PPT精品团队合作培训.ppt

Chris Bernard,Look for me on Twitter,FaceBook and LinkedIn,ID teaming workshop,This presentation is for educations purposes only.Photos from unless otherwise noted.,Whats going to happen today?,Well learn aboutcollaborating effectively,Making hard things easier,Picking the right approaches,Understanding how were different,Learn how to not ignore dysfunction,Push our teams in the right direction,What to do when we get stuck,Details,Introductions(Discussion)60 minutes08:30am to 09:30am Teaming Frameworks(Lecture)30 minutes09:30am to 10:00am Break15 minutes10:00am to 10:15am Understanding each other(Lecture)30 minutes10:15am to 10:45amFeedback(Lecture)15 minutes10:45am to 11:00am Exercises(Team-based)60 minutes11:00am to 12:00pm Lunch60 minutes12:00am to 01:00pm Understanding our team(Lecture)15 minutes 01:00pm to 01:15pm Exercises(Team-based)90 minutes01:15pm to 02:45pmBreak15 minutes02:45pm to 03:00pmExercise summary(Discussion)60 minutes03:00pm to 04:00pm Getting unstuck(Lecture)45 minutes04:00pm to 04:45pm Break15 minutes04:45pm to 05:00pm Wrap up(Discussion)30 minutes05:00pm to 05:30pm Offsite(Optional)05:30pm to,Who am I?,An ID alumni,MDM 2006DesignerConsultantEqual mix of work at small companies and the enterprise,What do people think of designers?,Methodology:10k designers,15 countriesGoal:surface key“essence”of the designer audienceResults have guided v1 of product offerings,95%black isfavorite color(except Japan,where charcoalblack is top),55%wearturtlenecks 5+daysa month(81%of those are black),Ponytails are disproportionatelycommon(32%of men86%of women),Designer Tracker Project,LeadershipStewardshipResource ManagementMarketingTechnologyDesign,=,CEOCOOCFOCMOCTO?,Identifying Opportunities,Developing Offerings,GOOD,BAD,GOOD,Vision+Invention=,Design icons are different for all of us,Source:Microsoft,Meet the designer,Source:Microsoft,Clement Mok,“There has clearly been a steady decline in the design profession for over 30 years,and the source of that decline is the professions intractable stasis.We are unchanged professionals in a changing professional climate,clutching at old idols,while failing to create new offerings,failing to reinvent and reinvigorate the practice when needed,failing to inculcate a professional culture that is accessible and fair.”,Source:Communication Arts,What do our peers think?,Nobody knows how much to spend Its the process and not the pocketbook Collaboration is the key,Source:Strategy+Business,What does business think?,What do we think?,Which of the following have been characteristics of good team experiences at ID?,Source:Dave McGaw,ID,Team members have a mix of levels of experienceTeam members have a mix of skillsAt least one person has project management skillsPeople take turns leading the projectTeam makes clear assignments at each meeting for who does the workTeam has regular weekly meetings scheduledTeams use tools like blogsetc.,to collaborate and share files remotelyTeams meet socially at least once during the projectTeams members evaluate each other periodically during the project,Source:Dave McGaw,ID,What do we think?,What do we think?,Which of the following have been characteristics of bad team experiences at ID?,Source:Dave McGaw,ID,What do we think?,Team members have the same skillsThe same person is the leader for most of the projectThe project operates by consensusno single leader at any timeTeams improvising solutions just before presenting,Source:Dave McGaw,ID,What do we want?,I expect good teamwork skills to be an important part of my design careerI have good teamwork skills right nowI would benefit from improving my teamwork skills,Source:Dave McGaw,ID,Agenda,We have a full dayWe have three 15 minute breaksWe have 60 minutes for lunch,Code of conduct,Engage,turn off the cell-phone,use the laptop for notes onlyOne voice at a timeRespect your fellow participantsMeet your fellow participants,Things Ive learned,The best insights in this class come at the seamsDuring team exercisesDuring team feedbackDuring the breaks and ad hoc conversations over lunch,after class and online,Details,Introductions(Discussion)60 minutes08:30am to 09:30am Teaming Frameworks(Lecture)30 minutes09:30am to 10:00am Break15 minutes10:00am to 10:15am Understanding each other(Lecture)30 minutes10:15am to 10:45amFeedback(Lecture)15 minutes10:45am to 11:00am Exercises(Team-based)60 minutes11:00am to 12:00pm Lunch60 minutes12:00am to 01:00pm Understanding our team(Lecture)15 minutes 01:00pm to 01:15pm Exercises(Team-based)90 minutes01:15pm to 02:45pmBreak15 minutes02:45pm to 03:00pmExercise summary(Discussion)60 minutes03:00pm to 04:00pm Getting unstuck(Lecture)45 minutes04:00pm to 04:45pm Break15 minutes04:45pm to 05:00pm Wrap up(Discussion)30 minutes05:00pm to 05:30pm Offsite(Optional)05:30pm to,A framework for teams,30 Minutes,Are you really a team?Are you ready for heavy lifting?,Source:Wisdom of Teams,Two things to ask yourself when thinking about teaming,What we want to