The document outlines the structure and agenda for a team workshop focusing on individual vs team decision making. The workshop includes:
1) Introductions, individual and team rankings on a survival problem, discussion of team roles and responsibilities, computation of individual and team scores, and discussion of the team decision making process.
2) Additional sections provide information on effective meetings and team composition, including suggested team roles like leader, facilitator, recorder, and various responsibilities.
3) The agenda covers topics like introduction, individual/team exercises, computation of scores, and discussion of the team process, with the overall aim of analyzing individual vs team decision making.
This document outlines an exercise for teams to rank items in order of importance for survival after a simulated lunar landing gone wrong. It provides context for the scenario, instructions for individual and team ranking, and the expert rankings for comparison. The goal is to have teams discuss and reach consensus on their rankings, then compare their rankings to the experts to evaluate effectiveness of team decision making.
The document discusses various animal personalities that can represent behaviors of a project manager - the lion, gazelle, and dung beetle. It suggests project managers must assume different personalities based on the project situation. Various project management responsibilities are presented, like sending meeting announcements and obtaining status updates, and how each animal may approach these responsibilities, like using urgent language in emails as a lion. The aim is to apply good project management principles while adapting one's approach to the specific project circumstances.
This is a step by step presentation of how to Plan, Lead, and facilitate a successful meeting for Maximum results.
How to prepare for a meeting
Run a meeting effectively
Meeting documents
It shows how to ask the most important question at the end of the meeting for maximum results
Answers to: What is an informal meeting? An informal meeting is a meeting which is far less heavily planned and regulated than a formal business meeting, and so lacks many of the defining features of a formal business meeting, such as minutes, a chairperson and a set agenda. These informal meetings are far more likely to take place in a casual setting, such as a restaurant or a coffee shop, or at one of the participant’s desks, rather than take place in a boardroom.
The board meeting of the [NAME OF ASSOCIATION] was called to order at 7:00 p.m. on [DATE]. Minutes from the previous meeting were approved, and treasurer, management, and attorney reports were presented. The board voted against resurfacing the pool for $26,000 but voted to amend association rules to restrict leasing and accept a landscaping contract. The meeting adjourned at 8:30 p.m.
This document outlines an activity where individuals and teams rank the importance of 15 items for survival on the moon's surface. It provides instructions for the activity, defines roles for team members, and lists the items to be ranked. The experts' rankings are also included for comparison. The goal is to have individuals first rank the items individually, then as a team, and compare the results to the expert rankings.
Experiments that have worked for me in the last 7 years playing with Scrum in Agile teams.
The presentation covers 4 key pilars of Scrum:
- Roles: Product Owner, Scrum Master and Development Team.
- Scrum Events: Planning Meeting, Daily Stand-up, Grooming/Refinement, Demo and Retrospective.
- Scrum Artifacts: Product Backlog, User Stories, Definition of Done, Sprint Backlog, Sprint Dashboad.
- Reports: End of Sprint Report, New Sprint Report, Burn-up/Burn-down, Product Report.
The document discusses the principles of Taylorism and how they are outdated for modern business needs. It argues that only by utilizing the intelligence of all employees, not just executives, can a company survive increasingly complex business environments. Konosuke Matsushita asserts that Japanese companies have moved beyond the Taylor model and will be more successful than Western companies still adhering to outdated Taylorist principles that separate thinking from doing work.
This document outlines an exercise for teams to rank items in order of importance for survival after a simulated lunar landing gone wrong. It provides context for the scenario, instructions for individual and team ranking, and the expert rankings for comparison. The goal is to have teams discuss and reach consensus on their rankings, then compare their rankings to the experts to evaluate effectiveness of team decision making.
The document discusses various animal personalities that can represent behaviors of a project manager - the lion, gazelle, and dung beetle. It suggests project managers must assume different personalities based on the project situation. Various project management responsibilities are presented, like sending meeting announcements and obtaining status updates, and how each animal may approach these responsibilities, like using urgent language in emails as a lion. The aim is to apply good project management principles while adapting one's approach to the specific project circumstances.
