Download - The wisdom of Teams
THE WISDOM OF TEAMS*MASSIMO SARTI - PMI-ACP - SCRUM MASTER - SCRUM PRODUCTOWNER - PMP - PRINCE2 - ITIL - POST-IT® LOVER
THE AGILISTS! - HUNGERFORD - 9 AUGUST 2016
* THE TITLE OF THIS TALK IS MY PERSONAL, LITTLE TRIBUTE TO ONE OUT OF THREE BEST BOOKS I EVER READ ABOUT TEAMS
Massimo Sarti
THE WISDOM OF TEAMS
FYI: the second one is Peopleware of Tom DeMarco. The third one is The Decision to Trust of Robert Hurley
THE WISDOM OF TEAMS
Show you some food for thoughts you can apply in your daily teamwork:
‣ Teams' lifecycle and performances
▸ Conflicts and conflict management
▸ Roles and behaviours
▸ Trust and distrust
▸ ….
LEARNING OBJECTIVES
FROM A LIFE SPENT IN INFORMATION TECHNOLOGY, I LEARNT…
“NO SILVER BULLET” THERE IS NO SINGLE DEVELOPMENT, IN EITHER TECHNOLOGY OR MANAGEMENT TECHNIQUE, WHICH BY ITSELF PROMISES EVEN ONE ORDER OF MAGNITUDE IMPROVEMENT WITHIN A DECADE IN PRODUCTIVITY, IN RELIABILITY, IN SIMPLICITY
Frederick P. Brooks Jr. No Silver Bullet -- Essence and Accident in Software Engineering
THE WISDOM OF TEAMS
"NO MATTER HOW IT LOOKS AT FIRST, IT’S ALWAYS A PEOPLE PROBLEM."
Gerald M. Weinberg The Second Law Of Consulting
THE WISDOM OF TEAMS
“A FOOL WITH A TOOL IS STILL A FOOL”
Grady Booch
THE WISDOM OF TEAMS
Massimo Sarti - Humble Opinion
THE WISDOM OF TEAMS
* AND THEY OFTEN WIN AGAINST TOO COMPLEX PROCESSES AND PROCEDURES
A GROUP OF MOTIVATED, SKILLED PEOPLE WILL ALWAYS WIN AGAINST A SET OF COMPLEX, EXPENSIVE TOOLS
THE WISDOM OF TEAMS
▸ Individuals and interactions over processes and tools
▸ Working software over comprehensive documentation
▸ Customer collaboration over contract negotiation
▸ Responding to change over following a plan
WHERE DO PEOPLE AND TOOLS/PROCESSES FIT IN AGILE MANIFESTO?
https://agilemanifesto.org
“Agile is more humanistic than mechanistic” (Mike Griffiths)
DEFINITION OF TEAM
* THIS ALLOWS US TO ALL BE ON THE SAME PAGE FOR THE NEXT HUNDRED SLIDES
A GROUP OF PEOPLE WHO WORK TOGETHER AT A PARTICULAR JOB
OXFORD DICTIONARY
THE WISDOM OF TEAMS
A SET OF INDIVIDUALS WHO SUPPORT THE PROJECT MANAGER IN PERFORMING THE WORK OF THE PROJECT TO ACHIEVE ITS OBJECTIVES.
PMBOK 5th edition
THE WISDOM OF TEAMS
A TEAM IS A GROUP OF PEOPLE OR OTHER ANIMALS LINKED IN A COMMON PURPOSE. HUMAN TEAMS ARE ESPECIALLY APPROPRIATE FOR CONDUCTING TASKS THAT ARE HIGH IN COMPLEXITY AND HAVE MANY INTERDEPENDENT SUBTASKS. … A TEAM BECOMES MORE THAN JUST A COLLECTION OF PEOPLE WHEN A STRONG SENSE OF MUTUAL COMMITMENT CREATES SYNERGY, THUS GENERATING PERFORMANCE GREATER THAN THE SUM OF THE PERFORMANCE OF ITS INDIVIDUAL MEMBERS.
THE WISDOM OF TEAMS
https://en.wikipedia.org/wiki/Team (19/07/2016)
A SMALL NUMBER OF PEOPLE WITH COMPLIMENTARY SKILLS WHO ARE COMMITTED TO A COMMON PURPOSE, PERFORMANCE GOALS AND APPROACH FOR WHICH THEY HOLD THEMSELVES MUTUALLY ACCOUNTABLE.
THE WISDOM OF TEAMS
J. Katzenbach - D. Smith
THERE IS ONE MISSING PIECE
A TEAM IS A TEMPORARY ORGANISATION
* KINDLY TAKEN FROM PRINCE2 PROJECT DEFINITION
AND IF IT IS TEMPORARY, IT HAS A LIFECYCLE!
