Mulenburg.jerry
Transcript of Mulenburg.jerry
Above and BeyondNASA 2010
Project Management Challenge Conference
The Power of Teams!Dr. Jerry Mulenburg
NASA Ames Research Center (Retired)
Used with Permission
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Insights into “sound practices” for Project Teams
Research findingsPersonal experiencesCurrent thinking
Something About Teams
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How Do Teams?• Overcome Challenges?• Achieve desirable results?• Overcome significant obstacles?
By working together - toward the project goal through a
“Social Contract “
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Do we Really Need Teams?
Forming a team is unnecessary and undesirable if the work can be assigned to
individual contributors in discrete tasks, and then combined into a whole
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Do we Really Need Teams?
When work needs to be organized in such a way that the people doing it have to collaborate with
each other, working as a team, is necessary.
Project work is just such work. So, we need project teams!
Teamwork: Cooperative, coordinated work by a team in the interest of a common cause
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What is a Project Team?
A small unit of [multidisciplinary] people, working [collaboratively] toward a specific purpose, for a defined period of time.
Wikipedia
All teams are built on the foundation of trust and understanding.
Project Management Institute
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Groups versus Teams
Group:a collection of people, considered together as being related in some way
Team:a number of persons associated in some joint action
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What Makes Teams Different?
Project Teams, by the very act of bringing together representatives of specialized subunits, become a
microcosm of the larger Organizational Dynamics Hill & Somerest, 1988
What happens in organizations, happens in projects
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What Makes Project Teams Powerful?
The People!
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What Supports The Conclusion that People are the Power of Teams?
Who does the work on a project? Who solves the problems on a project?
Who makes the decisions on a project? Who creates the innovations on a project?
Who is responsible for the outcome of a project?
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What Causes Problems on Projects?
People! The Dilemma: People make the team powerful, but also
create the most problems
“People Do Not Always Act Rationally!“ (As we want, or expect them to)
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The Development of a Team
Necessary, & InevitableDevelopment Stages for a Team to Grow
Forming – Orientation: individuals, focused on themselves Storming – Organization: ideas competing for attentionNorming – Cohesion: agreeing on rules, values, behavior, methodsPerforming – Synergy: motivated to function as a “unit” Adjourning, or Mourning – Deconstructing the relationships
Bruce Tuckman, 1965
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The Social Contract A Social Contract is a mutual agreement among people to surrender some individual freedom for the well being of the group.
Internet Encyclopedia of Philosophy
Anticipatory anxiety: Fear of an undesirable outcome, making it even more likely t occur
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The Social Contract is About:
ConflictDynamicsEmotionStatusInclusionControl
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The Social ContractIs All About Relationships!
It’s not just what you are willing to giveto be part of the team, it’s also what you are
willing to give up to be a member
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What People Want & Need
To feel valued, appreciated, for themselves and for their work
All teams are built on the foundation of trust and understanding. This foundation allows a strong commitment to shared goals.
Brian King
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Social Conflict
Social conflict is “relational.”- a problem does not exist until two or more persons need to work together.
Dysfunction lies not in one person or the other, but in their relationship, often based on an individual need for Inclusion, Control, or Affection.
(FIRO, Fundamental Interpersonal Relations Orientation, Hill & Somers, 1988 )
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Dysfunction: When Teams Don’t Work
Dysfunction is generally defined as a failure to function in an expected or complete manner.
Dysfunction occurs in Project Management when an individual or group does not, or cannot, performits role properly, resulting in abnormal relations.
Jerry MulenburgThe 77 Deadly Sins of Project Management
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The Five Dysfunctions of a Team
1. Absence of Trust, 2. Fear of Conflict, 3. Lack of Commitment, 4. Avoidance of Accountability5. Inattention to Results.
Patrick Lencioni
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What is Involved in Being Effective?
How do you motivate each person on a team to cooperate and collaborate as an interdependent part of a group?
Through understanding their ways of seeing the world and operating in it
If we do not know anything about an individual, we are less likely to trust and work with him or her effectively.
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“…much seemingly chance variationin human behavior, in fact is not due chance; it is the logical result of afew basic, observable preferences.”
Isabel Briggs Meyers A Guide to the Development and use of the Meyers Briggs Type Indicator
Personality
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How do different personalities make teams powerful?
Extraversion......................IntroversionSensing..............................iNtuitionThinking............................FeelingJudging..............................Perceiving
Personality
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Meyers Briggs Personality Type (MBTI)
Extraversion - Introversion (how we energize ourselves) Sensing - iNtuition (how we gather information)Thinking - Feeling (how we make decisions) Judging - Perceiving (how we bring closure)
Personality
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NASA Project Manager - Research Findings
Extraversion XXXXXX XX IntroversionSensing XX XXXXXX iNtuitionThinking XXXXXXX X FeelingJudging XXXXXX XX Perceiving
Extraversion XXXXXXXX XXXXX IntroversionSensing XXX XXXXXXXXXX iNtuitionThinking XXXXXXXXXXXX X FeelingJudging XXXXXXXXX XXXX Perceiving
0 3030
NASA Women Project Managers (ENTJs)
NASA Men Project Managers (ENTJs)
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Temperament tem·per·a·ment,“ the combination of mental, physical, and emotional traits of a person; a natural predisposition”
How do different temperaments make teams powerful?
