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Plugged-In
VIRTUAL TEAMS
Prof. Terri Griffith, Ph.D.
Santa Clara University
TerriGriffith
The Plugged-In Manager
Zappos Warehouse

TerriGriffith.com/blog
http://www.flickr.com/photos/methodshop/74
00998710

http://www.flickr.com/photos/methodshop/7400998710
Some rights reserved by silas216acit
Individuals
Managers
Organizations
Work
Teams
Organizations
Faster
Easier to
Implement
More Effective
People
Technology
Organization
Stop
Look
Listen
People
Cover All Roles

Task
Communication

Process
Technology
Organization
3 Practices of
Plugged-In Managers
Stop
Look
Listen
Mixing
http://www.flickr.com/photos/methodshop/74
00998710
Sharing
Production Exercise
Location
“One Team, Many Places”
Technology
Tools

Membership

Work Process

Meetings

Organizational
Practices

People
Technology
Tools

Membership

Work Process

Meetings

Organizational
Practices

People

Profiles

Longevity

Task
Process
...
Unique

Shared

Common
Shared

All There is to Know
Selection

All There is to Know

Common
Selection & Biases

All There is to Know

Common
Use Teams When You Need Them

Build True Teams
Why/When Teams?
Time
Need Information
Need Commitment
Can Afford
Plugged-In
VIRTUAL TEAMS
TerriGriffith #PIM
The Plugged-In Manager
http://alvar-extra.a-blast.org/plat_forms/img/1024/team_9-2.jpg
Ab v teamsday2
Ab v teamsday2
Ab v teamsday2
Ab v teamsday2
Ab v teamsday2
Ab v teamsday2
Ab v teamsday2
Ab v teamsday2
Ab v teamsday2
Ab v teamsday2
Ab v teamsday2
Ab v teamsday2
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Ab v teamsday2

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  • http://www.santaclarabroncos.com/sports/w-soccer/2010-11/releases/201011047xfcl7
  • http://www.nasaimages.org/luna/servlet/detail/nasaNAS~9~9~58161~162005:NASA personnel & contractors supporting a high school microgravity competition
  • http://alvar-extra.a-blast.org/plat_forms/img/1024/team_9-2.jpg“"Plat_Forms" is a contest and competition in which top-class teams of three programmers compete to implement the same requirements for a web-based system within two days, using different technology platforms (e.g. Java, .NET, Perl, PHP, Python, Ruby, Scala, Smalltalk, JavaScript or what-have-you).” 2007
  • Moved away from drop shipping as they realized that their entire strategy should be built around Wow! Customer service.Eventually this led to them running their own fulfillment center right next to UPS in Kentucky – It’s all about reliability and speed.Random storage of items on human-sized racks – random so people can quickly differentiate the product they are looking for as they reach the location.Each item is individually marked with a license plate number so it can be tracked as it goes and and if it comes back.Employee excursions from HQ to the Fulfillment center are vice versa
  • The joy of something like an iPhoneMany people say that the great success of Apple is do to the tight integration of their hardware and services and how they work with, rather than against us."iPhone 4 32GB Black" by Yutaka Tsutano (www.flickr.com/photos/ivyfield/4731067532) CC by 2.0, Derivative (?)http://www.flickr.com/photos/ivyfield/4731067532Cropped left and right sides, blank space
  • The irritation of our scanning systems.TSA apparently lack of consideration of all the stakeholders in the security system and how they would be affected by the new tools and procedures. http://www.flickr.com/photos/silas216/2562216351/sizes/m/in/photostream/
  • No single technology tool can be a success, no single organizational practice change can be a success. We need to design our work as systems.We’ve known this since the 1950s if not before. Some No Silver (Magic Bullets)The interviews and research I’ve done suggest that there are three practices that plugged-in managers follow:Stop-Look-Listen: Be reflective about your needs and options, then listen to feedback as you take your first steps.Mixing: Create an alignment of people, technology tools, and organizational process that works for the given situation.Sharing: Practicing plugged-in management in public through modeling, being explicit about your methods, mentoring others as they try the plugged-in approach on their own.
  • Some individual contributors, managers, and organizations – just get that silver bullets won’t work – they are plugged-in. A couple of examples:
  • If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
  • 3 Dimensions, 3 practices
  • If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
  • <div xmlns:cc="http://creativecommons.org/ns#" about="http://www.flickr.com/photos/tomsaint/2704340171/"><a rel="cc:attributionURL" href="http://www.flickr.com/photos/tomsaint/">http://www.flickr.com/photos/tomsaint/</a> / <a rel="license" href="http://creativecommons.org/licenses/by/2.0/">CC BY 2.0</a></div>
  • If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
  • Stop-look-listen = recognition
  • Keith Glynn & Tony HsiehMoved away from drop shipping as they realized that their entire strategy should be built around Wow! Customer service.Eventually this led to them running their own fulfillment center right next to UPS in Kentucky – It’s all about reliability and speed.Random storage of items on human-sized racks – random so people can quickly differentiate the product they are looking for as they reach the location.Each item is individually marked with a license plate number so it can be tracked as it goes and and if it comes back.Employee excursions from HQ to the Fulfillment center are vice versa
  • If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
  • Just like these ingredients on their own don’t make a chocolate chip cookiehttp://www.flickr.com/photos/14657061@N00/5606687561/sizes/m/in/photostream/
  • The joy of something like an iPhone http://www.flickr.com/photos/methodshop/7400998710Many people say that the great success of Apple is do to the tight integration of their hardware and services and how they work with, rather than against us."iPhone 4 32GB Black" by Yutaka Tsutano (www.flickr.com/photos/ivyfield/4731067532) CC by 2.0, Derivative (?)http://www.flickr.com/photos/ivyfield/4731067532Cropped left and right sides, blank space
  • If you address all three dimensions and follow three simple practices – your work, your team, and your organizations will benefit.
  • Northcraft, G.B., Griffith, T.L., & Fuller, M.A. (2006). Virtual study groups: A challenging centerpiece for “working adult” management education. In S.P. Ferris (Ed.), Teaching and learning with virtual teams. Hershey, PA: Idea Group. 131-157.
  • Core, Adjunct, Network
  • http://www.terrigriffith.com/blog/2009/12/17/one-team-many-places-microsoft/
  • http://facilitate.com/blog/index.php/2010/11/selecting-virtual-meeting-technology-for-interactive-meetings/
  • http://facilitate.com/blog/index.php/2010/11/selecting-virtual-meeting-technology-for-interactive-meetings/
  • http://alvar-extra.a-blast.org/plat_forms/img/1024/team_9-2.jpg“"Plat_Forms" is a contest and competition in which top-class teams of three programmers compete to implement the same requirements for a web-based system within two days, using different technology platforms (e.g. Java, .NET, Perl, PHP, Python, Ruby, Scala, Smalltalk, JavaScript or what-have-you).” 2007
  • Transcript of "Ab v teamsday2"