learn,How to determine if a team is the right choiceHow to chose the right kind of teamUnderstanding what is required to enable the success of the team,Source:Wisdom of Teams,At the Institute of Design we care about,High Performance Teams,But,be careful,Sometimes you dont need a high performance team to get the job done,Effective Groups,An effective group doesnt require the discipline and rigor of a performance unit.When the characteristics of a performance unit are applied to a group it can frustrate and overburden users.Typical effective groups merely requires an understandable chartergood communicationdefined member rolestime-efficient processesreasonable accountability,Source:Wisdom of Teams,Effective groups versus high performance teams,Single-leader Units,Single-leader units versus high performance teams,Single-leader units function differently than a performing team in that the traditional management style of leadership is imposed with a designate that makes the key decisionsdelegates and monitors individual assignments and accountabilitychooses how and when to modify specific approaches.The benefit of this approach is that it is more agile and familiar to most individuals than the techniques required to be a performing team.,Source:Wisdom of Teams,High Performance Teams,Six things to know about teams,In The Wisdom of Teams Katzenbach and Smith identified six basics criteria that were required for effective performing teams.,Source:Wisdom of Teams,Characteristics of high performance teams,Small numbers,Small numbers,Large numbers of people have trouble interacting constructively as a group.Performing teams typically function best when there are a small number of people working together with four to six people often being a good target.Single leader and effective groups also benefit from smallness but the less resource intensive nature of process required for this types of teams typically means they can be a little larger,in the range of twelve to twenty-five people.,Source:Wisdom of Teams,Complementary skills,Complementary skills,In the enterprise high performance companies build teams based on complementary skillsthis of course requires an understanding of what skills people have.Its further complicated in a learning institution around not only understanding what skills people have but also what skills they would like to develop.Insights into technical and functional expertise,problem solving and decision making skills and interpersonal skills are all factors that go into the creation of effective teams.,Source:Wisdom of Teams,Common purpose,Common purpose,A teams eventual performance is directly correlated to its purpose.If team members have a different purpose or that the purpose of the team is unknown,its difficult for teams to perform effectively.,Source:Wisdom of Teams,Common goals,Common goals,Common set of specific performance goals,Specific performance goals are also essential for most teams to function effectively and they need to be defined for or developed by the team.,Source:Wisdom of Teams,Common working approach,Commonly agreed upon working approach,Teams that cant standardize on the same working environments and tools often do not function well.Incompatible software and collaboration tools can cripple teams and cause massive hits to productivity and effectiveness.,Source:Wisdom of Teams,Mutual accountability,Mutual accountability,Teams need to hold themselves accountable and be evaluated as a team.Organizations that expect team performance but only reward individual contribution in absence of accountability to a team are often ineffective.If we dont incent the performance we want,we wont get the performance we want.,Source:Wisdom of Teams,ID Teaming Workshop,Source:Wisdom of Teams,Take a Break,15 minutes,Details,Introductions(Discussion)60 minutes08:30am to 09:30am Teaming Frameworks(Lecture)30 minutes09:30am to 10:00am Break15 minutes10:00am to 10:15am Understanding each other(Lecture)30 minutes10:15am to 10:45amFeedback(Lecture)15 minutes10:45am to 11:00am Exercises(Team-based)60 minutes11:00am to 12:00pm Lunch60 minutes12:00am to 01:00pm Understanding our team(Lecture)15 minutes 01:00pm to 01:15pm Exercises(Team-based)90 minutes01:15pm to 02:45pmBreak15 minutes02:45pm to 03:00pmExercise summary(Discussion)60 minutes03:00pm to 04:00pm Getting unstuck(Lecture)45 minutes04:00pm to 04:45pm Break15 minutes04:45pm to 05:00pm Wrap up(Discussion)30 minutes05:00pm to 05:30pm Offsite(Optional)05:30pm to,Understanding each other,30 Minutes,Were different,Individual differences,What makes it hard to work with other folks?How does this manifest itself at ID?Do we have similarities,what are they?How can we learn more about similarities and differences before we start teaming?,What is a Meyers Briggs Type Indicator?,The Meyers Briggs Type Indicator(MBTI)is a personality profiling tool that has over 50 years of data behind it.There are no right or wrong answers and the findings are not absolute,its not fate