This document discusses high performing teams and provides guidance on team dynamics, characteristics, and coaching. It explains that high performing teams have clear goals and missions, balanced participation, effective decision making processes, and shared leadership. Team members are reliable, flexible, and respectful, while utilizing their diverse skills. The document also outlines different leadership and coaching styles, emphasizing the importance of communication, motivation, and holding members accountable. Coaching involves building rapport, active listening, questioning skills, and providing constructive feedback.
Changing Group to High Performing Teams with SOBATWAY (Intro)Seta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Another essential function of leadership is encouraging team spirit. There is a saying that if you have a handful of dry grass you can use each individual blade to sweep a floor but it is much more effective to combine them into a brush. In the same way individual employees working alone, however motivated they might be, are nowhere as effective as when they work as a team.
Facilitating Group Conversations Among Educators - presentation for the leadership focus of the Michigan Mathematics and Science Teacher Leadership Collaborative
Changing Group to High Performing Teams with SOBATWAY (Intro)Seta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Another essential function of leadership is encouraging team spirit. There is a saying that if you have a handful of dry grass you can use each individual blade to sweep a floor but it is much more effective to combine them into a brush. In the same way individual employees working alone, however motivated they might be, are nowhere as effective as when they work as a team.
Facilitating Group Conversations Among Educators - presentation for the leadership focus of the Michigan Mathematics and Science Teacher Leadership Collaborative
Ever wish you could find a more fun and entertaining way to engage a group of stakeholders so that they're actively contributing to your work by generating great ideas? Is your team stuck in a creative rut? Do you prefer graphics and color over words? This presentation covers come easy and useful tips and tricks for facilitating groups, large and small. Learn about brainstorming ideas, consensus building, prioritization exercises, and more through graphic facilitation. Good for short-term or longer-term planning & getting everyone involved and engaged.
Ever wish you could find a more fun and entertaining way to engage a group of stakeholders so that they're actively contributing to your work by generating great ideas? Is your team stuck in a creative rut? Do you prefer graphics and color over words? This presentation covers some easy and useful tips and tricks for facilitating groups, large and small. Learn about brainstorming ideas, consensus building, prioritization exercises, and more through graphic facilitation. Good for short-term or longer-term planning & getting everyone involved and engaged.
Facilitative Leadership is an approach that promotes a collaborative, strategic, and effective leadership styles. Drawing on the frameworks from the Interaction Associates, this short workshop for VISTAs in the Bonner Network explored some of the attributes of facilitative leadership including balancing results, process, and relationships and levels of decision making.
Ever wish you could find a more fun and entertaining way to engage a group of stakeholders so that they're actively contributing to your work by generating great ideas? Is your team stuck in a creative rut? Do you prefer graphics and color over words? This presentation covers come easy and useful tips and tricks for facilitating groups, large and small. Learn about brainstorming ideas, consensus building, prioritization exercises, and more through graphic facilitation. Good for short-term or longer-term planning & getting everyone involved and engaged.
Ever wish you could find a more fun and entertaining way to engage a group of stakeholders so that they're actively contributing to your work by generating great ideas? Is your team stuck in a creative rut? Do you prefer graphics and color over words? This presentation covers some easy and useful tips and tricks for facilitating groups, large and small. Learn about brainstorming ideas, consensus building, prioritization exercises, and more through graphic facilitation. Good for short-term or longer-term planning & getting everyone involved and engaged.
Facilitative Leadership is an approach that promotes a collaborative, strategic, and effective leadership styles. Drawing on the frameworks from the Interaction Associates, this short workshop for VISTAs in the Bonner Network explored some of the attributes of facilitative leadership including balancing results, process, and relationships and levels of decision making.
Similar to 1Slide_Presentation_for_Rich_May,_Tetra_Tech.ppt (20)
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
Opendatabay - Open Data Marketplace.pptxOpendatabay
Opendatabay.com unlocks the power of data for everyone. Open Data Marketplace fosters a collaborative hub for data enthusiasts to explore, share, and contribute to a vast collection of datasets.
First ever open hub for data enthusiasts to collaborate and innovate. A platform to explore, share, and contribute to a vast collection of datasets. Through robust quality control and innovative technologies like blockchain verification, opendatabay ensures the authenticity and reliability of datasets, empowering users to make data-driven decisions with confidence. Leverage cutting-edge AI technologies to enhance the data exploration, analysis, and discovery experience.