    1. 1. Plugged-In VIRTUAL TEAMS Prof. Terri Griffith, Ph.D. Santa Clara University TerriGriffith The Plugged-In Manager
    2. 2. Zappos Warehouse TerriGriffith.com/blog
    3. 3. http://www.flickr.com/photos/methodshop/74 00998710 http://www.flickr.com/photos/methodshop/7400998710
    4. 4. Some rights reserved by silas216acit
    5. 5. Individuals Managers Organizations
    6. 6. Work Teams Organizations
    7. 7. Faster Easier to Implement More Effective
    8. 8. People Technology Organization
    9. 9. Stop Look Listen
    10. 10. People
    11. 11. Cover All Roles Task Communication Process
    12. 12. Technology
    13. 13. Organization
    14. 14. 3 Practices of Plugged-In Managers
    15. 15. Stop Look Listen
    16. 16. Mixing
    17. 17. http://www.flickr.com/photos/methodshop/74 00998710
    18. 18. Sharing
    19. 19. Production Exercise
    20. 20. Location
    21. 21. “One Team, Many Places”
    22. 22. Technology Tools Membership Work Process Meetings Organizational Practices People
    23. 23. Technology Tools Membership Work Process Meetings Organizational Practices People Profiles Longevity Task Process Social Dashboard Commitment to check-in Core Adjunct Network On Screen Notes Rotate Note Taker Agenda Small Number of Key People to Task
    24. 24. Unique Shared Common Shared All There is to Know
    25. 25. Selection All There is to Know Common
    26. 26. Selection & Biases All There is to Know Common
    27. 27. Use Teams When You Need Them Build True Teams
    28. 28. Why/When Teams? Time Need Information Need Commitment Can Afford
    29. 29. Plugged-In VIRTUAL TEAMS TerriGriffith #PIM The Plugged-In Manager
    30. 30. http://alvar-extra.a-blast.org/plat_forms/img/1024/team_9-2.jpg
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