and its not destiny.Its simply a tool to help facilitate your understanding of your own patterns of behavior and have a common language and set of tools to understand others.,Source:Description for Self-Discovery,Personality has several aspects,The contextual selfThe developed selfThe true selfUnderstanding personalitypatterns,processes,structure,purpose,Source:Description for Self-Discovery,If you prefer to direct your energy to deal with people,things,situations,or the outer world,then your preference is for Extraversion.This is denoted by the letter E.If you prefer to direct your energy to deal with ideas,information,explanations or beliefs,or the inner world,then your preference is for Introversion.This is denoted by the letter I.,Source:Team Technology,Where,primarily,do you prefer to direct your energy?,Where,primarily,do you prefer to direct your energy?,Extraversion(E)SociabilityInteractionExternalBreadthOutside thrustRelationshipsActionExternal eventsDo-think-do75%,Introversion(I)SolitaryConcentrationInternalDepthInside pullDeep friendshipReflectionInternal reationsThink-do-think25%,Source:IBM,If you prefer to deal with facts,what you know,to have clarity,or to describe what you see,then your preference is for Sensing.This is denoted by the letter S.If you prefer to deal with ideas,look into the unknown,to generate new possibilities or to anticipate what isnt obvious,then your preference is for Intuition.This is denoted by the letter N(the letter I has already been used for Introversion).,Source:Team Technology,How do you prefer to process information?,Sensing(S)The five sensesWhat is realPracticalFactsPresent orientationSensiblePerspirationDown-to-earth75%,Intuition(N)HunchesWhat could beTheoreticalInsightsPossibilitiesImaginativeInspirationHead-in-clouds25%,Source:IBM,How do you prefer to process information?,How do you prefer to make decisions?,If you prefer to decide on the basis of objective logic,using an analytic and detached approach,then your preference is for Thinking.This is denoted by the letter T.If you prefer to decide using values and/or personal beliefs,on the basis of what you believe is important or what you or others care about,then your preference is for Feeling.This is denoted by the letter F.,Source:Team Technology,Thinking(T)HeadLogical systemObjectiveCritiqueReasonFirm but fairImpersonalFirmness50%,Feeling(F)HeartValue systemSubjectiveComplimentEmpathyCompassionatePersonalPersuasion50%,How do you prefer to make decisions?,Source:IBM,How do you prefer to organize your life?,If you prefer your life to be planned,stable and organized then your preference is for Judging(not to be confused with Judgmental,which is quite different).This is denoted by the letter J.If you prefer to go with the flow,to maintain flexibility and respond to things as they arise,then your preference is for Perception.This is denoted by the letter P.,Source:Team Technology,Judging(J)PlanningControlSettledRun ones lifeSet goalsDecisiveOrganizedStructured50%,Perceiving(P)SpontaneousAdaptTentativeLet life happenGet informationOpenFlexibleUnstructured50%,How do you prefer to organize your life?,Source:IBM,Things to keep in mind,The MBTI doesnt measure ability,skills,or potential.The MBTI merely gives you(and others)insights into dominant preferences that you may exhibit in different environments.,Source:Description for Self-Discovery,Teams dont function well without feedback,Giving feedback,15 Minutes,Three concepts around feedback,How to listenHow to giveHow to receive,How can we listen more effectively?,We canEstablish rapportSuspend judgmentDemonstrate interestEncourage the person to talkMaintain appropriate silenceClarify understandingRespond to the message,Source:IBM,How should we give feedback?,Use a positive approachBe specificGive feedback on things that a person can changeCheck for understandingDiscuss what you way or heard,Source:IBM,How should we receive feedback?,RelaxListen carefully,avoid interruptingAsk questions for clarityAcknowledge valid pointsTake time to sort out what you heard,Source:IBM,A word about coaching,Sharing experience,giving feedback,and enabling people can be augmented with coaching.Coaching is like fishing and therapy all wrapped up into oneGood coaches help people understand how to solve their own problems,Source:IBM,A coaching model,Lets try it,Team Exercises,60 Minutes,Conclusions,What have we learned so far?,Details,Introductions(Discussion)60 minutes08:30am to 09:30am Teaming Frameworks(Lecture)30 minutes09:30am to 10:00am Break15 minutes10:00am to 10:15am Understanding each other(Lecture)30 minutes10:15am to 10:45amFeedback(Lecture)15 minutes10:45am to 11:00am Exercises(Team-based)60 minutes11:00am to 12:00pm Lunch60 minutes12:00am to 01:00pm Understanding our team(Lecture)15 minutes 01:00pm to 01:15pm Exercises(Team-based)90 minutes01:15pm to 02:45pmBreak15 minutes02:45pm to 03:00pmExercise summary(Discussion)60 minutes03:00pm to 04:00pm Getting unstuck(Lecture)45 minutes0