastr$ct$re
%nformation
!omm$nication
Entertainment
#rt
%ts #roaches are Peole+!entere Externall y in its resonse to critical
societal nees an constraints
Internally in the social imensions ofengineering team rocesses
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To E@ec$tives Deen on Social S9ills
!ometencies neee 0y
Top Level Executives at 3--
high technology organi=ations
So$rce:Bennett, F. Lawrence, “The
Management of Engineering
!uman, "uality, #rgani$ational,
Legal, an% Ethical &spects of
'rofessional 'ractice (ew )or*,
+ohn iley - ons, /001
!omm$nication + 8AB
rgani=ational + *CB
Team ?$iling + *B
"eaershi + 8B
!oing + C)B
Technological + AB
Essential S9ills
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Pro2ect anagers #lso ee Social S9ills
!ometency re;$irements for
Management 'ositions at several
levels of engineering ro2ects
So$rce:
htu2, &vraham et al, “'ro3ect
Management Engineering,
Technology an% Implementation,4
Englewoo% 5liffs, (+, 'rentice
!all, /006
1. "eaershi
. %nterersonal S9ills
3. !omm$nication
A. Decision a9ing
C. egotiation an !onflict
6esol$tion
Essential S9ills
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The Desert S$rvival Game: #n E@ercise in
Team/or9
The Sit$ation < Private lane o/n
in the esert /ith all assengers
The Pro0lem < 6an9 the imortance
of availa0le o02ects
The Score < S$mme ifferencesin ran9 from e@ert orering
#nalysis of Score 0y:
%nivi$als
Teams
Po$lations
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Tyical Team Score S$mmary
Sring-1
5all-1
Winter-13
6ange 1- + )- 3A + 8A + 8*
eian -.- 3.- -.-
ean C8.8 C).8 -.A
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Team Score !omarisons
#verage #verage
4istorical Engr 183EW Po$lations
!ollege St$ents - C8 < A.C
'$nior 4igh School St$ents ?etter
Senior E@ec$tives ?etter
en vers$s Women
%nivi$als vs. Teams: Which is 0estF
What oes it meanF
What "eas to Team S$ccessF Technical *ills 7 8nowle%ge of the %omain
ocial *ills < %nterersonal factors at the team level
Metho%ological *ills ++ Wor9ing together as a team
Deens
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Many Social Factors Affect Team Performance….
#0ility
#chievement
#chievement otivation
#ggregate inivi$al
characteristics
#ttit$e Similarity
!ognitive #0ility
!reativity Deena0ility
5amiliarity
5le@i0ility
Goal striving
4eterogeneity (Diversity
re/ars
4istory of re/ars (i.e.,
cometitive vs. cooerative
4omogeneity
%nterersonal S#s
no/lege Distri0$tion
em0ershi changeH mem0ershi
sta0ilityH team familiarity
enness to E@erience
Percetion of co/or9er tas9
comensation
Preference for gro$ /or9
Prior e@erience
Prior erformance
Self+efficacy
Self+anagement S#s
Stat$s
Team Si=e
So$rce: E$aro Salas an arvin !ohen, Percetronics Sol$tions, --*
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I.0$t There #re 8 ey 5actors
5ommunication Lea%ership
Emotional Intelligence
o Team rientation
o #ata0ilityo otivation
o Tr$st
o 5ee0ac9
So$rce: E$aro Salas an arvin !ohen, Percetronics Sol$tions, --*
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Team !omm$nication S9ills E@changing
Presenting + effective $se of lang$age, a0ility to sea9 resenta0ly,
/riting s9ills, s9ills of ers$asion. "istening + aying attention, in;$iring, clarifying,, s$mmari=ing, reflecting,
not thin9ing a0o$t something else, not interr$ting, S$orting
#ss$ming others> oinions are $sef$l, ointing o$t ositive asects,creating oort$nities for others to sea9, 0$iling on others ieas,
?eing oen, frienly, emathetic, motivating, not controlling, notcritici=ing, not $sing negative 0oy lang$age.
Differing Dealing /ith intra+team conflicts. #rg$ing constr$ctively. ot retreating or changing ositions 2$st to avoi confrontation.
Particiating Staning firm, not /ithra/ing or eferring to more aggressive mem0ers %nvolving others, giving all an e;$al chance, not letting one or t/o
ominate
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Goo "eaershi 5acilitates S$ccess
Goo "eaers Ena0le ther to: a9e their !ontri0$tion
6eali=e their Potential
#chieve Satisfaction from their Wor9
"eaers Perform any 6oles: #ct as Servant to Team
nerstan 5actors at Wor9
E@ec$te !ovenants vs. !ontracts
Provie %ntimacy, not S$erficiality
9efine :eality
So$rce: Max 9e'ree “Lea%ership is an &rt4, Bantam 9ou2le%ay 9ell, (ew )or*, /0;0
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The "eaer as "ens
J6e$ven Gal, Ph.D. an 5ran9lin 'ones, .D, (1))C. # Psychological oel of !om0at
Stress. %n War Psychiatry, S ffice of the S$rgeon General, Washington, D!