This is a step by step presentation of how to Plan, Lead, and facilitate a successful meeting for Maximum results.
How to prepare for a meeting
Run a meeting effectively
Meeting documents
It shows how to ask the most important question at the end of the meeting for maximum results
Answers to: What is an informal meeting? An informal meeting is a meeting which is far less heavily planned and regulated than a formal business meeting, and so lacks many of the defining features of a formal business meeting, such as minutes, a chairperson and a set agenda. These informal meetings are far more likely to take place in a casual setting, such as a restaurant or a coffee shop, or at one of the participant’s desks, rather than take place in a boardroom.
The board meeting of the [NAME OF ASSOCIATION] was called to order at 7:00 p.m. on [DATE]. Minutes from the previous meeting were approved, and treasurer, management, and attorney reports were presented. The board voted against resurfacing the pool for $26,000 but voted to amend association rules to restrict leasing and accept a landscaping contract. The meeting adjourned at 8:30 p.m.
This document outlines an activity where individuals and teams rank the importance of 15 items for survival on the moon's surface. It provides instructions for the activity, defines roles for team members, and lists the items to be ranked. The experts' rankings are also included for comparison. The goal is to have individuals first rank the items individually, then as a team, and compare the results to the expert rankings.
Experiments that have worked for me in the last 7 years playing with Scrum in Agile teams.
The presentation covers 4 key pilars of Scrum:
- Roles: Product Owner, Scrum Master and Development Team.
- Scrum Events: Planning Meeting, Daily Stand-up, Grooming/Refinement, Demo and Retrospective.
- Scrum Artifacts: Product Backlog, User Stories, Definition of Done, Sprint Backlog, Sprint Dashboad.
- Reports: End of Sprint Report, New Sprint Report, Burn-up/Burn-down, Product Report.
The document discusses the principles of Taylorism and how they are outdated for modern business needs. It argues that only by utilizing the intelligence of all employees, not just executives, can a company survive increasingly complex business environments. Konosuke Matsushita asserts that Japanese companies have moved beyond the Taylor model and will be more successful than Western companies still adhering to outdated Taylorist principles that separate thinking from doing work.
The document outlines an agenda for a facilitation skills training program. The program will cover understanding the roles and responsibilities of facilitators, learning basic facilitation skills, and techniques over its 5 modules taking place from 8:30am to 5pm. It includes breaks and details the topics to be covered in each module including getting started, basic responsibilities, facilitation maps, and techniques with conclusions.
The document outlines an agenda for a training on facilitation skills. It includes the following:
- Learning objectives around understanding the roles and responsibilities of facilitators as well as basic facilitation skills and structure.
- A detailed timetable outlining sessions on getting started, basic responsibilities of facilitators, basic facilitation map, facilitation techniques, and conclusion.
- An overview of the modules including getting started, basic responsibilities, basic facilitation map, and basic facilitation techniques.
Wild Apricot Free Expert Webinar - Leading Great Board MeetingsWild Apricot
Do your board meetings go on and on without any decisions getting made? Or do you feel like there is never enough action between meetings?
This session will introduce you to key principles and essential tools for building clear decisions and effective follow-up actions to make your board more active and engaged!
http://www.wildapricot.com/academy/expert-webinar-series/leading-great-board-meetings
This document provides guidance on how to structure effective retrospectives for Scrum teams. It discusses the importance of retrospectives for process improvement and outlines a typical structure: set the stage, gather data, generate insights, decide what to do, and close the retrospective. Various engaging techniques are presented for each stage, such as using story cubes, radar charts, 5 whys analysis, and planning poker. The document emphasizes creating a psychologically safe environment, focusing on process over people, and selecting manageable improvements to implement. It also introduces the concept of a "futurespective" to envision future success.
