团体精神建设之人际关系协调及目标规划英文版课件1.ppt

1、Whats going to happen today?Well learn aboutcollaborating effectivelyMaking hard things easierPicking the right approachesUnderstanding how were differentLearn how to not ignore dysfunctionPush our teams in the right directionWhat to do when we get stuckDetailsIntroductions(Discussion)60 minutes08:3

2、0am 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 Unde

3、rstanding 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(Discussio

4、n)30 minutes05:00pm to 05:30pm Offsite(Optional)05:30pm to Who am I?vAn ID alumni,MDM 2006vDesignervConsultantvEqual mix of work at small companies and the enterpriseWhat do people think of designers?Methodology:10k designers,15 countries Goal:surface key“essence”of the designer audience Results hav

5、e guided v1 of product offerings95%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 ProjectLeadershipStewardshipResource ManagementMarketingTechnologyDesi

6、gn=CEOCOOCFOCMOCTO?Identifying OpportunitiesDeveloping OfferingsGOODBADGOODVision+Invention=Design icons are different for all of usSource:MicrosoftMeet the designerSource:MicrosoftClement Mok“There has clearly been a steady decline in the design profession for over 30 years,and the source of that d

7、ecline 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

8、 fair.”Source:Communication ArtsWhat do our peers think?v Nobody knows how much to spendv Its the process and not the pocketbookv Collaboration is the keySource:Strategy+BusinessWhat does business think?What do we think?vWhich of the following have been characteristics of good team experiences at ID

9、?Source:Dave McGaw,IDvTeam members have a mix of levels of experiencevTeam members have a mix of skillsvAt least one person has project management skillsvPeople take turns leading the projectvTeam makes clear assignments at each meeting for who does the workvTeam has regular weekly meetings schedule

10、dvTeams use tools like blogsetc.,to collaborate and share files remotelyvTeams meet socially at least once during the projectvTeams members evaluate each other periodically during the projectSource:Dave McGaw,IDWhat do we think?What do we think?vWhich of the following have been characteristics of ba

11、d team experiences at ID?Source:Dave McGaw,IDWhat do we think?vTeam members have the same skillsvThe same person is the leader for most of the projectvThe project operates by consensusno single leader at any timevTeams improvising solutions just before presentingSource:Dave McGaw,IDWhat do we want?v

12、I expect good teamwork skills to be an important part of my design careervI have good teamwork skills right nowvI would benefit from improving my teamwork skillsSource:Dave McGaw,IDAgendavWe have a full dayvWe have three 15 minute breaksvWe have 60 minutes for lunchCode of conductvEngage,turn off th

13、e cell-phone,use the laptop for notes onlyvOne voice at a timevRespect your fellow participantsvMeet your fellow participantsThings Ive learnedvThe best insights in this class come at the seamsDuring team exercisesDuring team feedbackDuring the breaks and ad hoc conversations over lunch,after class

14、and onlineDetailsIntroductions(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 minutes1

15、1:00am 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:

16、45pm Break15 minutes04:45pm to 05:00pm Wrap up(Discussion)30 minutes05:00pm to 05:30pm Offsite(Optional)05:30pm to A framework for teams30 MinutesvAre you really a team?vAre you ready for heavy lifting?Source:Wisdom of TeamsTwo things to ask yourself when thinking about teamingWhat we want to learnv

17、How to determine if a team is the right choicevHow to chose the right kind of teamvUnderstanding what is required to enable the success of the teamSource:Wisdom of TeamsAt the Institute of Design we care aboutHigh Performance TeamsBut,be carefulSometimes you dont need a high performance team to get

18、the job doneEffective GroupsAn 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 vunderstandable chartervgood communicat

19、ionvdefined member rolesvtime-efficient processesvreasonable accountabilitySource:Wisdom of TeamsEffective groups versus high performance teamsSingle-leader UnitsSingle-leader units versus high performance teamsSingle-leader units function differently than a performing team in that the traditional m

20、anagement style of leadership is imposed with a designate that vmakes the key decisionsvdelegates and monitors individual assignments and accountabilityvchooses 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

21、techniques required to be a performing team.Source:Wisdom of TeamsHigh Performance TeamsSix things to know about teamsvIn The Wisdom of Teams Katzenbach and Smith identified six basics criteria that were required for effective performing teams.Source:Wisdom of TeamsCharacteristics of high performanc

22、e teamsSmall numbersSmall numbersvLarge numbers of people have trouble interacting constructively as a group.vPerforming teams typically function best when there are a small number of people working together with four to six people often being a good target.vSingle leader and effective groups also b

23、enefit 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 TeamsComplementary skillsComplementary skillsvIn the enterprise high performance companie

24、s build teams based on complementary skillsthis of course requires an understanding of what skills people have.vIts further complicated in a learning institution around not only understanding what skills people have but also what skills they would like to develop.vInsights into technical and functio

25、nal expertise,problem solving and decision making skills and interpersonal skills are all factors that go into the creation of effective teams.Source:Wisdom of TeamsCommon purposeCommon purposevA teams eventual performance is directly correlated to its purpose.If team members have a different purpos

