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High-performance Team Development
The document discusses developing high-performance teams. It begins by noting the prevalence of searches related to teams and teamwork. It then discusses different types of teams, from working groups to potential teams to real teams and high-performance teams. The key differences are the level of commitment to a common purpose/goals and mutual accountability. The document also presents an assessment tool to evaluate what type of team you have. Finally, it raises the question of how to build a team and what elements should be observed, such as learning, sharing, communication, and developing a shared vision.
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High-performance Team Development
- 1. How can wespeed-up? Development of High Performance Teams by Peter Pfeiffer (04/2010) Panama, March 09, 2010 This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 2. Content This is theproperty of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 3. Why do wetalk about teams? Google search of key terms results in high number of hits: • Team 743.000.000 • Teamwork 28.700.000 • Importance of teamwork 3.360.000 • Team development 2.000.000 This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 4. Sometimes you havean exceptional individual talent, but you need a team behind it to be successful. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 5. This is theproperty of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 6. Sometimes you havea group of exceptional individual talents, but only as a team they can be successful. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 7. This is theproperty of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 8. Sometimes you have cutting-edge technology, but without an excellent team it could not be successful. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 9. This is theproperty of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 10. … if changinga tire takes 5 seconds longer than it should, or if the super stars fail to integrate, or if technology and people don’t match, it can easily cost the victory. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 11. … but whatmakes a group of people a team? and: … are all teams the same? This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 12. Types of Teams Thisis the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI. Source: Marie Kane (2001) Distinguishing teams from Work Groups
- 13. • No significantincremental performance need or opportunity that would require it to become a team. • The members interact primarily to share information, best practices, or perspectives and to make decisions to help each individual perform within his or her area of responsibility. • There is no call for either a team approach or a mutual accountability requirement. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 14. • Group forwhich there could be a significant incremental performance need or opportunity, but it has not focused on collective performance. • No interest in shaping a common purpose or set of performance goals. Pseudo-teams are the weakest of all groups in terms of performance impact. • They almost always contribute less to company performance needs than working groups because their interactions detract from each member's individual performance without delivering any joint benefits. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 15. • There isa significant, incremental performance need, and it really is trying to improve its performance impact. Typically it requires more clarity about purpose, goals, or work products and more discipline in hammering out a common working approach. • It has not yet established collective accountability. Potential teams abound in organizations. • The steepest performance gain comes between a potential team and a real team. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 16. • This isa small number of people with complementary skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually accountable. • Real teams are a basic unit of performance. • The possible performance impact for the real team is significantly higher than the working group. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 17. • Group thatmeets all the conditions of real teams and has members who are also deeply committed to one another's personal growth and success. • That commitment usually transcends the team. • The high performance team significantly outperforms all other like teams, and outperforms all reasonable expectations given its membership. • It is a powerful possibility and an excellent model for all real and potential teams. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 18. You can assessyou team, using the following items 1. There is a significant, incremental performance need or opportunity 2. There is joint commitment to a common mission 3. There is consensus on objectives 4. There is agreement on working approach 5. There is true interdependency 6. There is mutual accountability 7. Members are committed to one another's personal growth and success 8. We outperform other like teams and outperform performance expectations This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 19. How can webuild and develop a team? Which elements should be observed? This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 20. The Team DevelopmentWheel No hidden agendas; no Individual learning; sharing of getting along at the experiences; caring for the expense of honest peers. confrontation Lea ring, n sha ing ti o rnin car un n ica mm Ope Acknowledgement g, Shared vision, of competencies; Ac goals and values; Celebration of co mp Fine-tune between nt Co success. lish me organization and me nt Ali gn team. s Cre cie a ete n inn tivity p ova & Knowledge, om tion tio & skills, capacities C Openness for new ina ion n and attitudes. ideas; Thinking Ow ord zat “out-of-the-box”. co gani n ers Or hi p “Walk the talk”; Accountability; Steering and responsibility; Fighting This is the property of Project Management Institute and may not be decision taking. reproduced or disseminated without the expressed written permission of PMI. for the “cause”.
- 21. The Team DevelopmentWheel n Lea ring, ti o sha ing ica mm Open rnin car un g, Ac co Co mp lish me nt Alignment Facilitation s Cre cie a ete n inn tivity p ova & om tion tio & C ina ion n Ow ord zat Facilitating co gani ners communication and relationship building. Or hi p This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 22. Communication Aprocess in which information is exchanged between individuals through a common system of symbols, signs or behaviors. The combination of the symbols, signs and behaviors is called This is the property of Project Management Institute and may not be “message”. reproduced or disseminated without the expressed written permission of PMI.
- 23. Did you understandwhat I meant to say? This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 24. Sender Receiver Message Feedback This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 25. Attention: Mimics, gestures,posture, voice This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 26. Theories Objective Information Resources Rules and norms Materials Proceedings Deadlines Technical level Hierarchy Tasks Joy Fear Psycho-social level Shame Sadness Insecurity Levels of Social Affection Anxiety Behavior Love Mistrust Sympathy Hope Rejection Status Antipathy Hate Ambition Desires Hidden rules This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI. Values Taboos
- 27. How can webuild and develop a team? This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 28. Why use aTeam Charter? • Create shared vision, mission, goals and values; • Define roles and responsibilities; • Strengthen inter-personal relationships; • Learn and share for continuous performance improvement – as a team and as an individual. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 29. Some essential elementsof a Team Charter Vision Deliverables Mission / Purpose Schedule Team responsibilities Meetings Team Members – Decision making Roles - Responsibilities Sustainable Values performance Goals Communication This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 30. Can any teambecome a HPT? and … Does every team need to have high performance? This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 31. What is High-Performance? Bringing out the best of / in people Skills, confidence, morale, motivation Driven to improve Work processes, organizational performance, personal performance Preparing for the future Creativity, innovation, learning from the past Doing more than is minimally expected Going beyond, stretching, move limits This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 32. Are all teamsof the same nature? This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 33. If we distinguishbetween face to face teams and virtual teams … … or between professional teams and volunteer teams … could we expect the same performance? This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 34. Professional Team xVolunteer Team Full time Engagement Part time Tangible Reward intangible Professional Member selection Rather availability qualification criteria Professional career Development Personal growth More rigorous Accountability Less rigorous Higher Productivity Lower The comparisons in this slide and in the following are not conclusive and indicate only tendencies. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 35. Face to faceTeam x Virtual Team Direct, personal Indirect, some and with all Communication aspects are dimensions suppressed More common Communication New technologies means are used Technology can be obstacle More personal and Less personal and Relationship closer distant Higher potential Conflicts Lower potential Costly; tend to occur Less costly; tend to Meetings more often be less frequent More rigorous Accountability Less rigorous Higher This is the property of Project Management Institute and may not be Productivity Lower reproduced or disseminated without the expressed written permission of PMI.
- 36. If your teamis striving for … bringing out the best of people, driving to improve, preparing for the future, and doing more than is minimally expected, your team is on its best way to perform highly, not necessarily because of its objective outputs, but because being part of such a team is highly rewarding. This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 37. This is theproperty of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
- 38. Some parts ofthe presentation were inspired or based on the following resources: Marie Kane (2001): Distinguishing Teams from Work Groups Is Critical. http://www.leader-values.com/Content/detail.asp?ContentDetailID=76 Unknown author: Team-Based Approach to High-Performance and Continuous Improvement (http://teaching.fec.anu.edu.au). Canada’s Healthy Workplace Week (2006): Team Charter template. (www.p3leadership.ca) This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.