This document outlines an agenda for a training on facilitation skills. The objectives are to understand the roles, responsibilities, and structure of facilitation. The agenda covers getting started, the responsibilities of facilitators, facilitation maps, and basic facilitation techniques. It includes times for breaks, lunch, and concludes with an evaluation. Sample activities include reviewing a video, practicing skills, and giving feedback.
ITSM.fi breakfast seminar about learning organizations and Toyota KataTeemu Toivonen
The slides for the ITSM.fi breakfast seminar about the capabilities of learning organisations and the Toyota Kata way of problem solving and managing. The new addition to this presentation was a play to highlight the differences in traditional management and Toyota Kata coaching.
The document discusses the importance of regularly reflecting on processes and making adjustments to improve effectiveness. It emphasizes that retrospectives help teams learn, take ownership, and communicate better by sharing different experiences. The document provides tips for facilitating retrospectives, such as preparing the space and materials, choosing engaging exercises, and focusing on outcomes rather than problems.
The challenge of being a team representative in a scaled agile environmentagile42
Babbel has experienced enormous growth in the past years. The number of teams and people requires new ways of handling information and decisions. One approach established at Babbel was to streamline the cross-team information flow by inviting team representatives to the overall planning and retrospective meetings. At agile42 Connect in Berlin, November 2015, Roy Hausmann has presented some of the findings with this approach and what they have started in order to address the issues.
The document outlines the daily schedule and learning objectives for a course on problem-solving principles and tools in lean construction. The course consists of sessions on team problem solving, lean construction problem solving tools, and using those tools, with topics such as defining problems, root cause analysis, and Plan-Do-Check-Act methodology.
The document provides the schedule and topics for a unit on problem-solving principles and tools. The unit will cover team problem solving, lean construction problem solving tools, and using those tools. Sessions include welcome and orientation, team problem solving, lean construction problem solving tools, using the tools, and a summary. Learning objectives are provided for each session.
The document provides an overview of several quality tools including brainstorming, check sheets, priority matrices, cause-and-effect diagrams, in-depth analysis, Pareto charts, and flow charts. It describes the purpose, benefits, and basic process for conducting each tool. For brainstorming, it outlines the types, phases, and advantages. For check sheets, it provides an example template. For cause-and-effect diagrams, it shows an example fishbone diagram. And for Pareto charts, it illustrates how to construct one and identify the major causes of issues.
This document discusses professional learning communities (PLCs) and their role in promoting collaborative learning and sustained school improvement. It provides an agenda for a training on PLCs that will give an overview of their structure and function, how they promote improved teaching and learning, protocols that facilitate learning, and their role in a culture of teacher-directed professional development focused on student learning. The training will review essential elements of PLCs, protocols for examining professional practice, discussions, and student work, as well as how to address issues and problems. It emphasizes the importance of collaboration, continuous improvement, and results orientation for effective PLCs.
Toyota Kata Presentation for ITSM.fi TOP 10 ConferenceTeemu Toivonen
A presentation about Toyota Kata for the ITSM.fi TOP 10 Conference. The presentation covers:
* What is a learning organization
* Introduction to Toyota Kata and mapping it to the learning organization model.
* Introduction and example of Improvement Kata
* Introduction to Coaching Kata
* Introduction to A3 - templates
- Scrum is an agile framework for managing product development, with roles of Product Owner, Scrum Master, and Development Team.
- Key rituals include Sprint Planning, Daily Stand-ups, Sprint Review and Retrospective.
- The Product Owner prioritizes features in the Product Backlog to maximize business value, while the Development Team works in sprints to deliver increments of functionality. The Scrum Master facilitates the process and removes impediments.
The document outlines techniques for effective facilitation. It discusses opening a meeting by setting up the room, setting an enthusiastic tone, and establishing ground rules. For running a meeting, it recommends managing discussion, balancing participation, making transitions, identifying strategic moments, and using team resources. Closing a meeting involves reviewing decisions, determining follow-up actions, and evaluating the meeting. The document provides examples of facilitation techniques to encourage interaction and productivity.