* WELL, EVERYTHING IN THIS WORLD HAS A LIFECYCLE
THIS TIME I WILL SHOW JUST FEW SLIDES ABOUT THE MOST FAMOUS TEAMS' LIFECYCLE MODEL: BRUCE TUCKMAN’S MODEL
FORMING STORMING NORMING PERFORMING (ADJOURNING)
Bruce W. Tuckman - Developmental Sequence in Small Groups
THE WISDOM OF TEAMS
TUCKMAN’S TEAM DEVELOPMENT SEQUENCE
STAGE CHARACTERISTICS
FORMING Unwilling to undertake the work and unable to do so.
Lack of knowledge and lack of skills. Tendency to focus on themselves rather than the team
STORMING Willing to attempt the work but unable to do it as the skills are missing.
High conflict potential with team members. Challenges ideas
NORMING Unwillingness returns, possibly due to lack of self-confidence in newly
acquired skills, but they are able to do the work. Focus tends to be on rules and procedures and processes
PERFORMING Willing and able to do the work and to act as an effective team. Focus changes to delivery of the objectives
ADJOURNINGGroup disengages.
Anxiety about termination and separation, sadness. Feelings toward leader and group members
THE WISDOM OF TEAMS
TUCKMAN’S MODEL: A GRAPH REPRESENTATION
FORMING
ADJOURNING
STORMING NORMING PERFORMING
BEFORE CONTINUING, PLEASE REMEMBER THAT A MODEL IS LIKE A MAP
A MAP IS NOT THE TERRITORY IT REPRESENTS, BUT, IF CORRECT, IT HAS A SIMILAR STRUCTURE TO THE TERRITORY, WHICH ACCOUNTS FOR ITS USEFULNESS.
Alfred Korzybski (1933)
THE WISDOM OF TEAMS
IN THE SAME WAY A MODEL IS A SIMPLIFICATION OF THE COMPLEXITY OF REALITY
SOMETIME A MODEL IS AN OVER-SIMPLIFICATION
SOMETIME A MODEL IS SIMPLY WRONG
ALL MODELS ARE WRONG, SOME ARE USEFUL
George Box
THE WISDOM OF TEAMS
SAID THIS…
…LET ME INTRODUCE ANOTHER MODEL
THE WHITE-FAIRHURST TPR LIFECYCLE MODEL
IN 2007 ALASDAIR A. K. WHITE AND JOHN FAIRHURST FORMULATED A PERFORMANCE HYPOTHESIS BASED ON SEVERAL OBSERVATIONAL STUDIES
ALL PERFORMANCE WILL INITIALLY TREND TOWARDS A STEADY STATE, PARTICULARLY AFTER A PERIOD OF PERFORMANCE UPLIFT, AND THAT STEADY STATE WILL THEN DEVELOP A DOWNWARD CURVE LEADING TO A SIGNIFICANT PERFORMANCE DECLINE
ALASDAIR WHITE
Taken from Alasdair White paper: “From Comfort Zone to Performance Management - Understanding development and performance”
THE COMFORT ZONE IS A BEHAVIOURAL STATE WITHIN WHICH A PERSON OPERATES IN AN ANXIETY-NEUTRAL CONDITION, USING A LIMITED SET OF BEHAVIOURS TO DELIVER A STEADY LEVEL OF PERFORMANCE, USUALLY WITHOUT A SENSE OF RISK
Alasdair White From Comfort Zone to Performance Management
THE WISDOM OF TEAMS
THE WISDOM OF TEAMS
THE TPR MODEL
STAGE BEHAVIOUR / CHARACTERISTICS OF TEAM’S MEMBERS
TRANSFORMINGUnwilling/unable, defensive, fearful. Then willing/
unable but aggressive, argumentative, challenging. Then unwilling/able, lack of self confidence.
