How NASA builds teams
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How NASA builds teams

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4-D Process

4-D Process

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How NASA builds teams How NASA builds teams Presentation Transcript

  • Dr. Barbara Walton, MCC, USADiane Brennan, MCC, USAAnne Choquette, PCC, CanadaIs it rocket science or not?How NASA Builds Teams!
  • Introducing the team…Dr. Barbara Diane Anne Walton, Brennan, Choquette, MCC MCC PCC
  • Connecting 4-D to coaching• Provides a structure for the client to gain perspective and expand thinking• Reinforces the importance of the core competencies – Establishing trust, Presence, Skillful listening, Direct communication, Feedback, Challenging the client, Creating awareness, Co-creating action and methods of accountability with the client
  • The Origin of 4-DNon-communication of a simple decision years earlier resulted in NASA’s 1990 Hubble Disaster
  • Guiding you through the 4-D Mission The origin of 4-D and its relevance to you! An evidence-based approach measuring 8- behaviors and benchmarking performance From NASA to local and global corporations 4-D assessments, workshops and coaching Shift the context and “stuckness” using 4-D’s Context Shifting Worksheet (CSW) Q&A
  • Reinforcing the need for 4-D2003 and the Columbia Accident led NASA to launch APPEL with 4-D Systems becoming their most effective resource
  • What do they have in common?Challenger Hubble Space Fukushima Telescope  Normalization of deviance  Leadership failure
  • Lessons learnedEven the best elements cannot succeed in a toxic environment You need to shift the context; clean it up!
  • Focusing on 8 behaviors Expressing Creating Expressing Being Authentic Shared Reality-Based OutcomeAppreciation Interest Optimism Committed Clarifying Roles, Including Keeping ALL Resisting Accountability Others your Blaming and and AuthorityAppropriately Agreements Complaining (managing expectations)
  • Behaviors  Contexts Expressing Addressing Expressing Being Authentic Shared Reality-based 100% Appreciation Interests Optimism Committed Mutual Willing & Sustained, Perceiving Respect & Energizing Effective “Magical”Enjoyable Work Collaboration Creativity Solutions Appropriately Keeping All Resisting Clarifying Roles, Including Your Blaming & Accountability Others Agreements Complaining & Authority Mutual Authenticity High Outcome Focus Clear and Respect & & Aligned, Trustworthiness with no Blamers AchievableEnjoyable Work Efficient Action & Efficiency or Victims Expectations 10
  • A Survey … A million employees 450 companies in 12 industries Identified high-performance Leading Indicators Productivity Profitability Employee retention Customer loyalty
  • Gallup found…Often praised; Do what I do best every CultivatingCommitment to quality; day; The vision/mission VisioningSupervisor cares; /purpose makes my jobOpportunities to grow. important.Spoken with me about my I know what is expectedprogress; Been my best of me; I have the Includingfriend; Encouraged my Directing resources to do my jobdevelopment; My opinions right.matter.
  • Measuring 8-behaviors andbenchmarking performance
  • Your Team’s Average Score & Trend “Usually Meet” = 75% “Seldom/Usually “Fully Meet” Meet” = 50% = 100% < > Bottom Ave. Ave. Ave. Top Apr-09, 73% May-10, 85%Power & CommunicationSystems Analysis Branch
  • Trends in Distribution of PerceptionsPower & Communication Systems Analysis Branch May-10 49 51 40 4 Benchmarking of Perceptions of 19 participants 11 0 0 1 2Never Seldom Usually Fully 0Power & Communication Systems Analysis Branch Apr-09 41 38 4 Benchmarking of Perceptions of 18 participants 26 22 15 1 0 2Never Seldom Usually Fully 0 15
  • Relative Ranking of Behaviors May-10 Cultivating Dimension Visioning Dimension Average Average Average Average Bottom Bottom BottomBottom < Ave. > Ave. < Ave. > Ave. < Ave. < Ave. > Ave. > Ave. Top Top Top Top Expressing Addressing Expressing Reality- Being Outcome Authentic Shared Interests based Optimism Committed Appreciation Including Dimension Directing Dimension Average Average Average Average Bottom BottomBottom Bottom < Ave. > Ave. < Ave. > Ave. < Ave. > Ave. < Ave. > Ave. Top Top Top Top Clarifying Roles, Appropriately Keeping All Resisting Blaming Accountability andIncluding Others Agreements or Complaining Authority
  • The 4-D Approach Team Building Assessments workshops every six months Team and Individual CoachingBoosting individual and Team Performance
  • CSW a key part of 4-D coaching CSW: Structure to gain perspective and expand thinking Individual and Team Coaching
  • Context Shifting Worksheet (“CSW”)1: DEFINE THE PROBLEM/SITUATION:• Situation you want to resolve:________________________________________________________• Outcome you are committed to realizing: _______________________________________________ Ch. 10: Red Story-lines Limit Performance• Your “Red” limiting Story-lines:_______________________________________________________ Ch. 10: Green Story-lines Lift Performance• Your “Green” empowering Story-lines: __________________________________________________• Your experience & expression of emotions: ______________________________________________ Energy Ch. 11: Manage Emotions to Manage Team2: CULTIVATING DIMENSION 4: VISIONING DIMENSION What can you authentically appreciate about the  What uncomfortable reality must you confront toother party or the difficult situation? create the Outcome you want?Ch. 12: People Need to Feel Appreciated by You Ch. 16: Reality-based Optimism What do they want that you can want for them  How Committed (in %) are you to realizing thealso? above Outcome?Ch. 13: Mine the Gold in Your Shared Interests Ch. 16: 100% Commitment 3: INCLUDING DIMENSION 5: DIRECTING DIMENSION  List everyone you need to Include to succeed:  Any Drama-states you need to process? Ch. 14: People Need to Feel Included by You Ch. 17: Your Team Can’t Afford Drama  What implicit or explicit agreements have you  Any unclear Roles, Accountability, or Authority broken that you must now process? statements or processes? Ch. 15: Building Trustworthy Contexts Ch. 18: Don’t Put Good People in Bad Places Specific Actions/Requests you will now take/make: ______________________________________ 19 Also, Ch. 17: Your Team Can’t Afford Drama _____________________________________________________________________________ #19
