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New	Research	Reveals	Surprising	Truths	
About	Why	Some	Work	Groups	Thrive	
and	Others	Falter	
	
Excerpts	from	and	comments...
CompeGGve	Advantage	and	Team	
Performance	
	
“Many	of	today’s	most	valuable	firms	have	come	to	
realize	that	analyzing	and	...
Keys	to	Improving	Teams	
Research	of	teams	at	Google	found	3	keys…	
1.  Understanding	and	influencing	group	norms	
2.  What...
Two	Most	Important	Behaviors	
1.  Members	spoke	roughly	in	the	same	
propor@on	–	“equality	in	distribu@on	of	
conversa@ona...
Why	it	works…	
“…conversa@onal	turn	taking	and	empathy	–	are	
part	of	the	same	unwriVen	rules	we	turn	to,	as	
individuals,...
Comparison:	Safe	vs.	ExhausGng		
1.  (SAFE)	Team	leader	who	is	direct	and	
straighgorward,	crea@ng	a	safe	place	to	take	
r...
What	Works	vs.	What	Detracts	
Works:	
•  Making	sure	the	team	has	clear	goals	
•  Crea@ng	a	culture	of	dependability	
	
De...
On	YOUR	Teams…	
Are	YOUR		team	members:	
•  Free	enough	to	share	the	things	that	scare	them	
without	fear	of	recrimina@on?...
How	Can	You	Know?	
1.  If	you	are	trying	to	gauge	the	human	process	
interac@ons	on	the	team	–	use	a	survey	to	
uncover	gr...
SUMMARY	
•  Team	process	(“human	process	interac@ons”	
on	teams)	is	cri@cal	to	team	performance	
•  For	20	years	ITAP	has	...
Team Process Questionnaire™
(TPQ) Usage
Organizational
Development
•  Change Management
•  Executive Team
Development
•  G...
Iteration 5
Iteration 4
Iteration 3
Iteration 2
Iteration 1
Explanations of charts…
Dimension Averages (2 chart types)
Ite...
Agreement
(About Successes)
Importance of team to company’s
future success
Absence of power control issues
Ability to expr...
Improve	Your	Team’s	Performance	
•  Ordering a team assessment:
q  Call ITAP: 1.215.860.5640
q  Each team member will rece...
•  The Culture in the Workplace Questionnaire™ (CWQ)
For Individuals and Teams:
•  Global Team Process Questionnaire™ (GTP...
Many Cultures, One Team
•  Learn more about team success in Many
Cultures, One Team by Catherine Mercer
Bing (2015)
•  Ent...
Catherine Mercer Bing
Managing Director
ITAP Americas, Inc.
ITAP International, Inc.
353 Nassau Street, 1st floor
Princeto...
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New Research Reveals Surprising Truths About Why Some Work Groups Thrive and Others Falter

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Excerpts from and comments about the Feb 25th, 2016, NY Times Magazine article “What Google Learned From Its Quest to Build the Perfect Team” by Charles Duhigg.

Published in: Leadership & Management
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New Research Reveals Surprising Truths About Why Some Work Groups Thrive and Others Falter