PERFORMING Willing/able, works independently, confident
REFORMING Disengaging, seeking new confort zone, needs new goals
COLIN CARNALL STUDIED HOW PEOPLE REACT WHEN THEY MANAGE CHANGE IN ORGANIZATIONS: HE OBSERVED THAT, WHEN PEOPLE ARE SUBJECTED TO ‘CHANGE’, THIS HAS A SIGNIFICANT IMPACT ON THEIR SELF-ESTEEM. HE NOTED THAT “LINKED TO THIS IMPACT ON SELF-ESTEEM WILL BE AN IMPACT ON PERFORMANCE”
THE WISDOM OF TEAMS
THE COPING CYCLE (CARNALL)
STAGE CHARACTERISTICS
DENIAL When significant changes are first mooted the initial response may be to deny the need for change. Increase in anxiety
DEFENCEDefensive behaviours emerge. People try to force the new reality
into the old model that has allowed them to continue to perform in the current comfort zone
DISCARDING People discard and abandon the old ways of doing things and either commit to new work methods or invent new ways of acting
ADAPTIONPeople expend significant levels of energy on finding ways of
making things work. They align themselves with what they have to do.This boosts self-esteem
INTERNALISATION People have adopted and adapted the new working methods and made them their own
From Colin Carnall – Managing Change in Organizations
YET ANOTHER MODEL: SITUATIONAL LEADERSHIP
* FROM KEN BLANCHARD - ONE MINUTE MANAGER
EFFECTIVE TEAM LEADERS ADJUST THEIR STYLE TO PROVIDE WHAT THE GROUP CAN’T PROVIDE FOR ITSELF
Kenneth Blanchard - Builds High Performing Teams
THE WISDOM OF TEAMS
SITUATIONAL LEADERSHIP (II MODEL - KENNETH BLANCHARD)
S1
S2S3
S4DIRECTING
COACHINGSUPPORTING
DELEGATING
SUPP
ORTI
VE B
EHAV
IOUR
DIRECTIVE BEHAVIOUR
D1D2D3D4
DEVELOPMENT LEVEL
HIGH COMPETENCE HIGH COMMITMENT
MODERATE TO HIGH COMPETENCE VARIABLE COMMITMENT
LOW TO SOME COMPETENCE LOW COMMITMENT
LOW COMPETENCE HIGH COMMITMENT
THE WISDOM OF TEAMS
SITUATIONAL LEADERSHIP
STAGE CHARACTERISTICS
DIRECTING The leader provides specific direction and closely monitors task accomplishment
COACHINGThe leader continues to direct and closely monitor task
accomplishment but also explains decisions, solicits suggestions and support progress
SUPPORTINGThe leader facilitates and supports people’s efforts
toward task accomplishment and shares responsibility for decision making with them
DELEGATING The leader turns over responsibility for decision making and problem solving to people
From Ken Blanchard – Leadership and the One Minute Manager
THE WISDOM OF TEAMS
MERGING ALL THE MODELS TOGETHER
TUCKMAN’S STAGES
TEAM LEADERSHIP
STYLE
COPING PHASES IN MEMBERS
CONFORT ZONES
PERFORMANCE MODEL (TPR)
FORMING DIRECTING DENIAL
FIRST PERFORMANCE
LEVELTRANSFORMINGSTORMING COACHING DEFENCE
NORMING SUPPORTING DISCARDING
PERFORMING DELEGATING ADAPTATION TRANSITION PERFORMING
ADJOURNING - INTERNALISATIONSECOND
PERFORMANCE LEVEL
REFORMING
HOW TO REDUCE THE TRANSFORMING DURATION?
FIRST: KEEP YOUR TEAM SMALL
TEAMS SHOULD BE NO LARGER THAN TWO PIZZAS CAN FEED
Jeff Bezos
THE WISDOM OF TEAMS
IN THE WEST, TEAMS FUNCTION BETTER IF AND ONLY IF THEY ARE SMALL AND CONSIST OF DIVERSE, SPECIALISED PEOPLE. THIS MAKES SENSE, BECAUSE INDIVIDUAL PERFORMANCES CAN BE TRACED BACK TO EACH SPECIALIST.
Rolf Dobelli
THE WISDOM OF TEAMS
MOST ORGANISATIONS INTRINSICALLY PREFER INDIVIDUAL OVER TEAM ACCOUNTABILITY
THE WISDOM OF TEAMS
J. Katzenbach - D. Smith
SOCIAL LOAFING IS A RATIONAL BEHAVIOUR: WHY INVEST ALL OF YOUR ENERGY WHEN HALF WILL DO - ESPECIALLY WHEN THIS LITTLE SHORT-CUT GOES UNNOTICED? … WHEN PEOPLE WORK TOGETHER, INDIVIDUAL PERFORMANCES DECREASE.
Rolf Dobelli- The art of thinking clearly
THE WISDOM OF TEAMS
NUMBER OF LINKS THAT NEEDS TO BE MANAGED AMONG MEMBERS
1
36
10 N(N-1) / 2
EVERY STEEP JUMP IN LINKS ALSO PRODUCES A STEEP JUMP IN THE POTENTIAL FOR MISMANAGEMENT, MISINTERPRETATION, AND MISCOMMUNICATION.
