Developing Dynamic Team Cultures

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How do you win a complex competitive environment? Try creating a dynamic team culture.

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Developing Dynamic Team Cultures

  1. 1. Developing a Responsive and Dynamic Team Culture <ul><li>John Boyd, OODA, SEMCO </li></ul>
  2. 2. Why a Team Culture? <ul><li>Imagine a sports team (Basketball, Volleyball, Soccer) </li></ul><ul><li>Which teams are winners? </li></ul><ul><li>Why do they work cohesively? </li></ul>CULTURE: the set of shared attitudes, values, goals, and practices that characterizes an institution, organization or group.
  3. 3. There is Practiced Communication and Coordination <ul><li>Works with a common set of plays </li></ul><ul><li>Dynamic, can adjust to new situations that arrive </li></ul><ul><li>Different Roles but with a Common Goal in Mind. </li></ul>
  4. 4. A Responsive, Dynamic Game Play <ul><li>Get in the Decision Cycle and understand the OODA Loop (more on this later) </li></ul><ul><li>Work independently while having a common goal in mind </li></ul><ul><li>Practice Leverage and Efficiency </li></ul>
  5. 5. PART 1: The Decision Cycle <ul><li>OODA Loops and John Boyd </li></ul>
  6. 6. What’s an OODA Loop? <ul><li>OODA Means: </li></ul><ul><ul><li>Observe </li></ul></ul><ul><ul><li>Orient </li></ul></ul><ul><ul><li>Decide </li></ul></ul><ul><ul><li>Act </li></ul></ul><ul><li>Usually applied to the combat operations process </li></ul><ul><li>Developed by military strategist and USAF Colonel John Boyd. </li></ul><ul><li>Get in the Decision Cycle and understand the OODA Loop </li></ul>
  7. 7. Who’s John Boyd? <ul><li>United States Air Force fighter pilot and military strategist of the late 20th century </li></ul><ul><li>He was dubbed &quot;Forty Second Boyd&quot; for his standing bet as an instructor pilot </li></ul><ul><li>Beginning from a position of disadvantage, he could defeat any opposing pilot in air combat maneuvering in less than forty seconds. </li></ul><ul><li>Get in the Decision Cycle and understand the OODA Loop </li></ul>
  8. 8. On the OODA theory, &quot;Time is the dominant parameter. The pilot who goes through the OODA cycle in the shortest time prevails because his opponent is caught responding to situations that have already changed.” <ul><li>- Harry Hillaker (chief designer of the F-16) </li></ul>
  9. 9. OODA: Practical Example <ul><li>Observation: Read Emails, Understand the context of issues, Be in-the-know. </li></ul><ul><li>Orientation: Think- Knowing this, What do I need to do? </li></ul><ul><li>Decision: Given previous experiences, what are my alternatives? </li></ul><ul><li>Action: Choose an alternative and act on it. </li></ul><ul><li>Observation: the collection of data by means of the senses </li></ul><ul><li>Orientation: the analysis and synthesis of data to form one's current mental perspective </li></ul><ul><li>Decision: the determination of a course of action based on one's current mental perspective </li></ul><ul><li>Action: the physical playing-out of decisions </li></ul><ul><li>Get in the Decision Cycle and understand the OODA Loop </li></ul>
  10. 10. OODA: Practical Example 2 <ul><li>Observation: Email comes with feedback from the boss on a project or design </li></ul><ul><li>Orientation: Look at previous experiences with similar feedback. What did we do? </li></ul><ul><li>Decision: Choose among alternative courses of action. Think of alternative designs. </li></ul><ul><li>Action: Work on the project and/or send new designs choices. </li></ul><ul><li>Observation: the collection of data by means of the senses </li></ul><ul><li>Orientation: the analysis and synthesis of data to form one's current mental perspective </li></ul><ul><li>Decision: the determination of a course of action based on one's current mental perspective </li></ul><ul><li>Action: the physical playing-out of decisions </li></ul><ul><li>Get in the Decision Cycle and understand the OODA Loop </li></ul>
  11. 11. Remember: Observe and Orient = Situational Analysis <ul><li>Always Get FEEDBACK </li></ul><ul><li>Be Aware of the Context </li></ul><ul><li>Compare with previous experiences </li></ul>
  12. 12. The Faster the Decision Cycle, The Better we Adapt to changing dynamic situations.
  13. 13. Is OODA Effective? <ul><li>Millennium Challenge was a$500 million war game the Pentagon conducted in 2001 </li></ul><ul><li>It was considered elaborate dress rehearsal for the Iraq War, with one side &quot;playing&quot; the U.S. and another team playing Iraq -- and Iraq won. </li></ul><ul><li>A retired Marine Corps General named Paul Van Riper, played Saddam Hussein </li></ul><ul><li>Van Riper won by speeding up the game and getting into the decision cycle of his opponents. </li></ul><ul><li>(From Blink, by Malcolm Gladwell) </li></ul>
  14. 14. PART 2: Acting Independently <ul><li>Workplace Democracy, SEMCO and Ricardo Semler </li></ul>
  15. 15. Why Act Independently? <ul><li>Think of a Basketball team: </li></ul><ul><ul><li>A coach prepares the plays </li></ul></ul><ul><ul><li>The team executes </li></ul></ul><ul><ul><li>The point-guard starts it </li></ul></ul><ul><li>If something doesn’t go right with the play </li></ul><ul><ul><li>The team can adjust accordingly… </li></ul></ul><ul><ul><li>While still aiming for a score </li></ul></ul>2. Work independently while having a common goal in mind