  1. 1. New Research Reveals Surprising Truths About Why Some Work Groups Thrive and Others Falter Excerpts from and comments about the Feb 25th 2016 NY Times Magazine ar@cle “What Google Learned From Its Quest to Build the Perfect Team” by Charles Duhigg
  2. 2. CompeGGve Advantage and Team Performance “Many of today’s most valuable firms have come to realize that analyzing and improving individual workers — a prac@ce known as ‘employee performance op@miza@on’ — isn’t enough. As commerce becomes increasingly global and complex, the bulk of modern work is more and more team-based.” © 2016 ITAP International, Inc. All Rights Reserved. 2 SOURCE: hVp://www.ny@mes.com/2016/02/28/magazine/what- google-learned-from-its-quest-to-build-the-perfect-team.html? _r=0
  3. 3. Keys to Improving Teams Research of teams at Google found 3 keys… 1.  Understanding and influencing group norms 2.  What differen@ated good teams from dysfunc@onal ones was how team members treated each other 3.  The “right norms” could raise the groups “collec@ve intelligence” © 2016 ITAP International, Inc. All Rights Reserved. 3 SOURCE: hVp://www.ny@mes.com/2016/02/28/magazine/what- google-learned-from-its-quest-to-build-the-perfect-team.html? _r=0
  4. 4. Two Most Important Behaviors 1.  Members spoke roughly in the same propor@on – “equality in distribu@on of conversa@onal turn-taking” 2.  All good teams had at least “average social sensi@vity” – skill at intui@ng how others felt based on their tone of voice, their expressions and other nonverbal cues Both are aspects of what is known as “psychological safety” © 2016 ITAP International, Inc. All Rights Reserved. 4 SOURCE: hVp://www.ny@mes.com/2016/02/28/magazine/what- google-learned-from-its-quest-to-build-the-perfect-team.html? _r=0
  5. 5. Why it works… “…conversa@onal turn taking and empathy – are part of the same unwriVen rules we turn to, as individuals, when we need to establish a bond.” SOURCE: MaV Sakaguchi (at Google) GOOGLE FINDING: On the best teams, members listen to one another and show sensiGvity to feelings and needs. © 2016 ITAP International, Inc. All Rights Reserved. 5 SOURCE: hVp://www.ny@mes.com/2016/02/28/magazine/what- google-learned-from-its-quest-to-build-the-perfect-team.html? _r=0
  6. 6. Comparison: Safe vs. ExhausGng 1.  (SAFE) Team leader who is direct and straighgorward, crea@ng a safe place to take risks OR 2.  (EXHAUSTING) A team leader with poor emo@onal control who panics over small issues and keeps trying to grab control © 2016 ITAP International, Inc. All Rights Reserved. 6 SOURCE: hVp://www.ny@mes.com/2016/02/28/magazine/what- google-learned-from-its-quest-to-build-the-perfect-team.html? _r=0
  7. 7. What Works vs. What Detracts Works: •  Making sure the team has clear goals •  Crea@ng a culture of dependability Detracts: •  Fights over leadership •  Tendency to cri@que •  Feeling scared to disagree © 2016 ITAP International, Inc. All Rights Reserved. 7 SOURCE: hVp://www.ny@mes.com/2016/02/28/magazine/what- google-learned-from-its-quest-to-build-the-perfect-team.html? _r=0
  8. 8. On YOUR Teams… Are YOUR team members: •  Free enough to share the things that scare them without fear of recrimina@on? •  Able to talk about what is messy or sad? •  Able to have hard conversa@ons with colleagues who are driving us crazy? What scares us, what is messy or sad and colleagues who are driving us crazy all negaGvely impact efficiency. © 2016 ITAP International, Inc. All Rights Reserved. 8 SOURCE: hVp://www.ny@mes.com/2016/02/28/magazine/what- google-learned-from-its-quest-to-build-the-perfect-team.html? _r=0
  9. 9. How Can You Know? 1.  If you are trying to gauge the human process interac@ons on the team – use a survey to uncover group norms 2.  Measure change/improvement over@me Measure What is Most Relevant... –  Are you measuring team interac@ons (human process interac@ons)? –  Are you measuring what makes teams effec@ve? © 2016 ITAP International, Inc. All Rights Reserved. 9
  10. 10. SUMMARY •  Team process (“human process interac@ons” on teams) is cri@cal to team performance •  For 20 years ITAP has had one of the few instruments that measures human process interac@ons and their impact on team performance over @me. •  See the following slides for more informa@on on ITAP’s Team Process Ques@onnaires (TPQs). © 2016 ITAP International, Inc. All Rights Reserved. 10
  11. 11. Team Process Questionnaire™ (TPQ) Usage Organizational Development •  Change Management •  Executive Team Development •  Global Team Development •  Organizational Team Development (OTPQ) •  Action Learning (ALTPQ) Learning and Development •  Team Leader Development •  Team Member Development •  Global Team Development •  Project Management Other •  Division Comparisons •  Division/HQ Comparison •  Functional Teams •  Cross-functional •  Measuring Change 9over time) •  Virtual Team Alignment 11© 2016 ITAP International, Inc. All Rights Reserved.
  12. 12. Iteration 5 Iteration 4 Iteration 3 Iteration 2 Iteration 1 Explanations of charts… Dimension Averages (2 chart types) Iteration Comparisons (over time) Exec Overview Regularly track results over time Data comparisons Sample Team Graphics 12© 2016 ITAP International, Inc. All Rights Reserved.
  13. 13. Agreement (About Successes) Importance of team to company’s future success Absence of power control issues Ability to express ideas and opinions freely and openly Treating team members with dignity and respect Role/responsibility clarity Level of trust Disagreement (About the Need for Improvement) Opportunity to learn of comments about the work of the team Availability of resources Clarity of team objectives Ability of team members to step outside their areas of responsibility for the good of the global organization D Disagreement (About Successes) Whether team members have the necessary skills to resolve unexpected problems Agreement (About the Need for Improvement) Group communications Team effectiveness 1 3 4 2 Positive Results (High Average) Issues Identified (Low Average) Agreement (Low SD) Disagreement (High SD) Team Diagnosis Results Sample 13© 2016 ITAP International, Inc. All Rights Reserved.
  14. 14. Improve Your Team’s Performance •  Ordering a team assessment: q  Call ITAP: 1.215.860.5640 q  Each team member will receive a link to the Team Process Questionnaire (TPQ) q  The TPQ takes 20 minutes to complete q  The cost is $500 / team Inquire about licensing the TPQ and becoming certified in using this or other ITAP tools 14© 2016 ITAP International, Inc. All Rights Reserved.
  15. 15. •  The Culture in the Workplace Questionnaire™ (CWQ) For Individuals and Teams: •  Global Team Process Questionnaire™ (GTPQ) •  Organizational Team Process Questionnaire™ (OTPQ) •  Action Learning Team Process Questionnaire™ (ALTPQ) For Teams: •  E-Strategy Mapper •  TPQ Series of Tools •  CybeHRtools For Organizations: 15©2016 ITAP International, Inc. All Rights Reserved. ITAP Tools List
  16. 16. Many Cultures, One Team •  Learn more about team success in Many Cultures, One Team by Catherine Mercer Bing (2015) •  Enter promo code OneTeam to receive 20% off from Technics Publications website, http://www.TechnicsPub.com 16© 2016 ITAP International, Inc. All Rights Reserved.
  17. 17. Catherine Mercer Bing Managing Director ITAP Americas, Inc. ITAP International, Inc. 353 Nassau Street, 1st floor Princeton, NJ 08540 USA (W) 1.215.860.5640 http://www.itapintl.com 17© 2016 ITAP International, Inc. All Rights Reserved.

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