Janet Choi
THE WISDOM OF TEAMS
THE WISDOM OF TEAMS
HOW SMALL IS SMALL?
▸ The magical maximum team size was heralded at 7±2
▸ Someone now says it is 5±2
▸ Team should have an odd number of members. This prevents ties and improves the odds of making a correct decision. Even-numbered groups can make decisions, but the decision-making can take more time
http://sheilamargolis.com/2011/01/24/what-is-the-optimal-group-size-for-decision-making/https://www.linkedin.com/pulse/how-harness-science-best-team-size-georg-fasching
SECOND: FORM YOUR TEAM ASAP
THE WISDOM OF TEAMS
REDUCE DISTANCE BETWEEN MEMBERS
▸ Before starting: Boot camp ▸ Build from day 1 personal relationships ▸ Personal histories exercise: life stories and
interesting backgrounds ▸ Experiential team exercises: ▸ outdoor activities ▸ escape rooms
▸ “Working agreements” ▸ On the way: ▸ 360-degree feedback ▸ Personality and behavioural profiles
THE WISDOM OF TEAMS
ESTABLISH WORKING AGREEMENTS ASAP (TEAM NORMS)▸ Guidelines developed by the team as to how they must work
together to create a positive, productive process ▸ Working agreements describe positive behaviours that often are
not automatically demonstrated in team process ▸ Working agreements should be: ▸ limited in number ▸ important to the team ▸ fully supported by each member ▸ reminded to members when they are broken
▸ Working agreements should be posted on a board for easy reference through the team process
https://www.scrumalliance.org/community/articles/2015/march/how-to-create-agile-team-working-agreements
THEN: KEEP YOUR TEAM STABLE AND "SAFE"
ADDING MANPOWER TO A LATE SOFTWARE PROJECT MAKES IT LATER.
Fred Brooks - The Mythical Man-Month
THE WISDOM OF TEAMS
CHANGING TEAM’S MEMBERS IMPACTS SCOPE
Scope
Scope
Cost
Time Cost
Waterfall AgileTime
Fixed
Variableplan driven
value & vision driven
A DEVELOPMENT PROJECT DOESN’T OPERATE IN A VACUUM; IT OPERATES WITHIN A LARGER ORGANISATIONAL ENVIRONMENT. WHEN THE WIDER ORGANISATION WITHHOLDS RECOGNITION, RESOURCES, OR SUPPORT, DEVELOPMENT TEAM WILL FEEL ISOLATED AND ABANDONED - NOT AN ATMOSPHERE THAT MAKES FOR EFFECTIVE WORK.Jim Highsmith - Agile Project Management
GET YOUR TEAM TO PERFORM
CHECK AND ACT (INSPECT AND ADAPT)
THE WISDOM OF TEAMS
WHAT TO OBSERVE IN GROUPS
▸ Communication and participation ▸ Decision making ▸ Conflicts ▸ Leadership ▸ Goals ▸ Roles and behaviours ▸ Group norms ▸ Problem solving ▸ Climate / Tone
Kenneth Blanchard
THE WISDOM OF TEAMS
WHAT TO OBSERVE IN GROUPS
▸ Communication and participation ▸ Decision making ▸ Conflicts ▸ Leadership ▸ Goals ▸ Roles and behaviours ▸ Group norms ▸ Problem solving ▸ Climate / Tone
OBSERVE ROLES / BEHAVIOURS
NO SHARP DISTINCTION CAN BE MADE BETWEEN LEADERSHIP AND MEMBERSHIP FUNCTIONS, BETWEEN LEADER AND MEMBER ROLES. GROUPS MAY OPERATE WITH VARIOUS DEGREES OF DIFFUSION OF “LEADERSHIP” FUNCTIONS AMONG GROUP MEMBERS OR OF CONCENTRATION OF SUCH FUNCTIONS IN ONE MEMBER OR A FEW MEMBERS.
Kenneth Benne - Paul Sheats - Functional Roles of Group Members
THE WISDOM OF TEAMS
26 ROLES/BEHAVIOURS (KENNETH BENNE - PAUL SHEATS)
TASK ROLESSOCIAL ROLES
SELF-ORIENTED ROLES
AGGRESSOR
BLOCKER
RECOGNITION SEEKER
DOMINATORDESERTER
PLAYBOY
ENCOURAGER
HARMONISER
GATEKEEPER
TENSION RELIEVER
CONCILIATOR
FEELING EXPRESSER
FOLLOWER
INITIATOR INFORMATION SEEKER
INFORMATION GIVER
ORIENTERER
OPINION SEEKEROPINION GIVER
ELABORATORCOORDINATOR
DIAGNOSTICIAN
ENERGIZERPROCEDURE DEVELOPER
SECRETARYEVALUATOR
THE WISDOM OF TEAMS
6 (+1) SELF-ORIENTED (DESTRUCTIVE) ROLES/BEHAVIOURS
AGGRESSORThe aggressor criticizes everything said within the team environment. This individual has the ability to block the introduction of new ideas and concepts by minimizing and deflating the status of other team members and creating a sense of intimidation.