  16. 16. “ Workplace Democracy” <ul><li>It it’s most radical form: </li></ul><ul><ul><li>is an arrangement which involves workers making decisions, sharing responsibility and authority in the workplace. </li></ul></ul><ul><li>One of the popular proponents: </li></ul><ul><ul><li>Ricardo Semler </li></ul></ul><ul><ul><li>SEMCO </li></ul></ul>2. Work independently while having a common goal in mind
  17. 17. Who’s Ricardo Semler? <ul><li>Ricardo Semler (born 1959 in São Paulo) is the CEO and majority owner of Semco SA, </li></ul><ul><li>SEMCO is a Brazilian company best known for its radical form of workplace democracy and corporate re-engineering </li></ul><ul><li>As of 2003, SEMCO had annual revenue of $212 million, from $4 million in 1982 and $35 million in 1994, with an annual growth rate of up to 40 per cent a year. It employs 3,000 workers in 2003, as opposed to 90 in 1982. </li></ul>2. Work independently while having a common goal in mind
  18. 18. Acting Independently <ul><li>Your company is different from SEMCO </li></ul><ul><li>BUT we can apply some basic principles: </li></ul><ul><ul><li>Common Goals in mind </li></ul></ul><ul><ul><li>Act quickly on issues that arise (OODA) </li></ul></ul><ul><ul><li>Empowerment </li></ul></ul><ul><li>This requires a high level of TRUST between parties </li></ul>2. Work independently while having a common goal in mind
  19. 19. You have authority to ACT. Just be sensible about it. <ul><li> </li></ul>
  20. 20. Example Of Acting Independently <ul><li>The team receives e-mail needing immediate action on an important issue. </li></ul><ul><li>If you’ve seen this before, and takes very little effort to work at – JUST DO IT. </li></ul><ul><li>That’s the risk the Manager is taking – TRUSTING your JUDGMENT and TRAINING. </li></ul>2. Work independently while having a common goal in mind
  21. 21. Automatic Feedback: The Ideal Scenario <ul><li>In sports, performance is clearly measured by the SCORE. </li></ul><ul><li>There is an AUTOMATIC FEEDBACK system in place. </li></ul><ul><li>In our work, feedback comes from e-mails, reports and other sources of data. </li></ul>
  22. 22. Web Company Automated Feedback and Overall Performance Guide <ul><li>Web Analytics Website Performance </li></ul><ul><li>Sales/Revenue </li></ul><ul><li>Company Stock Price </li></ul><ul><li>As projects handled show positive numbers, the team is getting the job done. </li></ul>
  23. 23. Part 3: Leverage and Efficiency <ul><li>A game of GO, anyone? </li></ul>
  24. 24. The Game Of GO <ul><li>The object of the game is to control a larger portion of the board than the opponent. </li></ul><ul><li>It is a practice of how to win given very limited resources. </li></ul><ul><li>Scenario: Your team is small, how do you get things done? </li></ul>3. Practice Leverage and Efficiency
  25. 25. Basic GO Tenets <ul><li>Go is noted for being rich in strategic complexity despite its simple rules. </li></ul><ul><li>A stone placed STRATEGICALLY can always capture A LARGER TERRITORY. </li></ul><ul><li>You don’t win by the sheer number of stones you place. You win by placing stones at the right points to CAPTURE and eventually WIN. </li></ul>3. Practice Leverage and Efficiency
  26. 26. Correct Strategic Actions Bring Effective Results <ul><li>In short, work SMARTER. </li></ul>
  27. 27. Who won the Vietnam War? <ul><li>The North Vietnamese won the war despite little ammunition and limited resources. </li></ul><ul><ul><li>They focused on Guerilla Tactics </li></ul></ul><ul><ul><li>TET Offensive – Surprised and Focused calculated attack on key cities. </li></ul></ul><ul><li>US pulled out due to public pressure when the bloody TET offensive was shown on TV. </li></ul>3. Practice Leverage and Efficiency
  28. 28. How We Do It? 1. Focused Pressure. <ul><li>Which pressure points do we push to get things done? </li></ul><ul><li>Who are the key people that we need to tap? </li></ul><ul><li>How do you get help? </li></ul>3. Practice Leverage and Efficiency
  29. 29. How We Do It? 2. Push The Lever! <ul><li>Get support from the key people in your team </li></ul><ul><li>Key question: How get your project the needed attention? </li></ul>3. Practice Leverage and Efficiency
  30. 30. What Key Skills Do We Need? <ul><li>People-management </li></ul><ul><li>Time and Tasks Coordination </li></ul><ul><li>Persuasion </li></ul>3. Practice Leverage and Efficiency
  31. 31. Find your Fulcrum and Multiply Your Force <ul><li>Small Effort, Big Impact </li></ul>
  32. 32. You need to Learn the Art of Selling Ideas through Persuasion <ul><li> </li></ul>
  33. 33. Persuasion Weapons <ul><li>Reciprocity – Let’s scratch each other’s backs </li></ul><ul><li>Commitment and Consistency – You promised… </li></ul><ul><li>Social Proof – Everybody else is doing it </li></ul><ul><li>Liking – You’re cute, ok, I’ll do it. </li></ul><ul><li>Authority – The boss says do it. Do it! </li></ul><ul><li>Scarcity – Offer valid in the next 10 seconds only </li></ul>
  34. 34. Is this culture effective? <ul><li>TRY IT AND SEE FOR YOURSELF. </li></ul>

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