Gamaliel CherryOffice of Human Capital ManagementNASA Langley Research Center
Group Dynamics  Teams vs. Groups  Stress
Perceptions• The Physical World• Perceptual Selection  •External Factors – intensity, motion, novelty  •Internal Factors –...
The OldWoman/Young    Woman Illusion and  Frames of  Reference
Drexler Sibbit Model
Why a Model? •Simplify •Point •Common Language •Start a Conversation
Building Trust Do You Have Mutual Regard, Forthrightness and Spontaneous Interaction?
Goal ClarificationDo You Have Shared Assumptions, Clearand Integrated Goals and Identified Roles?                         ...
Implementation Do You Have Clear Processes, Alignment and Disciplined Execution?                                    Who do...
Commitment Do You Have Shared Vision, Allocated Resources and Organizational Decisions?                                   ...
High Performance Do You Have Flexibility, Intuitive Communication and Synergy?                                      WOW
Renewal Do You Have Recognition, Change Mastery and Staying Power?                                       Why              ...
Pressure           •Inspire a Shared Vision           •Good Communicator           •Integrity           •Enthusiasm       ...
Team Leadership•Identify the right person for the right role•Appropriate delegation of responsibility whilst retaining acc...
Activity
Questions?    Thank You
Reference •Drexler Sibbit Team Performance Model http://www.grove.com/site/ourwk_gm_tp.html
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Cherry.gamaliel

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Cherry.gamaliel

  1. 1. Gamaliel CherryOffice of Human Capital ManagementNASA Langley Research Center
  2. 2. Group Dynamics  Teams vs. Groups  Stress
  3. 3. Perceptions• The Physical World• Perceptual Selection •External Factors – intensity, motion, novelty •Internal Factors – personality, learning, motivation• Perception Process •Perceptual Organization – grouping, figure- ground principle
  4. 4. The OldWoman/Young Woman Illusion and Frames of Reference
  5. 5. Drexler Sibbit Model
  6. 6. Why a Model? •Simplify •Point •Common Language •Start a Conversation
  7. 7. Building Trust Do You Have Mutual Regard, Forthrightness and Spontaneous Interaction?
  8. 8. Goal ClarificationDo You Have Shared Assumptions, Clearand Integrated Goals and Identified Roles? What are we doing
  9. 9. Implementation Do You Have Clear Processes, Alignment and Disciplined Execution? Who does what, when and where
  10. 10. Commitment Do You Have Shared Vision, Allocated Resources and Organizational Decisions? How will we do it
  11. 11. High Performance Do You Have Flexibility, Intuitive Communication and Synergy? WOW
  12. 12. Renewal Do You Have Recognition, Change Mastery and Staying Power? Why continue
  13. 13. Pressure •Inspire a Shared Vision •Good Communicator •Integrity •Enthusiasm •Empathy •Competence •Delegate Tasks •Cool Under Pressure •Team-Building Skills Timothy R. •Problem-Solving Skills Barry
  14. 14. Team Leadership•Identify the right person for the right role•Appropriate delegation of responsibility whilst retaining accountability•Consult and include others in decision-making•Positive feedback or reward and recognition•Take ownership and show commitment for solving problems or difficult/sensitive issues•Lead by example, showing a contagious passion and enthusiasm,engaging and motivating others•Direct, clear, open style of communication•Consider impact before action
  15. 15. Activity
  16. 16. Questions? Thank You
  17. 17. Reference •Drexler Sibbit Team Performance Model http://www.grove.com/site/ourwk_gm_tp.html

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