How to manage teams for successful technology development
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1. Teams developing technology face challenges like being informal, cross-functional with little training, and having outcomes that are not clear. 2. High-performance teams develop a sense of purpose and direction, embrace complementary skills, make consensus-based decisions incorporating different perspectives, and leverage individual strengths. 3. Embracing diversity improves innovation but is more difficult, as different problem-solving styles are needed at each stage and individuals value their own style over others, creating potential conflicts.
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How to manage teams for successful technology development
- 1. 1
- 2. How to manage teams for successful technology development? Dr. Andrew Maxwell Professor of Entrepreneurial Engineeri Lassonde School of Engineering, York University, Toronto
- 3. 3 Challenges: • Teams are increasingly informal and cross-functional – so no rules • Most of us have had little training in team performance • Team diversity improves innovation outcomes but is harder work • Outcomes from innovation projects not clear or linear • Challenging to gain alignment of values, outcomes and commitment Teamwork important when innovating or developing new technologies
- 4. 4 Insights into high-performance teams Agenda • Understanding the creative problem solving process • Explain how problem solving styles improve team performance • Challenges and benefits of embracing diversity • Five rules for high-performance teams • Importance of evidence based decision-making • Role of trust
- 5. 5 Rules for high performance teams Teams work better if: • The team develops a sense of purpose and direction • The team embraces complementary skills and knowledge • Decisions are made by consensus • Decisions embed feedback and different perspectives • Teams leverage individual strengths • Teams communicate
- 6. Understanding the creative problem solving process Basadur’s Simplexity Process • Sequential process • Understanding each stage improves process outcomes • Essential to not jump to solution • Embeds divergence/convergence • Consider speed implementation www.basadur.com
- 7. Basadur suggests each of us has a preferred creative problem solving style • Initiator • Comfortable with ambiguity • Very sensitive to the surrounding environment • Likes to get things started • Idea developer • Patient thinker • Able to form the “big picture” • Develops understanding • Testing and experimenting • Practical solutions • Thorough analysis • Confirms ideas and notions • Creating step-by-step plans • Gaining change acceptance from others • Making changes work and stick • Try anything to make solution work • Alters plans to make them work
- 8. Insights • Most individuals favours a specific role • Most individuals value their own role over the role of others • There are inherent conflicts between roles • Successful teams ensure all roles being filled as you go through process. • Team gaps are filled my members playing non-preferred roles. • Team performance enhanced by diversity of experience and personality All of these styles are required to solve problems, different styles dominant at each stage 8
- 9. 9 Importance of diversity Sean Gardener
- 10. What characterizes a High Performance Team? • Superior results • Sustainable results • Resilient to changes • High level of trust • Get more accomplished with same or less effort
- 11. Three Aspects of Building an Effective Team Alignment •Clear direction •Defined, communicated priorities •Clear roles and accountabilities •Clear objectives cascaded throughout organization Capability •Skills •Knowledge •Experience •Resources (technology, tools, $, time) Engagement • Motivation • Commitment • Emotional connection, trust, support
- 12. Five top causes of team failure
- 13. • Inattention to Results • Avoidance of Accountability • Lack of Commitment • Fear of Conflict • Absence of Trust Five Dysfunctions of a Team
- 14. Absence of Trust: Fear of being vulnerable with team members prevents trust building • • • • • • • • Members of teams with an absence of trust… • Conceal weaknesses and mistakes from one another Hesitate to ask for help or provide constructive feedback Hesitate to help outside their own areas of responsibility • Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them • Fail to recognize and tap into one another’s skills and experiences • Waste time and energy managing their behaviors for effect, hold grudges • Dread meetings and avoid spending time together
- 15. Teams that fear conflict… • Conceal weaknesses and mistakes from one another Have boring meetings • Create an environment where back channel politics and personal attacks thrive • Ignore controversial topics that are critical to team success • Fail to tap into all the opinions and perspectives of team members • Waste time with interpersonal posturing and interpersonal risk management Fear of Conflict: Desire to preserve harmony stifles productive, ideological conflict
- 16. A team that fails to commit… • Creates ambiguity among the team about direction and priorities • Watches windows of opportunity close due to excessive analysis and unnecessary delay • Breeds lack of confidence and fear of failure Revisits discussions again and again • Encourages second guessing among team members Lack of Commitment: Lack of clarity/fear of being wrong, prevents team from making timely decisions.