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KEmotional %ntelligence>
Self-Awareness
Self-Regulation
Motiation
!mpathy
So"iali#ation
$efinitions
#0ility to recogni=e o/nmoos, emotions an rives,
an% one<s effect on others
!ontrol of im$lses an
emotions, thin9 0efore act
Passion 0eyon money or
stat$sL energy, ersistence
nerstaning others>
emotional ma9e$, s9ill in
treating others accoringly
anaging relationshis,
0$iling net/or9s, finingcommon gro$nHraort
%allmar&s
Self+confience, realistic self+assessment, self+erecating
sense of h$mor
Tr$st/orthiness, /ith
am0ig$ity, oen to change
Strong rive, otimism,
organi=ational commitment
?$iling an retaining talent,
cross+c$lt$ral sensitivity,
service to c$stomers
Pers$asiveness, team
0$iling, a0ility to lea changean to lea teams
So$rce: D. Goleman, hat Ma*es a Lea%er, 4arvar ?$siness 6evie/, ov+Dec, 1))8
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The %mortance of Emotional %ntelligence
M$r research sho/s an
incontroverti0le lin9 0et/een ane@ec$tive>s emotional mat$rityan his or her (0$sinesserformance. Simly $t, theresearch sho/e that Mgoog$ysN < that is, emotionally
intelligent men an /omen <generally finish first.N M4igh levels of emotional
intelligence create climates in/hich information sharing, tr$st,ris9+ta9ing an learning flo$rish."o/ levels of emotionalintelligence create climates rife/ith fear an an@iety.N
JDaniel Goleman, 6ichar ?oyati=is an #nnie cee, 4arvar ?$siness 6evie/, Dec --1
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The %mortance of "eaer>s Emotions
MWe fo$n that of all the elements
affecting (0$siness erformance,the imortance of the leaer>s mooan its attenant 0ehaviors aremost s$rrising.N
MTo 0e more secific, the leaer>smoo is ;$ite literally contagio$s,
sreaing ;$ic9ly an ine@ora0lythro$gho$t the (organi=ation.
M# leaer nees to ma9e s$re thatnot only is she reg$larly in anotimistic, a$thentic, high+energymoo, 0$t also that thro$gh her
chosen actions, her follo/ers feelan act that /ay, tooN
JDaniel Goleman, 6ichar ?oyati=is an #nnie cee, 4arvar ?$siness 6evie/, Dec --1
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Emotional %ntelligence an Diversity
The !ollege of "etters an Science:
6e;$ires ne co$rse from a fac$lty+arove list of Diversity !o$rses
Diversity !o$rses teach acaemic vie/s of iversity an its effects
6ationale
Glo0al society is increasingly iverse, comle@ an interrelate
St$ents m$st have the a0ility to $nerstan the ersectives ofothers /ith iffering vie/s, 0ac9gro$n an e@eriences
!ontri0$tes to inivi$al eveloment an cam$s climate
The 4S School of Engineering an #lie Science:
%s not 0o$n 0y this re;$irement evertheless sees the val$e of Diversity no/lege
%s moving to incororate this into its c$rric$l$m an ractice
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Engr 183EW is 5ertile Gro$n for "earning
Distribution of MajorsDistribution of Ethnic Groups
Women consistently represent about 20% of the Engr 183EW population
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eas$res of Engr 183EW Team Diversity
!hannon Entropy Measure
Ethnic Di"ersityGen'er$iersit.-.8-.:--.A--.,--.--,-1--
Gen#er Di"ersity$iersitinA"a'ei"ar .1.C-1.---.C--.--,-
1-- MajorDi"ersity
Engr 183EW teams generally sho$ a relati"ely high le"el of #i"ersity
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The ?enefits of Diversity
6esearch st$ies have sho/n: Diversity in classroom settings an informal interactions romotes
ositive change in active thin*ing processes, intellectualengagement an% motivation, an% aca%emic s*ills.
Diversity in /or9gro$s increases creativity, tolerance of
am2iguity, an% level of critical thin*ing .
anagers /ho are effective /ith a iverse staff are more li9ely tos$ccee in a /or9force riven 0y emograhic change
#ccoring to Prof. Sylvia 4$rtao, Director of !"#>s 4igher E$cation
6esearch %nstit$te (4E6%
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!a$tions of Diversity
!ommon forms of 0ias incl$e:
Competen"y proing: Women an mem0ers of minority gro$sreeately have to emonstrate that they are act$ally ;$alifie, caa0le,anHor cometent.
Seual innuen'o. # /oman>s normal re;$est for hel or colla0oration ista9en as a romantic avance or a s$ggestion that she /o$l li9e a ate.