BLOCKERThe blocker is a dominant personality who automatically rejects the views and perspectives of others out of hand. This individual blocks the team’s ability to brainstorm and discuss the merits of new concepts and ideas raise.
DESERTERThe deserter holds back his or her personal participation and refuses to become active within the team environment. This individual focuses the team on his or her immature behavior and attempts to resolve the conflict and unrest it creates, which effectively limits the team’s ability to make progress on problems and assigned projects.
RECOGNITION SEEKER
The recognition seeker looks for personal attention and in so doing monopolizes the discussion by continually asserting his or her personal ideas, suggestions and viewpoints. The recognition seeker is also attempting to win the team over to his or her ideas and opinions.
PLAYBOY The playboy displays a lack of involvement in the group through inappropriate humor, horseplay or cynicism.
DOMINATORThe dominator displays threatening and bullying behavior within the team setting. This individual uses intimidating and minimizing behavior in an attempt to take over the team and control all discussions.
DEVIL’S ADVOCATE
While the devil’s advocate in the sense of introducing different viewpoints into the team discussion is a positive team function, it can become a negative role when used to block team progress or consensus. In this regard, the devil’s advocate is simply a naysayer that refuses to allow the team to move forward.
PERSONAL EXERCISE
TRY TO REMEMBER YOUR ROLE(S)/BEHAVIOUR(S) DURING YOUR LAST MEETING
THE WISDOM OF TEAMS
WHAT TO OBSERVE IN GROUPS
▸ Communication and participation ▸ Decision making ▸ Conflicts ▸ Leadership ▸ Goals ▸ Roles and behaviours ▸ Group norms ▸ Problem solving ▸ Climate / Tone
MANAGE CONFLICTS
THE WISDOM OF TEAMS
CONFLICTS ARE INEVITABLE
▸ Conflict between team members is a fact of life ▸ Conflicts occur at all levels of interaction ▸ Conflict is a critical event in the course of a relationship ▸ Whether a relationship is healthy or unhealthy depends
not so much on the number of conflicts between members, but on how the conflicts are managed and resolved
▸ We should recognise which is the level of conflicts in our team
THE WISDOM OF TEAMS
TEAM CONFLICT LEVELS (SPEED LEAS’S FRAMEWORK)Level/Name Characteristics Language used Atmosphere/Attitude
1 Problem to
solve
Team members engage openly and
constructivelyOpen, fact based Persons have different
opinion
2 Disagreement
Conversation changes to make
room for self- protection
Open to interpretation,
guardedSelf protection becomes
important
3 Contest
Distorted language, over generalisations,
real issues lost Include personal
attacksDiscussion becomes
either/or and blaming flourishes
4 Crusade
Becomes more ideological Ideological The overall attitude is
righteous and punitive.
5 World War
Features full-on combat
Little, non existent
Persons must be separated
THE WISDOM OF TEAMS
TEAM CONFLICT LEVELS (SPEED LEAS’S FRAMEWORK)Level/Name How to (try to) resolve the conflict
1 Problem to solve
‣ Don’t take any immediate action to resolve the conflict ‣ Construct a collaborative scenario and help to build consensus around a decision that everyone can support
2 Disagreement
‣ Don’t take any immediate action to resolve the conflict ‣ Empower the relevant team’s member to solve the problem ‣ Restore a sense of safety to the team
3 Contest
‣ Don’t take any immediate action to resolve the conflict ‣ Accommodate people’s different views ‣ Compromise work, but don’t compromise team’s values
4 Crusade
‣ Use diplomacy ‣ De-escalate conflict ‣ Use a facilitator / negotiator to convey messages between different parties
5 World War
‣ It’s unresolvable ‣ Give people ways to exit from team ‣ Separate opposing individuals to prevent further harm each other
THE WISDOM OF TEAMS
SIX CONFLICT MANAGEMENT STYLES (SPEED LEAS)Style Behaviour
Persuading‣ Present both side ‣ Present your favoured viewpoint last ‣ Be for, not against