From intelligent search and recommendations to automated data productisation and quotation, Opendatabay AI-driven features streamline the data workflow. Finding the data you need shouldn't be a complex. Opendatabay simplifies the data acquisition process with an intuitive interface and robust search tools. Effortlessly explore, discover, and access the data you need, allowing you to focus on extracting valuable insights. Opendatabay breaks new ground with a dedicated, AI-generated, synthetic datasets.
Leverage these privacy-preserving datasets for training and testing AI models without compromising sensitive information. Opendatabay prioritizes transparency by providing detailed metadata, provenance information, and usage guidelines for each dataset, ensuring users have a comprehensive understanding of the data they're working with. By leveraging a powerful combination of distributed ledger technology and rigorous third-party audits Opendatabay ensures the authenticity and reliability of every dataset. Security is at the core of Opendatabay. Marketplace implements stringent security measures, including encryption, access controls, and regular vulnerability assessments, to safeguard your data and protect your privacy.
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
2. Webinar Objectives
• Understand what a team is and what it is not
• Understand why team dynamics are important
• Understand the characteristics of high performing teams, team
members and team leaders
• Understand the purpose, value, and nature of coaching in team
situations
2
4. Teams
• Why learn about teaming / coaching, etc.?
– You are proficient in your technical duties
– New teams = new situations / new ways of doing
business
– Team’s success will require much more than
technical ability
– This training provides skills for that success
4
5. Work Group vs Team
Teams are a form of work group…
Not all work groups are teams
Work groups have a strong individual focus
Teams have a strong collective focus
5
6. Groups vs Teams
Work Groups
Are concerned with
individual accountability
Come together to share
information and
perspectives
Focus on individual
goals
Produce individual work
products
Teams
Are concerned with
individual AND mutual
accountability
Frequently come together for
discussion, decision making,
problem solving, and
planning
Focus on team goals
Produce collective work
products
6
7. Groups vs Teams (continued)
Work Groups
Define individual roles,
responsibilities, and
tasks
Concerned with each
individual’s outcome
and challenges
Are shaped by the
manager, who guides
purpose, goals, and
approach
Teams
Define individual responsibilities,
roles, and tasks to help team do its
work; often share and rotate them
Concerned with outcomes of
everyone and with challenges facing
team
Are shaped by team leader and
team members, who help to guide
purpose, goals, and approach
7
8. Group Development Stage Theory
•R. B. Lacoursiere – 1980
•Teams go through various stages as they
work together
•Participants are usually unaware of stages
•Different leadership styles are needed at each stage
Termination
Production
Resolution
Orientation
Dissatisfaction
9. Orientation
Behavior and Characteristics
Purpose and goals are unclear
Uncertain, tentative but eager
Communication is low
A few members dominate
Leadership (may be) required to:
Build a common purpose
Clarify roles and responsibilities
Provide direction
Provide opportunities to socialize
Orientation
Resolution
Production
Termination
Dissatisfaction
10. Dissatisfaction
Behavior and Characteristics
Resistance
Conflict and competition
Search for communication methods
Struggle over approach and direction
Leadership (may be) required to:
Define areas of agreement
Encourage participation
Flush out hidden agendas
Develop team ‘norms’ (processes) for meetings
and work
Orientation
Resolution
Production
Termination
Dissatisfaction
11. Resolution
Behavior and Characteristics
Most conflicts resolved
Confident, sense of momentum
Members relate interdependently
Lower anxiety, members support others
Leadership (may be) required to:
Celebrate successes
Review goals and progress
Act as facilitator and enabler
Focus on improving processes
Orientation
Resolution
Production
Termination
Dissatisfaction
12. Production
Behavior and Characteristics
Trust is a norm
High morale, high output
Self-facilitating
Work proactively for the good of the team
Leadership (may be) required to:
Share leadership
Seek performance improvements
Test for consensus
Assess results with continuous feedback
Orientation
Resolution
Production
Termination
Dissatisfaction
13. Termination
Behavior and Characteristics
Completion of roles
Reduction of interdependency
Sadness, mourning
Sense of accomplishment
Leadership (may be) required to:
Watch for productivity drop
Focus on closing tasks and documentation
Record lessons learned for future projects
Provide opportunity for acknowledgment
Orientation