(ailure to 'ifferentiate/ # mem0er of a minority gro$ is mista9en foranother erson of the gro$. #ll gro$s share this $nintentional recognition0ias, 0$t research s$ggests the effect is most rono$nce for E$ro+ #mericans /hen interacting /ith minorities.
Mi"roinsult or mi"roagression/ #n action or remar9 is insensitive or
emeaning to a erson>s racialHethnic ientity or heritage, tyically mae/itho$t 9no/lege that it is offensive to the inivi$al.
The a0ility to $nerstan an avoi micro+aggressions /ill li9ely re;$ire a
com0ination of social 9no/lege an foc$se emathetic tho$ght.
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4SSE#S 02ectives
Teach engineering st$ents how 2est to use %iversity inro2ect teams
Preare engineering st$ents to 2e effective as lea%ers iniverse /or9ing environments
Sho/ engineering instr$ctors opportunities to encourage an% promote iversity in co$rses
Enco$rage engineering st$ents an instr$ctors to promote%iversity in school an at /or9
We are fortunate that Engr 183EW gi"es us a change toaccomplish these
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Team ethoological S9ills
Esta0lishing a Process Se;$ence an logic. Deciing on the methoology. Differentiating facts
an ass$mtions. 6ecogni=ing $n9no/ns an acting to aress them. Defining o02ectives, final ro$ct, time availa0le, time istri0$tion 02ectives. Goals, iss$es, re;$irements, rioriti=ation, tas9s
Performing Sit$ational #nalysis eeing fact an ass$mtions searate, assessing $ncertainties, not
allo/ing oinions to ass as facts ot $rs$ing actions rior to isc$ssing goals an constraints
Develoing #lternative !o$rses of #ction Ta9ing time to ientify, isc$ssing an analy=e relative merits,
consiering 0oth 0enefits an costs or averse conse;$ences ot foc$sing early on one strategy or ismissing alternatives remat$rely
a9ing the Decision !riteria, logic, analysis, form of ecision inim$m vs 0est o$tcomesL least averse conse;$ences
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02ectives, Goals a2or %ss$es: %entify, analy=e, resolve
conflicts, set re;$irements, rioriti=e
Dehyration + 5atal in ho$rs or ays
Starvation + 5atal in /ee9s
ovement < egative effect onehyration & chance of resc$e
#vaila0le otions, analy=e
re iss$es, revise o02ectives.
Select co$rse of action &
etermine s$orting tas9s
6emain at site vs /al9 o$t at nightO
?$il shelter, h$nt, eat cact$s, light
fires, rin9 $rine, etc...
tility of salvage items for
selecte !# an tas9s
5irst isc$ss an agree on the rocess for aressing the ro0lem
#ll s$rvive, stay healthy,
get resc$e, reach
civili=ation, etc...
Desert S$rvival < # ethoological #roach
(ot the first steO
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Stages of Team Develoment
!ollection
!a$tio$s, testing, laying it safe, $ncommitte, olite, small tal9,ifferences hien or laye o/n
Gro$
%nivi$al erformers, not+s$ortive, $nresolve conflicts, rotecting
t$rf, ifferences recogni=e 0$t avoie
Develoing Team Sorting o$t roles an s9ills, setting goals an roce$res, as9ing for
an giving assistance, ifferences recogni=e an acceta0le
4igh Performing Team
4igh ro$ctivity, sense of 0elonging, visi0le s$ort an coverage
$ring a0sences, clear an irect comm$nication, lots of conflict +;$ic9ly resolve, ifferences are highly val$e
Teams can go from M!ollectionN to MDeveloingN in /ee9sL
moving to M4igh PerformingN can ta9e years.
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The Decalog$e of Team Ethics
/. :espect yo$r teammates> 9no/lege an e@ertise
=. Listen to an serio$sly consier teammates> oinions>. hare yo$r 9no/lege an ieas
6. !elp others to achieve their otential
?. &c*nowle%ge others> accomlishments
1. Emphasi$e KWe> instea of Ko$> or K%>
@. 9efen% (reasona0ly the team /hen challenge
;. Benefit from iversity of 0ac9gro$n an e@erience
0. &voi% iscomforting or offening team mem0ers
/A. Treat your teammates as you woul% wish to 2e treate% %o not treat them
as you woul% not want to 2e treate%.
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%n S$mmary
Engineering is 0asically a teamC2ase% social activity
!omle@ ro0lems + Technical, organi=ational Social iss$es < Societal, team/or9, ethical
Team S$ccess Q %nterersonal S9ills R ethoological S9ills
S9ill set incl$es comm$nication, organi=ation, leaershi, team
0$iling, coing, negotiation, ecision ma9ing
Goo Emotional %ntelligence is f$namental
These s9ills can 0e learne an ractice
%nterersonal S9ills may govern one>s rofessional s$ccess
#s a engineer on ro2ect teams
#s a manager of engineering teams
#s a contri0$ting citi=en of #merica anHor the Worl