Mark Levison!
@mlevison!
mark@agilepainrelief.com

The Magic and
Science of Teams

Is there a Science
of Teams?
Stop Stumbling on Your Way to
High Performance Teams
“People Working on the Same Product but not
Collaborating are Essentially Working Separate
Tandem Products”
–Ben Waber, Pe...
Myths or Facts
❖

Scrum is tool for creating a high performance teams!

❖

Video Conference Tools are as good as face to f...
Benefits

Teams form faster

ication
Commun
Patterns

Cohes
ion

Understand
why
Coffee Brea
ks
are importa

nt

se less
You...
Background	
  
15	
  min
4	
  Segments	
  
10-­‐15	
  min
Presentation

Discussion

Plays	
  
10	
  min

Wrapup
Your Plays
Background
Performance

Picture: Copyright Berteig Consulting Inc.
www.berteigconsulting.com
High Performance Teams
• Small number of people with • Committed to a common approach
which 	
  	
  
complementary skills....
7 +/- 2

Go to Flip Chart - Draw out 5 and 9
Many of our behaviours evolved pre-language and still need to be supported today. We evolved with face to face communicati...
Contubernium or Section

Section - Unit of 8 recruits, Shared a tent, fought together, also **socialized, played together*...
>10?

❖

Draw a flip chart

n (n - 1) / 2
Social Costs

❖

1hr per day?!

❖

How many?!

❖

Who?

Maintaining the social relationships - comes at a high cost.
Prepare Your Play
Prepare Your Play
Cohesive Networks
Cohesive Networks

VS.
Single biggest effect on productivity and stress - cohesion. About 30 times more important than experience. - Ben Waber Pe...
Cohesive networks create high trust because the constant stream of information exchanged about your close contacts. This c...
Shared Language

…and Shortcuts are part of what enables a cohesive team to get work done more quickly.
Weakness - cohesive networks share many assumptions that don’t always get challenged. They can become insular believing in...
Prepare Your Play
Prepare Your Play
Deception

Lies that are commit
Cohesive networks have additional advantage that news travels fast. When someone is having a down day that news spreads ar...
Neither formal corporate meetings nor chatting at desks increased cohesion
Instead it was overlapping break time and lunches.
What matters - having a water cooler/common coffee place. Having common breaks. Finally a longer lunch table. The longer l...
Team Working Agreements

ectives
All Persp
are good

nch
Team Lu
Day

Daily Scrum
Time

Headp
hones
off
time

Definition
o...
Prepare Your Play
Prepare Your Play
Communication Patterns
From

to

From Broken to Well Connected
Information derived informally or by using Sociometric badges.

!

Informal - tell...
Key Measures
❖

Energy Level!

❖

Engagement!

❖

Exploration!

❖

Content

Source: The New Science of Building Great Team...
Story about a German bank where the communication among team members was almost entirely over email. Their goal was to a l...
Qualities
❖

~35%!

❖

1 on 1!

❖

Whole Group

• 35% of variation in team performance account for by number of face to fa...
Social Time

Social time accounts for more than 50% of positive changes in communication patterns. Conversations happened ...
Prepare Your Play
Prepare Your Play
Isolated? Why?

• Are they trying to contribute and being ignored
• Do they cut off others? Do they discourage listening?
...
Coach The Team

…not the individuals
Tactics
❖

Seating!

❖

Model!

❖

Feedback!

❖

Change Membership?
Prepare Your Play
Prepare Your Play
Perform
References
❖

“People Analytics” - Ben Waber!

❖

“The New Science of Building Great Teams” Alex
“Sandy” Pentland!

❖

“Th...
Magic and Science of Teams
Upcoming SlideShare
Loading in …5
×

Magic and Science of Teams

1,212 views

Published on

The intersection of Agile/Scrum and the Behavioural Psychology of Teams. There is a science behind building teams. This presentation outlines **some** of it.

Published in: Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,212
On SlideShare
0
From Embeds
0
Number of Embeds
447
Actions
Shares
0
Downloads
7
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Magic and Science of Teams