Resolution
Production
Termination
Dissatisfaction
14. Characteristics of the Team
• Have a clear mission and purpose
• Have well-defined goals
• Leverage diversity of skills and
perspectives
• Establish roles, responsibilities,
and group norms
• Obtain balanced participation
14
15. Characteristics of the Team (continued)
• Maintain open and collaborative
communication
• Foster trusting and cooperative relationships
• Utilize effective decision-making process
• Use functional conflict resolution process
• Exercise shared (participative) leadership
15
16. • Team’s internal compass
• Defines why team is formed
• Describes what problem is to be
addressed
• Perhaps a charter given by management
16
Mission and Purpose
17. Defined Goals
• Begin with a vision of end state
– Provides priority
– Sets direction for actions and decisions
• Make goals measurable
• Define benchmarks and schedule
– Do this early in the life of the team
17
18. Leverage Diversity
• Technical capability
• Subject matter expertise
• Work styles
– Logical and data-oriented
– Organized and detail-oriented
– Supportive and emotionally-oriented
– Strategic and idea-oriented
18
19. Roles, Responsibilities, Norms
• Roles and responsibilities
–May be known
–May needed to negotiated
• Team norms may be less defined
19
Meetings
Communication
Accountability
Decision making
Conflict resolution
Consensus
20. Balanced Participation
• Team members contribute when appropriate
• Subject matter expertise is employed
• Member opinions are valued and sought
• Tasks and activities are completed on time
• Step up to provide leadership role, as needed…
• Then, step back down
20
21. Communication
• Open and honest – no hidden
agendas
• Depersonalize discussions
• Emphasize collaboration
• Seek consensus
• Develop team (internal)
communication plan
21
22. Trust
• Foster trusting and cooperative relationships
• Delegate responsibility to the lowest possible
level
• Members should personally know each other
• No cliques
• No blaming
• Keep commitments
22
24. 24
8. Agree on a mutually acceptable solution
Conflict Resolution
• Teams use a functional conflict resolution
process
1. Agree that there is a problem
2. Define & agree to a description
3. Define “must haves” for each party
4. Define “constraints” for each party
5. Generate possible solutions
6. Evaluate the possible solutions
7. Refine the acceptable solutions
Like this
one
28. Characteristics of Members
• Be an involved participant
• Listen actively
• Communicate, communicate, communicate
• Share information, knowledge, and experience
• Be reliable
28
29. Characteristics of Members (continued)
• Be flexible
• Work as a problem solver
• Resolve conflicts using team norms
• Treat others with respect
• Build relationships / trust and be trusted / put
the team first
29
30. Active Participation
• Share thoughts and ideas
• Contribute to decision making
• Help implement solutions
• Assist in conflict resolution
• Meet deadlines for your assignments
30
31. Active Listening
• Pay attention
• Show that you are listening
• Provide feedback
• Defer judgement
• Respond appropriately
• Watch for non-verbal cues
31
32. Communication
• Use team procedure (one of the norms)
• Use the right form of communication:
– Face to face
– E-mail
– Text
– Phone call
– Letter
– Social media
• Each platform has its own set of etiquette rules
and skill sets
32
33. Sharing Information
• Essential for efficiency and effective
collaboration
• Raises the knowledge level of the team
• Builds trust – breaks down “silos”
• Gets right information to right people
• Share info up, down, and sideways
33
34. Reliability
• Keep your commitments, don’t overcommit
• Manage expectations, be honest
• Pull your own weight
• Be punctual
• Be consistent
• Whatever you do, do it well
34
35. Flexibility
• Deal with changing conditions
• Consider different points of view
• Collaborate
• Compromise when needed
35
36. Problem Solver
• Help identify/define problem
• Actively participate in problem-solving
strategies
• “If you identify a problem…bring a potential
solution too”
• Assist in implementation of solution
• Provide feedback on implementation
36
37. Use Team Norms
• Many norms will be defined by SOPs
• Participate in development of additional team
norms
• “Live” the norms on a daily basis
37
38. Respect
• Think about…
– Personality types
– Cultural differences
– Generational differences
• No gossip, lies, or bullying
• Respecting others builds trust
38
39. Relationships
• Build positive relationships with your teammates
• Participate in open communication and active
listening
• Be accountable
• Recognize accomplishments
• Show some of the real “You”
• Develop and use your own “Emotional Intelligence”
39
42. Team Leadership
• High-performing teams need a leader who is
both a facilitator and enabler
• A leader needs to recognize and react to
regression in the team
42
43. Facilitator / Enabler