“Our brain has temperament for hardware (inborn), and character for software (experience in the environment).Temperament is …our inclination - our pre-dispositionCharacter is …our habits - our disposition.”
David Keirsey: Please Understand Me
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Temperament
(Using two middle letters of the MBTI typology)
SJs - Guardians - Most Traditional >38% Of the population
SPs - Artisans - Most Adventurous >38% of the population
NFs - Idealists - Naturally Empathetic >12% of the population
NTs - Rationals - Most Independent <12% of the population
Four Types of Temperament
David Keirsey: Please Understand Me
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Ego Resilience- A Measure of Ego Brittleness(a measure of Ego “toughness”)
“…ego resilience can be considereda surrogate of Emotional Intelligence.”
Daniel Goleman, Emotional Intelligence
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Emotional Intelligence NeedsPersonal Competences
Self-AwarenessKnowing our internal states, preferences, resources, and intuitions
Self-RegulationManaging our internal states, impulses, and resources
MotivationEmotional tendencies that guide or facilitate reaching goals
Social CompetencesEmpathy
Awareness of other’s feelings, needs, concernsSocial Skills
Adeptness at inducing desirable responses in others
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Emotional Intelligence Benefits
Group Trust Participation Better decisionsEmotional Identity Cooperation Creative solutions Intelligence Efficacy Collaboration Higher productivity
Steven Wolff, HBR Mar 01
Team Effectiveness Occurs Through the Group:- Self evaluation - Feedback- Making time for, and acknowledging and expressing emotion - Being optimistic - Anticipating and taking initiative on problems- Focusing on solutions and success
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So, How do We Go “Above and Beyond”
for Teams?
Recognizing how important, and how difficult it can be,
how can we capture the power of teams?
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What Can We do to Help Teamsbe More Effective?
How do you motivate each person to cooperateand collaborate as part of a group?
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Seven Deadly Sins of Teams
1. Ineffective leadership2. Inadequate resources 3. Flawed procurement implementation4. Broken context5. Power struggles6. Unsuited temperaments7. Flawed organizational structure
Pellerin, 2009
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The Social Context of Teams
We define teams as groups of people who interact sufficiently that their behaviors affect others’ behaviors. These collective behavioral norms define the team social context that shapes the experience of people in the team environment, whether temporarily or over long durations.
...experience with workplace teams shows that behaviors of the hierarchal leaders are the most influential on other team members’ behaviors
Pellerin, 2009
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Social Context : What Members of a Team Need
1) To feel valued, appreciated 2) To feel a sense of belonging 3) To have a hopeful, realistic future to look
forward to; and 4) To know what others expect of them and have the resources to succeed.
Pellerin, 2009
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Social Context: Innate Critical Soft Skills
CULTIVATING(NF)
VISIONING( NT)
(SF)INCLUDING
(ST)DIRECTING
Visioning – Idea BuildersReality based optimism, commitmentCultivating – People BuildersMutual respect, people feel valuedDirecting – System BuildersClear organization accountabilityIncluding – Team BuildersPeople feel included, trustworthy
Pellerin, 2009
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It’s not about having any one of these characteristics, it’s having the right balance of them for the correct leadership, depending on the project’s needs
Pellerin, 2009
Recognizing the Critical Soft Skills
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Green 1. Show authentic appreciation2. Address shared interests3. Appropriately include others4. Keep your agreements5. Express reality-based enthusiasm6. Be 100% committed7. Avoid blaming or complaining8. Clarify role accountability & authority
Pellerin, 2009
Yellow
Blue
Orange
Recognizing the Critical Soft Skills
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Creating the Team You Want Through Emphasizing the Soft Skills
1. Express AuthenticAppreciation
2. AddressSharedInterests
5. ExpressReality-Based Optimism
6. Be100%Committed
3. AppropriatelyIncludeOthers
4. Keep allYourAgreements
7. AvoidBlaming &Complaining
8. Clarify Roles,Accountability,& Authority
Green Cultivating Dimension Blue Visioning Dimension
Yellow Including Dimension Orange Directing Dimension
Pellerin, 2009
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Building Effective NASA TeamsWhat Works
Learn how to authentically appreciate and share with everyoneAppropriately include others and keep your agreements to themFocus on reality-based optimism and be 100% committedClarify roles, accountability & authority
Take responsibility for not blaming or complaining
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Building Effective NASA Teams