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Design the team you need to succeed

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Given at UXDC
From Starchitects to Design Gurus, the lone designer-hero has been our model for creating impact. But it’s a complete lie. The complex software, smart devices and connected information environments we create require multidisciplinary teams. So we must spend a lot of time getting teamwork right, right?

Sadly, no.

Instead we rip job descriptions off the web, throw people together without preamble, simmer in passive-aggressive discontent until we eventually fire the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits.

It’s time to give teams the same attention and craft we give our products. Christina will share the lessons from top companies in the Silicon Valley for you to take back to your teams. It doesn’t matter if you are a manager or a peer leader, these approaches will make your team thrive. Awesome products come from awesome teams, so it’s time to stop doing business as usual and design a team for impact.

Published in: Business
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Design the team you need to succeed

  1. 1. Design the Team you Need to Succeed Christina Wodtke Author of Radical Focus and more Associate Professor at California College of the Arts and Stanford Continuing Education
  2. 2. Never take the package deal In our field
  3. 3. If you are making something more complicated than a chair, you need a team
  4. 4. Every success needs a GREAT team And great teams are diverse
  5. 5. If you don’t design, you default.
  6. 6. Unspoken Expectations Clash
  7. 7. If you don’t design, you default.
  8. 8. Workgroup
  9. 9. Not all efforts need teams Characteristics of a Work Group: • Strong, clearly focused leader • Individual accountability • Individual work- products • Measures its effectiveness indirectly by its influence on others (e.g financial performance of the business) • Discusses, decides, and delegates The Wisdom of Teams Jon R. Katzenbach and Douglas K. Smith
  10. 10. Who goes in a workgroup?
  11. 11. Position Profile •Define the role •Define the skills •Create the profile •Use the profile in reviews and 1:1s
  12. 12. If you don’t design, you default.
  13. 13. What is a team? • Common PURPOSE • Performance GOALS • Complimentary SKILLS • Mutual ACCOUNTABILITY The Wisdom of Teams Jon R. Katzenbach and Douglas K. Smith
  14. 14. Common Purpose, Performance Goals Set OKRS
  15. 15. OKRs O: Qualitative goal (common purpose) KR: Success criteria (performance goals)
  16. 16. O: Book is available and generating buzz •Kr: Review copies out to beta customers and 100 influencers resulting in 5 reviews of 4< stars •Kr: Sales of 1K •Kr: 5 cold leads for talks/workshops from book
  17. 17. Complimentary skills
  18. 18. Mutual Accountability
  19. 19. Collective i.e. Non-dysfunctional team
  20. 20. Bruce Tucker ‘Developmental sequence in small groups’
  21. 21. Characteristics of a Collective: • Shared leadership roles • Individual and mutual accountability Specific team purpose that the team itself delivers • Collective work-products • Encourages open-ended discussion and active problem- solving meetings • Measures performance directly by assessing collective work- products • Discusses, decides, and does real work together The Wisdom of Teams Jon R. Katzenbach and Douglas K. Smith
  22. 22. Learning Team Or Lean Team
  23. 23. Experiential Learning From Ed Batista http://www.edbatista.com/2007/10/experiential.html
  24. 24. teIam
  25. 25. Stages of Team building
  26. 26. Set Expertise Roles
  27. 27. Set Informal Roles • Facilitator • Tie-Breaker • Spokesperson • Schedule Keeper • Office Housework If you don’t design, you default.
  28. 28. Design Norms If you don’t design, you default
  29. 29. Norms Exercise • Think of a great team. Write down three things that made it great. • Think of a dreadful team. Write down three things that made is horrid. • Get in groups, and share. • Make rules for how you wish to work together
  30. 30. Two kinds of feedback
  31. 31. Fast Feedback But not too fast
  32. 32. Short Cycles Reduce quantity of information Reduce gap between action and evaluation Reduce stakes Actionable Memorable Iterative
  33. 33. Feedback Loop
  34. 34. Feedback Loop
  35. 35. When you behavior I reaction and it consequences. What can we do about this?
  36. 36. Team Feedback Feedback fast and slow
  37. 37. retrospective Fast and frequent
  38. 38. Team Check In Every 1-3 months
  39. 39. Epathy Warm up Sometimes I pretend Sometimes I’m afraid Sometimes I wonder Sometimes I try
  40. 40. Carbon Five Dartboard • http://blog.car bonfive.com/2 015/07/29/the- product- dartboard/
  41. 41. Jherin Miller
  42. 42. Thank You @cwodtke | me@cwodtke.com www.cwodtke.com CHRISTINA WODTKE

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