26、e or that the purpose of the team is unknown,its difficult for teams to perform effectively.Source:Wisdom of TeamsCommon goalsCommon goalsCommon set of specific performance goalsv Specific performance goals are also essential for most teams to function effectively and they need to be defined for or

27、developed by the team.Source:Wisdom of TeamsCommon working approachCommonly agreed upon working approachvTeams 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 product

28、ivity and effectiveness.Source:Wisdom of TeamsMutual accountabilityvTeams need to hold themselves accountable and be evaluated as a team.vOrganizations that expect team performance but only reward individual contribution in absence of accountability to a team are often ineffective.If we dont incent

29、the performance we want,we wont get the performance we want.Source:Wisdom of TeamsSource:Wisdom of TeamsTake a Break15 minutesDetailsIntroductions(Discussion)60 minutes08:30am to 09:30am Teaming Frameworks(Lecture)30 minutes09:30am to 10:00am Break15 minutes10:00am to 10:15am Understanding each othe

30、r(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

31、 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 other30 MinutesWere differentIndividual difference

32、svWhat makes it hard to work with other folks?vHow does this manifest itself at ID?vDo we have similarities,what are they?vHow can we learn more about similarities and differences before we start teaming?What is a Meyers Briggs Type Indicator?vThe Meyers Briggs Type Indicator(MBTI)is a personality p

33、rofiling tool that has over 50 years of data behind it.vThere are no right or wrong answers and the findings are not absolute,its not fate and its not destiny.vIts simply a tool to help facilitate your understanding of your own patterns of behavior and have a common language and set of tools to unde

34、rstand others.Source:Description for Self-DiscoveryPersonality has several aspectsvThe contextual selfvThe developed selfvThe true selfvUnderstanding personalitypatterns,processes,structure,purposeSource:Description for Self-DiscoveryvIf you prefer to direct your energy to deal with people,things,si

35、tuations,or the outer world,then your preference is for Extraversion.This is denoted by the letter E.vIf 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 Tec

36、hnologyWhere,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 friendship

37、ReflectionInternal reationsThink-do-think25%Source:IBMvIf 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.vIf you prefer to deal with ideas,look into the unknown,to generate new possibilities

38、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 TechnologyHow do you prefer to process information?Sensing(S)The five sensesWhat is realPracticalFactsPresent orientationSensibleP

39、erspirationDown-to-earth75%Intuition(N)HunchesWhat could beTheoreticalInsightsPossibilitiesImaginativeInspirationHead-in-clouds25%Source:IBMHow do you prefer to process information?How do you prefer to make decisions?vIf you prefer to decide on the basis of objective logic,using an analytic and deta

40、ched approach,then your preference is for Thinking.This is denoted by the letter T.vIf 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:T

41、eam TechnologyThinking(T)HeadLogical systemObjectiveCritiqueReasonFirm but fairImpersonalFirmness50%Feeling(F)HeartValue systemSubjectiveComplimentEmpathyCompassionatePersonalPersuasion50%How do you prefer to make decisions?Source:IBMHow do you prefer to organize your life?vIf you prefer your life t

42、o 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.vIf you prefer to go with the flow,to maintain flexibility and respond to things as they arise,then your preference is for Perception.Thi

43、s is denoted by the letter P.Source:Team TechnologyJudging(J)PlanningControlSettledRun ones lifeSet goalsDecisiveOrganizedStructured50%Perceiving(P)SpontaneousAdaptTentativeLet life happenGet informationOpenFlexibleUnstructured50%How do you prefer to organize your life?Source:IBMThings to keep in mi

44、ndvThe MBTI doesnt measure ability,skills,or potential.vThe MBTI merely gives you(and others)insights into dominant preferences that you may exhibit in different environments.Source:Description for Self-DiscoveryTeams dont function well without feedbackGiving feedback15 MinutesThree concepts around

45、feedbackvHow to listenvHow to givevHow to receiveHow can we listen more effectively?We canvEstablish rapportvSuspend judgmentvDemonstrate interestvEncourage the person to talkvMaintain appropriate silencevClarify understandingvRespond to the messageSource:IBMHow should we give feedback?vUse a positi

46、ve approachvBe specificvGive feedback on things that a person can changevCheck for understandingvDiscuss what you way or heardSource:IBMHow should we receive feedback?vRelaxvListen carefully,avoid interruptingvAsk questions for clarityvAcknowledge valid pointsvTake time to sort out what you heardSou

47、rce:IBMA word about coachingvSharing experience,giving feedback,and enabling people can be augmented with coaching.vCoaching is like fishing and therapy all wrapped up into onevGood coaches help people understand how to solve their own problemsSource:IBMA coaching modelLets try itTeam Exercises60 Mi

48、nutesConclusionsvWhat have we learned so far?DetailsIntroductions(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 11:00

49、am 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 unstu

50、ck(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 Eat Lunchv 45 minutesDetailsIntroductions(Discussion)60 minutes08:30am to 09:30am Teaming Frameworks(Lecture)30 minutes09:30am to 10:00am Break15 minu