  • Context Shifting Worksheet www.nasateambuilding.com1: DEFINE THE PROBLEM/SITUATION:• Situation you want to resolve: Director’s lack of communication and responsiveness• Outcome you are committed to realizing: Regular, reliable communication with Director and his staff• Your “Red” limiting Story-lines: I don’t have what I need to be prepared or to represent the organization. Hedoesn’t seem to care about what I need here.• Your “Green” empowering Story-lines: He has a lot of responsibility. He may not understand what I need andwhy I am asking now.• Your experience & expression of emotions: Mad – stressed. I feel the situation is unnecessary. 2: CULTIVATING DIMENSION 4: VISIONING DIMENSION  What can you authentically appreciate about  What uncomfortable reality must you confront the other party or the difficult situation? Director to create the Outcome you want? Open, honest – He is very dedicated to the program. I’m communication and trust with each other. sympathetic to the position he and the staff are in. They have a lot on their plate.  How Committed (in %) are you to realizing the  What do they want that you can want for above Outcome? 100% them also? He wants to do the job well. 3: INCLUDING DIMENSION  List everyone you need to Include to succeed: 5: DIRECTING DIMENSION VP, Director and maybe some of the staff within his  Any Drama-states you need to process? Avoid section. Blame!  What implicit or explicit agreements have you  Any unclear Roles, Accountability, or broken that you must now process? We have a Authority statements or processes? The handbook with details and requirements. Not sure documentation is there with how to carry out this Director was exposed to this information the communication. It may not be clear enough or there same as newer director’s. may not be awareness and understanding.Specific Actions/Requests you will now take/make: 1) Use documentation as a reference for context; 2)Encourage open flow with communication; 3) Ask open-ended questions 4) Stay in the conversation – focused on 20the common goal and manage own reaction #20
  • Context Shifting Worksheet (“CSW”) www.nasateambuilding.com1: DEFINE THE PROBLEM/SITUATION:• Situation you want to resolve:________________________________________________________• Outcome you are committed to realizing: _______________________________________________• Your “Red” limiting Story-lines:_______________________________________________________• Your “Green” empowering Story-lines: __________________________________________________• Your experience & expression of emotions: ______________________________________________2: CULTIVATING DIMENSION 4: VISIONING DIMENSION What can you authentically appreciate about the  What uncomfortable reality must you confront toother party or the difficult situation? create the Outcome you want? What do they want that you can want for them  How Committed (in %) are you to realizing thealso? above Outcome?3: INCLUDING DIMENSION 5: DIRECTING DIMENSION List everyone you need to Include to succeed:  Any Drama-states you need to process? What implicit or explicit agreements have you  Any unclear Roles, Accountability, or Authoritybroken that you must now process? statements or processes?Specific Actions/Requests you will now take/make: ______________________________________ #21_____________________________________________________________________________
  • The 12 Elements of Great ManagingTo identify the elements of worker engagement, Gallup conducted many thousands of interviews in all kinds oforganizations, at all levels, in most industries, and in many countries. These 12 statements – the Gallup Q12-emerged from Gallup’s pioneering research as those that best predict employee and workgroup performance.1. I know what is expected of me at work.2. I have the materials and equipment I need to do my work right.3. At work, I have the opportunity to do what I do best every day.4. In the last seven days, I have received recognition or praise for doing good work.5. My supervisor, or someone at work, seems to care about me as a person .6. There is someone at work who encourages my development.7. At work, my opinions seem to count.8. The mission or purpose of my company makes me feel my job is important.9. My associates or fellow employees are committed to doing quality work.10. I have a best friend at work.11. In the last six months, someone at work has talked to me about my progress.12. This last year, I have had opportunities at work to learn and grow.1- Never 2-Seldom 3- Undecided 4-Usually 5- Fully
  • Presenter contact information:Dr. Barbara Walton, MCC, barbara@loveconnoisseur.com +1 (816) 456-6380 Diane Brennan, MCC diane@coachdiane.com +1 (520) 797-6645 Anne Choquette, PCC, anne@annechoquette.com +1 (514) 578-7373 The ICF values your feedback. Please take a moment to complete an evaluation form and return it to the room host located at the back of the room.