Compelling / Forcing‣ Increase your authority, both tacit and explicit ‣ Use clear statements to get a clear response ‣ Be able to bring sanctions to bear immediately upon non-compliance
with your demands
Avoiding / Ignoring / Accomodating / Fleeing
‣ Procrastinate! ‣ Use when the cost of working a problem through is greater than the value of having worked it through ‣ Use when the conflict is on many fronts ‣ Use when people need time or space to cool down
Collaborating‣ Win-win: involve the others ‣ Jointly acknowledge there is a problem ‣ Jointly agree on how deal with the problem ‣ Jointly invent options for mutual gain and then jointly choose an
optionNegotiating / Bargaining
‣ Sorta-win-sorta-lose: try to obtain as much you can ‣ Parties involved must share some information ‣ Stress the desirability of agreement ‣ Present positive points before the other does
Supporting‣ The other owns the problem ‣ Make short and neutral statements ‣ Reflect the feeling content of a person’s words or actions ‣ Help the other to feel strong and confident that he can deal with the
conflict
ANOTHER MODEL FOR OBSERVING MEMBERS' BEHAVIOUR IN CONFLICTS
THE WISDOM OF TEAMS
CONFLICT MANAGEMENT (THOMAS - KILMANN INSTRUMENT OR TKI)COMPETING COLLABORATING
COMPROMISING
AVOIDING ACCOMODATINGASSE
RTIV
ENES
S Fo
cus
on m
y nee
ds
Impersonal complier
Tough Battler
Friendly Helper
Problem Solver
Manoeuvring Conciliator
I’m OK, you are not OK
I’m OK, you are OK
I’m not OK, you are not OK
I’m not OK, you are OK
COOPERATIVENESS Focus on others’ needs
www.slideshare.net/bhaskardiwakar/conflict-management-11475906* Similar tool: Blake and Mouton’s Conflict Grid
ARE BAD PERFORMANCES ALWAYS A PROBLEM OF CONFLICTS?
DYSFUNCTIONAL TEAM MANAGEMENT
ABSENCE OF TRUST
THE WISDOM OF TEAMS
THE FIVE DYSFUNCTIONS OF A TEAM
FEAR OF CONFLICTLACK OF COMMITMENT
AVOIDANCE OF ACCOUNTABILITY
INATTENTION TO RESULTS
Patrick Lencioni
TRUST LIES AT THE HEART OF A FUNCTIONING, COHESIVE TEAM. WITHOUT IT, TEAMWORK IS ALL BUT IMPOSSIBLE.
Patrick Lencioni - The five dysfunctions of a team
THE WISDOM OF TEAMS
5 DYSFUNCTIONS…Dysfunction Characteristics
Absence of trust‣ Hesitate to ask for help or provide constructive feedback ‣ Hesitate to offer help outside their own areas of responsibility ‣ Waste time and energy managing their behaviors for effect ‣ Dread meetings and find reasons o avoid spending time together
Fear of conflict‣ Have boring meetings ‣ Create environments where back-channel politics and personal attacks thrive ‣ Ignore controversial topics that are critical to team success ‣ Waste time and energy with posturing and interpersonal his management
Lack of commitment‣ Creates ambiguity among the team about direction and priorities ‣ Watches windows of opportunity close due to excessive analysis and unnecessary
delay ‣ Revisits discussions and decisions again and again ‣ Encourages second-guessing among team members
Avoidance of accountability
‣ Creates resentment among team members who have different standards of performance
‣ Misses deadlines and key deliverables ‣ Places an undue burden on the team leader as the sole source of discipline
Inattention to results‣ Stagnates/fails to grow ‣ Rarely defeats competitors ‣ Loses achievement-oriented employees ‣ Encourages team members to focus on their own careers and individual goals
Patrick Lencioni, The Five Dysfunctions of a Team
THE WISDOM OF TEAMS
…AND HOW TO OVERCOME THEM…Dysfunction How to deal with
Absence of trust‣ Personal Histories Exercise and Personality and Behavioral Preference Profiles ‣ 360-Degree Feedback ‣ Experiential Team Exercises ‣ Demonstration of vulnerability first by leader
Fear of conflict‣ Mining for conflict ‣ Real-Time Permission ‣ Demonstration of restraint by leader when people engage in conflict
Lack of commitment
‣ Cascading Messaging ‣ Contingency and Worst-case scenario analysis ‣ Low-risk exposure therapy ‣ Ability of leader to not place too high of a premium on consensus or certainty
Avoidance of accountability
‣ Publication of goals and standards ‣ Simple and regular progress reviews ‣ Team rewards ‣ Ability of leader to allow the team to serve as the first accountability mechanism