By the end of the session, attendants will be able to: 1. Define “Problem” 2. Define “Problem Solving” 3. Describe & use the “Problem Solving approaches” 4. Know the advantages of Problem-solving as a “Team”
If You Build It, They Will Come: Building a Faculty Development Hub in Bright...D2L Barry
Slides used for webinar, May 9, 2017 for the Brightspace Teaching and Learning Community.
Presenters: Ashley Riddle and Amanda Dills, Oklahoma City University
Description: How do we make faculty training accessible and its impact measurable? This webinar introduces one solution: A faculty development hub created using the Awards tool, Release Conditions, and enhanced content in D2L. Takeaways include a hub planning checklist and a course template they can upload and customize for their own learning environments.
The document provides information about groups and effective participation in groups. It discusses the types, purposes, and benefits of groups. It also outlines the typical stages of group development and roles that individuals take on in groups. The document emphasizes the importance of planning, problem-solving, and having discussions in a cooperative and organized manner. It notes that disagreements can be productive if handled well. It describes an assignment where students will work in groups to write, film, and present a mock 10-minute news broadcast with different segments. They must decide responsibilities and have initial plans submitted.
This document discusses team structure and development. It describes what a team is and different types of teams. It outlines the stages of team development from forming to adjourning. It also discusses effective team communication styles, building agreement within a team, and successful team meetings and presentations. The key aspects covered are forming, storming, norming, and performing as the stages of team development, as well as the importance of understanding goals, roles, and having cohesion within effective teams.
This document discusses key aspects of effective team structure and process. It outlines that teams should define their structure including type, purpose, leader, size, skills and stability. Teams must also establish goals aligned with their purpose and measures to track performance and member development. The team process involves formation, adjustment, development, renewal and transformation as the team works to build cohesion, learn continuously and adapt. Team culture is also important, with shared values, rituals and focus on learning.
The document outlines an agenda for a facilitation skills training program. The program will cover understanding the roles and responsibilities of facilitators, learning basic facilitation skills, and techniques over its 5 modules taking place from 8:30am to 5pm. It includes breaks and details the topics to be covered in each module including getting started, basic responsibilities, facilitation maps, and techniques with conclusions.
The document outlines an agenda for a training on facilitation skills. It includes the following:
- Learning objectives around understanding the roles and responsibilities of facilitators as well as basic facilitation skills and structure.
- A detailed timetable outlining sessions on getting started, basic responsibilities of facilitators, basic facilitation map, facilitation techniques, and conclusion.
- An overview of the modules including getting started, basic responsibilities, basic facilitation map, and basic facilitation techniques.
Wild Apricot Free Expert Webinar - Leading Great Board MeetingsWild Apricot
Do your board meetings go on and on without any decisions getting made? Or do you feel like there is never enough action between meetings?
This session will introduce you to key principles and essential tools for building clear decisions and effective follow-up actions to make your board more active and engaged!
http://www.wildapricot.com/academy/expert-webinar-series/leading-great-board-meetings
This document provides guidance on how to structure effective retrospectives for Scrum teams. It discusses the importance of retrospectives for process improvement and outlines a typical structure: set the stage, gather data, generate insights, decide what to do, and close the retrospective. Various engaging techniques are presented for each stage, such as using story cubes, radar charts, 5 whys analysis, and planning poker. The document emphasizes creating a psychologically safe environment, focusing on process over people, and selecting manageable improvements to implement. It also introduces the concept of a "futurespective" to envision future success.
This document outlines an agenda for a training on facilitation skills. The objectives are to understand the roles, responsibilities, and structure of facilitation. The agenda covers getting started, the responsibilities of facilitators, facilitation maps, and basic facilitation techniques. It includes times for breaks, lunch, and concludes with an evaluation. Sample activities include reviewing a video, practicing skills, and giving feedback.
