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Kernox 4-D Presentation-110115

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Introductory presentation on developing High Performance Teams by tapping the power of "team social context." By focusing on the often unseen (and hence risk-laden) social context in teams, …

Introductory presentation on developing High Performance Teams by tapping the power of "team social context." By focusing on the often unseen (and hence risk-laden) social context in teams, organizations can multiply the effectiveness of their teams and the people who lead them.


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  • Context has a greater impact on performance than individual competencies.“Half the cost of a project is socially determined.” We can deal with these costs only by acknowledging and addressing these social factors.Unfortunately the attention of highly competent engineers and managers are only on technical problems and technical solutions. They brush aside the less tangible issues that affect performance. Where does majority of L&D interventions focus?Most of the training programs available today address competencies and attitudes at the individual level.The belief is that by changing individuals we can bring about change at the system level. This at first appears to be more human, more humane, because it talks about developing individual potential, self-actualization etc. But the reality is that it is much easier to bring about change by changing the context rather than changing individuals. There are several cases where a government owned company that was in deep trouble was privatized and turned around within a very short time. In many of these cases, the companies did not fire the old people and hire new people. Much better results were delivered by the same old people in the changed context. Many employees who are frustrated and underperforming in a particularly department or company start performing at a much higher level when they shift to another department or company. What has changed is only the “team social context.”Further evidence – There is enough experience-based knowledge available to show that context has a much more important role on performance than individual attitudes and competencies. (explain depending on time available.) In 1986, Challenger space shuttle took off from Kennedy Space Station. After 73 seconds the shuttle exploded killing all seven astronauts and destroying a billion dollar machine. The whole world was watching this on TV, because this was America’s “teacher is space program”. One of the astronauts, Christa McAuliffe, was a school teacher and she would be up there teaching school children from space. It ended in tragedy. The mechanical cause of the accident was a faulty O-ring. The deeper causes were social causes. The failure review board clearly identified faulty communication in the organizations responsible for this project – NASA and the contractors, Morton Thiokol. The same was the case with Columbia space shuttle disaster, which happened in 2003. Many Indians remember this, because one of the astronauts was KalpanaChawla, who studied at Punjab Engineering College before going to the US for higher studies. A very recent case is the Oil Spill in the Gulf of Mexico, which was the largest spill in the history of the US. Estimates are upwards of $40 billion. The reports of the review boards for each of these examples I mentioned are available on the Internet. Every review board has found that behind the immediate mechanical cause were deeper social context issues and failure of team work. Most companies recognize the importance of team work. But the methods used are ineffective. In spite of huge amounts being spent on developing team work, most organizations still struggle with teamwork issues.Why? The reason is a flawed approach adopted for developing teams. I have seen many companies sponsoring their employees for expensive team building programs conducted by prestigious management institutes. The programs are rated well by the participants, but there is hardly any real impact. Why?
  • Transcript