• Set clear directions…get out of the way
• Eliminate distractions, guesswork, politics and
needless tasks
• Remove roadblocks
• Keep everyone on same page
…and pointed in same direction
43
44. Being a Team Leader
You’re only as good as
your Team
High Performing Teams
start with good leadership
44
45. Leadership Skills
• Develop Structure
• Clearly Communicate
• Lead by Example
• Encourage Trust
• Provide Motivation
• Be Reliable
45
47. Clearly Communicate
• Communications Plan as part of the PMP
• Frequent, Recurring
• Be Clear and Consistent
• Common information repository: SharePoint, FTP site
• Be a Good Listener
47
48. Lead by Example
• Roll your sleeves up
• Take responsibility
• Be truthful
• Acknowledge failure
• Create solutions
• Delegate
• Listen
• Watch what you say 48
49. Encourage Trust
• Be yourself
• Be honest
• Share some of your personal life
• Celebrate successes, even the small ones
• Be direct, but diplomatic
• Listen more, talk less
• Remember what team members tell you
49
50. Provide Motivation
• Set clear goals
• Communicate the vision
• Empower people
• Provide support, when
needed
• Show appreciation
• Have FUN
• Say “Thank You”
50
51. Be Reliable
• Keep your promises
• Be consistent
• Be punctual
• Treat team member equally
• Provide assistance when needed
51
52. Regression
• Watch out! Team performance may go backwards when
there is a:
– Change in membership
– Change in leadership
– Change in goals or direction
• May need to step in more (change coaching style)
– Goal clarification and role clarification
– Conflict management
52
55. All teams need some coaching
• You’re only as good as your team
• High-performing teams start with Good Leadership
• Coaching is an indispensable leadership skill
55
56. Who needs to be coached?
• Assess the situation…
Are there problems with:
56
Work Product
Dependability
Cooperation
Adaptability
Communication
Decision Making
Problem Solving
Planning
57. Leadership (coaching) styles
• Kurt Lewin laid the groundwork in 1939
• Credited with defining and differentiating the 3 classical
leadership styles
• His were based on “leadership climates” as an outcome of
leadership style
• Others have added styles, discussed group dynamics, and
defined situational leadership
57
59. Authoritarian Leadership
• Gives clear instructions about what,
when, and how it should be done
• Makes independent decisions
without team input
• Decision making is less creative
• Suitable in emergency situations…
• Or, when the leader is the most
knowledgeable
59
60. Laissez-faire Leadership
• Provides no guidance to team members
• Decision making power lies with the team
• Works well when team members are highly qualified and
performing
• Team members may be confused about their roles
• The team has to be highly motivated for this to work
60
61. Democratic Leadership
• Considered to be the most effective
• Guides team members and takes input from the team
• Encourages team member to participate and be
accountable
• Team members are more motivated
• Solutions are often more creative
61
62. Comparison
AUTHORITARIAN
Do ‘X’
Coach makes all of
the decisions
LAISSEZ-FAIRE
Do ‘X’ or ‘Y’ as you see fit
Limited input from the
coach
DEMOCRATIC
Which is best, ‘X’ or ‘Y’?
Shared decision
making with the coach 62
63. Coaching skills you’ll need
• Building rapport
• Active listening
• Questioning
• Providing feedback
• Be tactful and diplomatic
• See different perspectives
• Hold them accountable
63
64. Building Rapport
• Natural defense against conflict
• Create an alliance
• Build trust
• Use active listening skills
• Build on others ideas
• If you disagree, give the reason first, then say you disagree
64
66. Questioning
• To obtain information
• To clarify a point
• To test knowledge
• To determine difficulties
• To encourage further thought
• Ask….don’t tell
66
67. Providing Feedback
• Be as specific as possible
• Make it timely
• Describe the impact of the issue
• Address behavior…not
personality
• View feedback as a gift
67
68. Be Tactful and Diplomatic
• Listen first, speak second
• Show empathy
• Establish rapport
• Be polite and respectful
• Be assertive
68
69. See Different Perspectives
• Knowledge, experience, and background
drive people’s perspective
• Recognize the truth and value of another’s
viewpoint
• Don’t be contrary or judgmental
• Be rational
• Focus on moving forward positively
69
70. Hold Them Accountable
• It’s SIMPLE
S = Set expectations
I = Invite commitment
M = Measure progress
P = Provide feedback
L = Link to consequences
E = Evaluate effectiveness
70
71. Key Points
71
• Teams progress through various stages before
becoming highly performing
• High performing teams must have several key
characteristics
• Team members need to actively participate to improve
team performance
• Teams need internal and external leadership to achieve
their goals
• Internal and external coaching can improve individual
member and collective team performance