ITSM.fi breakfast seminar about learning organizations and Toyota KataTeemu Toivonen
The slides for the ITSM.fi breakfast seminar about the capabilities of learning organisations and the Toyota Kata way of problem solving and managing. The new addition to this presentation was a play to highlight the differences in traditional management and Toyota Kata coaching.
The document discusses the importance of regularly reflecting on processes and making adjustments to improve effectiveness. It emphasizes that retrospectives help teams learn, take ownership, and communicate better by sharing different experiences. The document provides tips for facilitating retrospectives, such as preparing the space and materials, choosing engaging exercises, and focusing on outcomes rather than problems.
The challenge of being a team representative in a scaled agile environmentagile42
Babbel has experienced enormous growth in the past years. The number of teams and people requires new ways of handling information and decisions. One approach established at Babbel was to streamline the cross-team information flow by inviting team representatives to the overall planning and retrospective meetings. At agile42 Connect in Berlin, November 2015, Roy Hausmann has presented some of the findings with this approach and what they have started in order to address the issues.
The document outlines the daily schedule and learning objectives for a course on problem-solving principles and tools in lean construction. The course consists of sessions on team problem solving, lean construction problem solving tools, and using those tools, with topics such as defining problems, root cause analysis, and Plan-Do-Check-Act methodology.
The document provides the schedule and topics for a unit on problem-solving principles and tools. The unit will cover team problem solving, lean construction problem solving tools, and using those tools. Sessions include welcome and orientation, team problem solving, lean construction problem solving tools, using the tools, and a summary. Learning objectives are provided for each session.
The document provides an overview of several quality tools including brainstorming, check sheets, priority matrices, cause-and-effect diagrams, in-depth analysis, Pareto charts, and flow charts. It describes the purpose, benefits, and basic process for conducting each tool. For brainstorming, it outlines the types, phases, and advantages. For check sheets, it provides an example template. For cause-and-effect diagrams, it shows an example fishbone diagram. And for Pareto charts, it illustrates how to construct one and identify the major causes of issues.
This document discusses professional learning communities (PLCs) and their role in promoting collaborative learning and sustained school improvement. It provides an agenda for a training on PLCs that will give an overview of their structure and function, how they promote improved teaching and learning, protocols that facilitate learning, and their role in a culture of teacher-directed professional development focused on student learning. The training will review essential elements of PLCs, protocols for examining professional practice, discussions, and student work, as well as how to address issues and problems. It emphasizes the importance of collaboration, continuous improvement, and results orientation for effective PLCs.
Toyota Kata Presentation for ITSM.fi TOP 10 ConferenceTeemu Toivonen
A presentation about Toyota Kata for the ITSM.fi TOP 10 Conference. The presentation covers:
* What is a learning organization
* Introduction to Toyota Kata and mapping it to the learning organization model.
* Introduction and example of Improvement Kata
* Introduction to Coaching Kata
* Introduction to A3 - templates
- Scrum is an agile framework for managing product development, with roles of Product Owner, Scrum Master, and Development Team.
- Key rituals include Sprint Planning, Daily Stand-ups, Sprint Review and Retrospective.
- The Product Owner prioritizes features in the Product Backlog to maximize business value, while the Development Team works in sprints to deliver increments of functionality. The Scrum Master facilitates the process and removes impediments.
The document outlines techniques for effective facilitation. It discusses opening a meeting by setting up the room, setting an enthusiastic tone, and establishing ground rules. For running a meeting, it recommends managing discussion, balancing participation, making transitions, identifying strategic moments, and using team resources. Closing a meeting involves reviewing decisions, determining follow-up actions, and evaluating the meeting. The document provides examples of facilitation techniques to encourage interaction and productivity.
By the end of the session, attendants will be able to: 1. Define “Problem” 2. Define “Problem Solving” 3. Describe & use the “Problem Solving approaches” 4. Know the advantages of Problem-solving as a “Team”
If You Build It, They Will Come: Building a Faculty Development Hub in Bright...D2L Barry
Slides used for webinar, May 9, 2017 for the Brightspace Teaching and Learning Community.
