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Introduction Presentation to Team Foundations
- 1. GREAT TEAMS Jeff Kosciejew | www.AgileMagic.ca
- 2. WHAT DO I MEAN WHEN I USE THE WORD “TEAM”?
- 3. Working Group or Team? ■ Individual goals ■ Individual roles ■ Individual accountability ■ Focus on efficiency ■ Focus on individuals ■ Leader decides ■ My work ■ Individual success/failure ■ Shared/common goals ■ Collaboration over roles ■ Shared accountability ■ Focus on effectiveness ■ Focus on the interactions ■ Team decides ■ Our work ■ Shared/common success/failure
- 4. WHAT MAKES A GREAT TEAM?
- 5. An example of a great team, well optimized, is a good orchestra. The players are not there to play solos as prima donnas, each one trying to catch the ear of the listener. They are there to support each other. Individually they need not to be the best players in the country… An orchestra is judged by listeners, not so much by illustrious players, but by the way they work together. Paraphrasing Edward Martin Baker: The Symphony of Profound Knowledge “
- 6. What Makes a Great Team? Results Accountability Commitment Conflict Trust
- 7. Trust & Psychological Safety ■ “Broadly defined as a climate in which people are comfortable expressing and being themselves.” ■ Amy C. Edmondson, The Fearless Organization ■ “A condition in which you feel (1) included, (2) safe to learn, (3) safe to contribute, and (4) safe to challenge the status quo -- all without the fear of being embarrassed, marginalized, or punished in some way.” ■ Timothy R. Clark, 4 Stages of Psychological Safety ■ “A state in which you’re not afraid to be yourself, take risks, make mistakes, raise problems, ask questions and disagree with others.” ■ Joshua Kerievsky & Heidi Helfand
- 10. The characteristic way of management that we have taught in the Western world is take a complex problem, divide it into parts, each with so-called experts, and then try to manage each piece as well as possible. And if that’s done, the team as a whole will deliver exceptional results and outcomes. And that’s absolutely false. Because it’s possible to improve the performance of each part taken separately and destroy the overall result, simultaneously. Paraphrasing Russell Ackoff: A Theory of a System for Educators and Managers https://youtu.be/2MJ3lGJ4OFo?t=1m18s “
- 12. Tuckman’s Stages of Group Development Team Performance Time Forming Storming Norming Performing
- 13. Team Performance Time Forming Storming Norming Performing Except Tuckman was Wrong https://onbelay.co/articles/2017/5/5/tuckman-was-wrong