Inattention to results
‣ Public declaration of results ‣ Results-Based rewards ‣ Setting the tone for a focus on results from the leader
Patrick Lencioni, The Five Dysfunctions of a Team
THE WISDOM OF TEAMS
…AND WHEN TEAM WORKS WELLDysfunction Team’s members
Absence of trust
‣ Admit weaknesses and mistakes ‣ Accept questions and input about their areas of responsibility ‣ Give one another the benefit of the doubt before arriving at a negative conclusion. ‣ Take risks in offering feedback and assistance ‣ Offer and accept apologies without hesitation ‣ Look forward to meetings and other opportunities to work as a group
Fear of conflict‣ Have lively, interesting meetings ‣ Extract and exploit the ideas of all team members ‣ Minimize politics ‣ Put critical topics on the table for discussion
Lack of commitment‣ Creates clarity around direction and priorities ‣ Aligns the entire team around common objectives ‣ Develops an ability to learn from mistakes ‣ Moves forward without hesitation
Avoidance of accountability
‣ Ensures that poor performers feel pressure to improve ‣ Identifies potential problems quickly by questioning one another’s approaches without hesitation ‣ Establishes respect among team members who are held to the same high standards ‣ Avoids excessive bureaucracy around performance management and corrective action
Inattention to results‣ Retains achievement-oriented employees ‣ Minimizes individualistic behavior ‣ Enjoys success and suffers failure acutely ‣ Benefits from individuals who subjugate their own goals/interests for the good of the team ‣ Avoids distractions
Patrick Lencioni, The Five Dysfunctions of a Team
WHAT IS TRUST?
GROUP EXERCISE
THE WISDOM OF TEAMS
TRUST FALL EXERCISE
THE POWERFUL EFFECT OF TRUST IS THAT IT ENABLES COOPERATIVE BEHAVIOUR WITHOUT COSTLY AND CUMBERSOME MONITORING AND CONTRACTING.
Robert F. Hurley - The Decision to Trust
THE WISDOM OF TEAMS
THE DISTRUST-TRUST CONTINUUM
Taken from The Decision to Trust - Robert F. Hurley
Distrust TrustNeutralSuspicion Zone‣Caution ‣Reluctance to
cooperate ‣Marginal
commitment ‣Anxiety
‣Cooperation ‣Commitment ‣Flourishing ‣Confort
THE WISDOM OF TEAMS
DECISION TO TRUST
From Robert F. Hurley - The Decision to Trust
Decision to trust
Trust B in matter X Distrust B in matter X
Broken Affirmed End relationship Continue with Caution
Situational factors
Repair Not repair Repair Not repair
PERSONAL EXERCISE
USE “5 WHYs” METHOD FOR UNDERSTANDING WHY YOU PROFESSIONALLY TRUST IN SOMEONE IN YOUR CURRENT WORKING ENVIRONMENT
USE “5 WHYs” METHOD FOR UNDERSTANDING WHY YOU PROFESSIONALLY DISTRUST IN SOMEONE IN YOUR CURRENT WORKING ENVIRONMENT
THE WISDOM OF TEAMS
THE DECISION TO TRUST MODELTrust Factors
Risk Tolerance some people are risk takers others are cautious
Adjustment some people are optimists others are pessimists
Power some people have authority others suffer from it
Situational FactorsSecurity sometimes the stakes are high sometimes they’re low
Similarities some people are similar to each other others aren’t
Interests sometimes interests are aligned sometimes they aren’t
Benevolent Concern some are nice to us others… not so much
Capability some know what they’re doing others… not really
Predictability/Integrity some people deliver on commitment others… forget it
Communication some can communicate well some… —uhm
Taken from The Decision to Trust - Robert F. Hurley
THE WISDOM OF TEAMS
WHAT TO OBSERVE IN GROUPS
▸ Communication and participation ▸ Decision making ▸ Conflicts ▸ Leadership ▸ Goals ▸ Roles and behaviours ▸ Group norms ▸ Problem solving ▸ Climate / Tone
IT’S ALL ABOUT DECISIONS
[HIGH PERFORMANCE TEAMS] ARE CONSENSUS-DRIVEN, WITH FULL DIVERGENCE AND THEN CONVERGENCE. AND THEY LIVE IN A WORLD OF CONSTANT CONSTRUCTIVE DISAGREEMENT.
Lyssa Adkins
THE WISDOM OF TEAMS
CREATE FULL DIVERGENCE…
…USING BRAINSTORMS?
THE WISDOM OF TEAMS
SOME BRAINSTORMING TECHNIQUES
▸ Quiet writing (Brain writing) ▸ Round Robin ▸ Free-for-all ▸ Role-storming ▸ Stepladder technique ▸ Crawford's Slip Writing Method
..THEN QUICKLY CONVERGE..