Presenters: Ashley Riddle and Amanda Dills, Oklahoma City University
Description: How do we make faculty training accessible and its impact measurable? This webinar introduces one solution: A faculty development hub created using the Awards tool, Release Conditions, and enhanced content in D2L. Takeaways include a hub planning checklist and a course template they can upload and customize for their own learning environments.
The document provides information about groups and effective participation in groups. It discusses the types, purposes, and benefits of groups. It also outlines the typical stages of group development and roles that individuals take on in groups. The document emphasizes the importance of planning, problem-solving, and having discussions in a cooperative and organized manner. It notes that disagreements can be productive if handled well. It describes an assignment where students will work in groups to write, film, and present a mock 10-minute news broadcast with different segments. They must decide responsibilities and have initial plans submitted.
This document discusses team structure and development. It describes what a team is and different types of teams. It outlines the stages of team development from forming to adjourning. It also discusses effective team communication styles, building agreement within a team, and successful team meetings and presentations. The key aspects covered are forming, storming, norming, and performing as the stages of team development, as well as the importance of understanding goals, roles, and having cohesion within effective teams.
This document discusses key aspects of effective team structure and process. It outlines that teams should define their structure including type, purpose, leader, size, skills and stability. Teams must also establish goals aligned with their purpose and measures to track performance and member development. The team process involves formation, adjustment, development, renewal and transformation as the team works to build cohesion, learn continuously and adapt. Team culture is also important, with shared values, rituals and focus on learning.
This document discusses teams and team development. It defines what groups and teams are, comparing work groups to work teams. Teams generate positive synergy through collective performance and mutual benefit, while groups are merely the sum of individual contributions. The stages of group development are outlined, moving from newly formed to mature, collaborative teams. Characteristics of effective teams include clear purpose, participation, consensus decision-making, and shared leadership. Creating effective teams involves work design, team composition, organizational context, and establishing effective team processes. The key is turning individuals into team players through selection, training, and rewards.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
2. Individual vs Team Decisions
•
•
•
•
•
•
•
•
Introduction (30 minutes)
Individual Rankings on Survival Problem (15 minutes)
Team Roles and Responsibilities (15 minutes)
Team Rankings on Survival Problem (60 minutes)
Total Individual and Team Scores (10 minutes)
Discussion of Team Decision - Making Process (10 minutes)
Process Check (10 minutes)
Discussion on Team Dynamics (30 minutes)
3. Meetings
• Over more than 20 million meetings take place
every day in Organizations / Institutions.
• People spend over half their working life
conducting, attending, preparing for and
following up on meetings
• Almost 1/2 of all meetings are considered
unnecessary by the people who attend
Good teamwork requires effective meetings
Effective Meetings
4. Reasons… Democracy
• Discussion, majority vote rules
• Advantages
– Collects knowledge from entire team
– Entire team will be engaged
• Disadvantages
– May split team into factions
– May create “underground” opposition
– Decisions may influenced by non relevant
factors
5. Reasons… Anarchy
Please avoid this at all costs!!!
• Team member make decisions independent of
team
• No coordination or communication
• Leads to
• Duplication of effort
• Omitted tasks
• Harsh Feelings
6. Consensus
The goal of all meetings…
•
•
•
•
Discussion of alternatives, pros and cons
Improving of proposals
Elimination of objections and buy in
Advantages
– Excellent at gathering all team knowledge
– Full team support of decision
• Disadvantages
– Takes a long time
– Sometimes it never converges
7. Team Composition
• Some suggestions for your team formation…
– Decide what roles will be required to complete your
project.
– Identify who will take the lead in each role
identified above.
– Develop a written description of the role.
– Decide on a time schedule for having team meetings.
– Keep written notes of team activities.
– Each team member should keep a notebook to
capture ideas and results.