  1. 1. Mark Levison! @mlevison! mark@agilepainrelief.com The Magic and Science of Teams Is there a Science of Teams?
  2. 2. Stop Stumbling on Your Way to High Performance Teams
  3. 3. “People Working on the Same Product but not Collaborating are Essentially Working Separate Tandem Products” –Ben Waber, People Analytics
  4. 4. Myths or Facts ❖ Scrum is tool for creating a high performance teams! ❖ Video Conference Tools are as good as face to face! ❖ Coffee Breaks! ❖ Face to Face Communication Matters! ❖ Put People in Room and You get a Team! ❖ Social Talk! ❖ Constraints harm Teams! ❖ Teams need saving from Cowboy’s
  5. 5. Benefits Teams form faster ication Commun Patterns Cohes ion Understand why Coffee Brea ks are importa nt se less You will lo ha ir
  6. 6. Background   15  min 4  Segments   10-­‐15  min Presentation Discussion Plays   10  min Wrapup
  7. 7. Your Plays
  8. 8. Background
  9. 9. Performance Picture: Copyright Berteig Consulting Inc. www.berteigconsulting.com
  10. 10. High Performance Teams • Small number of people with • Committed to a common approach which      complementary skills. ! – Requires all team members to contribute • Committed to a common equally (effort not skill) ! purpose ! – Demands open interaction ! • Have a specific and – Uses Fact based problem solving ! challenging performance goal. ! – Uses results based evaluation ! • Mutual Accountability – Provides for modification and improvement over time ! – Seeks fresh input and perspectives systematically from outside the team Derived from “The Wisdom of Teams” ! by Jon Katzenbach and Douglas Smith
  11. 11. 7 +/- 2 Go to Flip Chart - Draw out 5 and 9
  12. 12. Many of our behaviours evolved pre-language and still need to be supported today. We evolved with face to face communication and participating in small groups. Bonobo’s forage in groups of 6-7 for several days foraging.
  13. 13. Contubernium or Section Section - Unit of 8 recruits, Shared a tent, fought together, also **socialized, played together** - basically they did everything together. Militaries since that time have **often** had similar sized units.
  14. 14. >10? ❖ Draw a flip chart n (n - 1) / 2
  15. 15. Social Costs ❖ 1hr per day?! ❖ How many?! ❖ Who? Maintaining the social relationships - comes at a high cost.
  16. 16. Prepare Your Play
  17. 17. Prepare Your Play
  18. 18. Cohesive Networks
  19. 19. Cohesive Networks VS.
  20. 20. Single biggest effect on productivity and stress - cohesion. About 30 times more important than experience. - Ben Waber People Analytics.
  21. 21. Cohesive networks create high trust because the constant stream of information exchanged about your close contacts. This creates the high level of trust required for great teams.
  22. 22. Shared Language …and Shortcuts are part of what enables a cohesive team to get work done more quickly.
  23. 23. Weakness - cohesive networks share many assumptions that don’t always get challenged. They can become insular believing in themselves more than is healthy.
  24. 24. Prepare Your Play
  25. 25. Prepare Your Play
  26. 26. Deception Lies that are commit
  27. 27. Cohesive networks have additional advantage that news travels fast. When someone is having a down day that news spreads around the team rapidly. Net result they benefit far sooner from peer support and understanding.
  28. 28. Neither formal corporate meetings nor chatting at desks increased cohesion
  29. 29. Instead it was overlapping break time and lunches.
  30. 30. What matters - having a water cooler/common coffee place. Having common breaks. Finally a longer lunch table. The longer lunch table helps because it makes it possible for a team to sit together and for a couple of outsiders to join them.
  31. 31. Team Working Agreements ectives All Persp are good nch Team Lu Day Daily Scrum Time Headp hones off time Definition of Done pinions Diverse O d Welcome Scrum Teams need to establish working agreements - what can you establish to support that will help support cohesion
  32. 32. Prepare Your Play
  33. 33. Prepare Your Play
  34. 34. Communication Patterns
  35. 35. From to From Broken to Well Connected Information derived informally or by using Sociometric badges. ! Informal - tell people what you’re doing. Of the course of a few days draw simple matrix - record the number of exchanges between two people, the evenness, the flow and quality. Record using a simple table - use it draw a simple graph.
  36. 36. Key Measures ❖ Energy Level! ❖ Engagement! ❖ Exploration! ❖ Content Source: The New Science of Building Great Teams. by Alex “Sandy” Pentland. • Energy level as measured by the number of exchanges among team members. An exchange is a comment with an acknowledgement. • Engagement the average energy between team members should be roughly equal. On teams where exchanges are unequal poorer decisions were made. This is especially true on distributed teams. • Exploration is conversation outside the team - most important for creative teams (i.e. all of software development) which need a regular dose of fresh perspectives • The content isn’t as important as the fact the conversations happened.
  37. 37. Story about a German bank where the communication among team members was almost entirely over email. Their goal was to a launch a new product and the results were considered disastrous. Video discussions are count to some degree but not anywhere near as much
  38. 38. Qualities ❖ ~35%! ❖ 1 on 1! ❖ Whole Group • 35% of variation in team performance account for by number of face to face exchanges. • 1 on 1 or very small group - in depth • Whole Group - brief to the point statements • Rough balance between whole group and one-on-one
  39. 39. Social Time Social time accounts for more than 50% of positive changes in communication patterns. Conversations happened on breaks at water cooler, coffee machine and in the lunch space. Back to those long lunch tables. Sadly beer at the pub and formal organized offsite events had limited effect. ! Many of the conversations were not about work. Non work conversations helped to build trust. Sadly some organizations discourage conversations outside of work.
  40. 40. Prepare Your Play
  41. 41. Prepare Your Play
  42. 42. Isolated? Why? • Are they trying to contribute and being ignored • Do they cut off others? Do they discourage listening? • Do they only talk to one other team member? • Do they face other people in meetings or try to hide physically? • Do they speak loudly enough? • Is someone else in their team dominant? • Do their peers consider them competent?
  43. 43. Coach The Team …not the individuals
  44. 44. Tactics ❖ Seating! ❖ Model! ❖ Feedback! ❖ Change Membership?
  45. 45. Prepare Your Play
  46. 46. Prepare Your Play
  47. 47. Perform
  48. 48. References ❖ “People Analytics” - Ben Waber! ❖ “The New Science of Building Great Teams” Alex “Sandy” Pentland! ❖ “The Wisdom of Teams” - Jon R. Katzenbach and Douglas K. Smith ! ❖ ❖ “Leading Teams” - Richard Hackmann! “The Wisdom of Teams” - James Surowiecki

×