    • 1. Building High Performance
      Teams
      www.
      .com
    • 2. “Half the cost of a project is socially determined!”
      Dr. John Mather
      Nobel Laureate in Physics
      Chief Project Scientist for James Webb Space Telescope
      2
      www.kernox.com
    • 3. How to …
      Cut down project CostsImprove QualityDeliver Projects on ScheduleDevelop LeadersEnjoy your work
      High Performance
      3
      www.kernox.com
    • 4. Why High Performance?
      Unpredictable economy Adaptability & resilience are key attributes for success.
      Global competition Demands higher quality at lower costs.
      Shorter product lifecycles Innovation & speed in execution to stay ahead.
      Workforce mobility and changing aspirations New approaches to talent management.
      4
      www.kernox.com
    • 5. All work today gets done in teams.
      Image Courtesy: NASA Webb Telescope photo stream on Flickr
      http://www.flickr.com/photos/nasawebbtelescope/4812540689/in/photostream/
      5
      www.kernox.com
    • 6. All work today gets done in teams.
      Hence, get team development right!
      Image Courtesy: NASA Webb Telescope photo stream on Flickr
      http://www.flickr.com/photos/nasawebbtelescope/4808868779/in/set-72157624209177339/
      6
      www.kernox.com
    • 7. 4-D System for enhancing team effectiveness  Rooted in Experience
      7
      www.kernox.com
    • 8. Hubble Space Telescope
      8
      www.kernox.com
    • 9. Galaxy M100
      Image with HST’s flawed primary mirror
      Galaxy M100
      Image after HST Servicing Mission
      9
      www.kernox.com
    • 10. Context has a greater impact on performance than individual competencies.Further evidence: Challenger, Columbia, transformation of Korean Air, Gulf of Mexico Oil SpillBut where does majority of HR / T&D interventions focus?
      10
      www.kernox.com
    • 11. Acknowledge and manage “team social context”.
      11
      www.kernox.com
    • 12. How? 4-D System
      12
      www.kernox.com
    • 13. "The compelling thing about Charlie Pellerin’s 4-D System is that it works. As a senior NASA leader, I witnessed a literal transformation as the 4-D system took root in our culture.”
      Rex D. Geveden
      Former NASA Chief Engineer
      13
      www.kernox.com
    • 14. Evidence for EffectivenessTeams move up on the performance scale
      First Assessment
      scores
      Data from a sample of 198 NASA teams
      Re-assessment
      scores
      Source: HNBT, 2009
      Low Performance Teams
      High Performance Teams 
    • 15. Teams Have Used 4-D System to …
      Improve risk management in complex projects.
      Improve trust / relations within and between teams.
      Build customer-responsiveness.
      Prepare winning proposals by understanding and responding to the lead culture of customer organizations.
      15
      www.kernox.com
    • 16. What is 4-D System?
      A set of processes, tools and services to measure, benchmark & improve the team social context, thereby enhancing performance.
      16
      www.kernox.com
    • 17. Learning transfer is the main challenge in traditional L&D.
      4-D taps the power of real work context to accelerate learning and bring about observable behavioral change.
      17
      www.kernox.com
    • 18. Two sides of the same coin
      Team Development
      Leadership Development
      18
      www.kernox.com
    • 19. Addressing important human needs at work
      “Cultivating”
      We need to feel appreciated
      “Visioning”
      We need a hopeful future
      “Directing”
      We need to see results (execution)
      “Including”
      We need to feel we belong
      19
      www.kernox.com
    • 20. Low Performance Context
      Blind (ungrounded) optimism; Lofty goals with no commitment
      Unappreciated;
      Constantly in conflict
      Poor execution (Lots of drama: victim, blaming);
      Disorganized (no clarity)
      Lack of inclusion;
      Low level of trust
      High Performance Team Social Context
      20
      www.kernox.com
    • 21. High Performance Context
      Well-founded optimism;
      Visionary goals with full commitment
      Mutual Respect;
      Willing collaboration
      Appropriate inclusion;
      Authentic self expression;
      High level of trust
      Great execution
      (no drama);
      Clear RAA (Roles, Accountability & Authority)
      21
      www.kernox.com
    • 22. Transforming Teams
      Grounded Optimism
      High Commitment
      Mutual Respect
      Collaboration
      Blind Optimism
      Low Commitment
      Unappreciated
      Constant Conflict
      No Drama
      Clear RAAs
      Feel Included
      High Trust
      Victims/Blamers
      Disorganized work
      Feel Disincluded
      Low Trust
      Low Performance
      High Performance
      22
      www.kernox.com
    • 23. Conceptual Foundation
      Intuition
      Visioning
      Cultivating
      Feeling
      Thinking
      Including
      Directing
      Sensing
      23
      www.kernox.com
    • 24. Offerings in the 4-D System
      TDA
      IDA
      Coaching
      Workshop
      www.kernox.com
      24
    • 25. “The 4-D assessment methodology, honed through 15 years of teambuilding with NASA project, engineering, and management teams, has the potential to improve team performance in almost any enterprise.”
      Dr. Anthony J. CalioFormer VP & GM, Raytheon Corporation
      www.kernox.com
      25
    • 26. “Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.”
      Margaret Mead Anthropologist
      www.
      .com
      Thank You
      www.kernox.com
      26

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