…USING SOME TECHNIQUE FOR BETTER DECISIONS
THE WISDOM OF TEAMS
BE AWARE OF…
▸ Group-thinking ▸ HiPPO (Highest Paid Person’s Opinion) ▸ Halo effect ▸ Band wagon effect
THE WISDOM OF TEAMS
.. BUT TRY TO USE PARTICIPATORY DECISION MODELS
▸ Simple voting ▸ Thumbs up/down/sideways ▸ Fist-of-Five voting (one finger: I totally support this
decision; five fingers: stop!) ▸ Jim Highsmith's Decision Gradient
IN CASE OF DOUBT: USE SPIKES
THE WISDOM OF TEAMS
WHAT IS A SPIKE?
▸ It is a time-boxed experimental activity ▸ Two types of spikes: ▸ Technical spikes ▸ Functional spikes
▸ The purpose is to gain the knowledge necessary to reduce the risk of a technical approach, better understand a requirement, or increase the reliability of an estimate
▸ The output is demonstrable. This helps build collective ownership and shared responsibility for the key decisions that are being taken
http://www.scaledagileframework.com/spikes/
CREATE THE RIGHT TEAM SPACE
THE WISDOM OF TEAMS
THE DREAM
▸Co-location ▸Face-to-face communications ▸Caves and common ▸Insulated space ▸Osmotic communication ▸Tacit knowledge ▸Low-tech, high-touch information radiators
THE WISDOM OF TEAMS
THE REALITY
▸Teams are distributed "More than 82% of the respondents had at least some distributed teams practicing agile within their organisations, up from 35% just three years earlier“ (VersionOne, 10 Annual State of Agile Report)
▸Large rooms accomodate multiple teams
▸High-tech digital tools
LIMIT YOUR PERSONAL WIP
LIMIT "WORK IN PROGRESS" IS ONE OF THE FIVE CORE PROPERTIES OF THE KANBAN METHOD
David Anderson
THE WISDOM OF TEAMS
http://www.djaa.com/principles-kanban-method-0
PERSONAL EXERCISE
MONOTASKING VS MULTITASKING
MULTITASKING IS NOT ONLY DOING (OR SIMULATING TO DO) MULTIPLE TASKS AT THE SAME TIME
WE LIVE IN A WORLD OF INTERRUPTIONS
RESEARCHERS AT THE UNIVERSITY OF CALIFORNIA, IRVINE, FOUND AFTER CAREFUL OBSERVATION THAT THE TYPICAL OFFICE WORKER IS INTERRUPTED OR SWITCHES TASKS, ON AVERAGE, EVERY THREE MINUTES AND FIVE SECONDS. AND IT CAN TAKE 23 MINUTES AND 15 SECONDS JUST TO GET BACK TO WHERE THEY LEFT OFF.
Brigid Schulte
THE WISDOM OF TEAMS
https://www.washingtonpost.com/news/inspired-life/wp/2015/06/01/interruptions-at-work-can-cost-you-up-to-6-hours-a-day-heres-how-to-avoid-them/
INTERRUPTIONS COME FROM EVERYWHERE
MY HUMBLE SUGGESTION IS TO USE A PERSONAL TIME MANAGEMENT TECHNIQUE BUT AT THE TEAM LEVEL
THE WISDOM OF TEAMS
PUT THE “POMODORO TECHNIQUE” IN YOUR WORK AGREEMENTS▸ The traditional Pomodoro ("chunk of work) is 30 minutes long: 25 minutes
of work plus a 5-minute break. ▸ A Pomodoro can’t be interrupted; it marks 25 minutes of pure work. A
Pomodoro can’t be split up; there is no such thing as half of a Pomodoro or a quarter of a Pomodoro. The atomic unit of time is a Pomodoro. (Rule: A Pomodoro Is indivisible.)
▸ Every four Pomodoros, stop the activity you’re working on and take a longer break, from 15 to 30 minutes.
▸ The length of a Pomodoro, 25 minutes, seems short enough to make it possible to resist being distracted by various kinds of interruptions. Interruptions can become a real problem. You need minimising unhandled interruptions and progressively increasing the number of Pomodoros that can be accomplished consistently without interruptions.
http://caps.ucsd.edu/Downloads/tx_forms/koch/pomodoro_handouts/ThePomodoroTechnique_v1-3.pdf
Francesco Cirillo
IT’S TIME FOR ADJOURNING. THANKS FOR YOUR ATTENTION!
Massimo Sarti
THE WISDOM OF TEAMS
https://uk.linkedin.com/in/sartimassimo
Retrospective: feedbacks? suggestions?
THE WISDOM OF TEAMS