- 17. • • • • A team that avoids accountability… • Creates resentment among team members who have different standards of performance • Encourages mediocrity • Misses deadlines and key deliverables • Places an undue burden on the team leader as the sole source of discipline Avoidanceofaccountability:Needtoavoiddiscomfort preventsmembersfromholdingeachotheraccountable.
- 18. Inattention to results: Desire for individual credit erodes the focus on collective results • • • • • A team that is not focused on results… • Stagnates/fails to grow • Rarely defeats competitors • Loses achievement-oriented employees • Encourages team members to focus on their own careers and individual goals • Is easily distracted
- 19. 19 Trust Dimensions Trustworthy Consistency Displays of behavior that confirm previous promises Benevolence Exhibits concern about well-being of others Alignment Actions confirms shared values and/or objectives Capability Competence Displays relevant technical and/or business ability Experience Demonstrates relevant work/training experience Judgment Confirms ability to make accurate and objective decisions Trusting Disclosure Shows vulnerability by sharing confidential information Reliance Willingness to be vulnerable through task delegation Receptiveness Demonstrates ‘coachability’ and willingness to change Communication Accuracy Provides truthful and timely information Explanation Explains details & consequence of information provided Openness Open to new ideas or new ways of doing things Trust Dimensions Trustworthy Consistency Displays of behavior that confirm previous promises Benevolence Exhibits concern about well-being of others Alignment Actions confirms shared values and/or objectives Capability Competence Displays relevant technical and/or business ability Experience Demonstrates relevant work/training experience Judgment Confirms ability to make accurate and objective decisions Trusting Disclosure Shows vulnerability by sharing confidential information Reliance Willingness to be vulnerable through task delegation Receptiveness Demonstrates ‘coachability’ and willingness to change Trust Dimensions Trustworthy Consistency Displays of behavior that confirm previous promises Benevolence Exhibits concern about well-being of others Alignment Actions confirms shared values and/or objectives Capability Competence Displays relevant technical and/or business ability Experience Demonstrates relevant work/training experience Judgment Confirms ability to make accurate and objective decisions Trust Dimensions Trustworthy Consistency Displays of behavior that confirm previous promises Benevolence Exhibits concern about well-being of others Alignment Actions confirms shared values and/or objectives Trust Behaviours: Build, damage or violate trust.
- 20. Creating a winning team 20
Notes de l'éditeur
- Creativity is a complete process -- it is not just “getting ideas” -- it starts with problem sensing and ends in action and involves evaluation and convergent thinking as well as ideation and divergent thinking. It is a disciplined process and has several different stages. Different people have differing skills in the various stages of the creative process. We can improve our skills in the stages in which we are relatively weak (as well as the stages where we are stronger). The person whose Profile is illustrated on this slide has a preference for learning via direct experience and using that knowledge for creating options. This person is a generator.
- Teams that build trust Admit weaknesses and mistakes Ask for help Accept questions and input about their area of responsibility Give one another the benefit of the doubt before arriving at a negative conclusion Take risks in offering feedback and assistance Appreciate and tap into one another’s skills and experiences Focus time and energy on important issues, not politics Offer and accept apologies without hesitation Look forward to meetings and other opportunities to work as a group
- Teams that don’t fear conflict Have lively, interesting meetings Extract and exploit the ideas of all team members Solve real problems quickly Minimize politics Put critical topics on the table for discussion
- A team that commits Creates clarity around direction and priorities Aligns the entire team around common objectives Develops an ability to learn from mistakes Takes advantage of opportunities before competitors do Moves forward without hesitation Changes direction without hesitation or guilt
- A team that holds one another accountable: Ensures that poor performers feel the 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 standard Avoids excessive bureaucracy around performance management and corrective action
- A team that focusses on collective results Retains achievement oriented employees Minimizes individualistic behavior Enjoys success and suffers failure acutely Benefits from individuals who subjugate their goals/interests for the good of the team Avoids distractions