8. Elements of an Effective Meeting
Roles of the
Meeting Participants
Structure
Interpersonal
Skills
9. Team Roles & Responsibilities
Team Leader
• Leads team through problem solving process
• Invests appropriate amount of time on the project
• Maintains accurate records of team activities
and results
• Prepares for each team meeting
• Provides structure and guidance to allow maximum
participation
• Influences team decisions equally with team
members
10. Team Roles & Responsibilities
(continued)
•
•
•
•
Team Member
Invests appropriate time on the project
Is committed and fully involved in project
Participates equally in:
– Defining problems
– Investigating problems
– Defining solutions
– Documenting solutions
Represents his/her organization’s interest
11. Team Roles & Responsibilities
(continued)
Team Facilitator
•
•
•
•
•
•
•
Assists team leaders in training team members
Suggests alternative methods and procedures
Functions as a coach/consultant to the team
Assures understanding of the team process
Remains neutral
Monitors the process rather than the task
Attends team meetings and provides feedback on
team’s process and progress
12. Team Roles & Responsibilities
(continued)
Additional Team Member Roles
• Team Recorder
– Writes down all the ideas and material generated during the
working meeting
• Team Timer
– Makes sure that team stays on its time budget for the various
tasks
• Team Gatekeeper
– Makes sure that all members of the team are participating
13. Team Roles & Responsibilities
(continued)
Additional Team Member Roles
• Team Devil’s Advocate
– Makes sure that opposing ideas are brought up and discussed
• Team Encourager
– Makes sure that everyone on the team is getting positive
recognition for their contribution
• Team Resource Holder
– This person holds team resources (e.g., calculators,
instructions, paper & pencils, etc.)
14. Assigning Team Roles
• The Team leader will be assigned by the team
members
• The team recorder will be the team member who
is just to the right of the team leader
• The team gatekeeper will be the team member who
is just to the right of the recorder
• The team facilitator will be the team member who
is just to the left of the team leader
• The team encourager will be the team member who
is just to the left of the team facilitator
15. Meeting Structure
• A well thought-out agenda is critical
• Meeting must have a clearly defined purpose, realistic
expectations
• Advance preparation of all participants
– provide agenda and all informational materials prior
to meeting and request that participants come
prepared to act
• Look for tasks that are better accomplished by
individuals or small groups before the meeting of the
large group
• Smaller groups tend to be more efficient
16. Agenda Planner
Time Block (minutes)
From
To
Duration
Details
Team Leader
Topic
Participants
Purpose
Knowledge
Know-How
Application
Analysis & Synthesis
Appreciation / Evaluation
Decision To Be Made
Team Recorder
Team Encourager
Team Facilitator
Delivery Method
or Activity
Team Time Keeper
Quality Tools
or Activity
Team Devil’s Advocate
Required Reading
or Preparation
Visual/Audio / Other Aids /
Equipment
17. Team Rankings and Scores
• Now return to the survival exercise and rank the
items as a team (Step 2).
(30 minutes)
• Compute the individual and team scores
(Steps 4 & 5; expert rankings for Step 3 are
included in the Appendix). (10 minutes).
• Transfer the individual high, low, and average scores
and the team score to the transparency provided (10
minutes).
18. Discussion of Team
Decision-Making Process
Have the team facilitator lead the team in
a discussion of how the team reached its
decisions; e. g., what was the process?
(10 minutes)
19. Process Check
• Report to the Workshop by Teams:
– What Was Learned
– What Do You Desire More Information On
• Do the following process check for this
session
20. Process Check
•
•
•
•
•
DISAGREE
All team members participated
1
The members with roles did their jobs 1
The group stayed focused on task
1
The group decisions were consensus
1
Overall, the team functioned well while
performing this task
1
2
2
2
2
3
3
3
3
4
4
4
4
2
3
4
AGREE
5
5
5
5
5
21. Space Survival Team Building Exercise
(Page 1 of 2)
Space Survival
In the following situation, your "life" and "death" will depend upon how well your team can
share its present knowledge of a relatively unfamiliar situation so that the team can make
decisions that will lead to your survival. This problem is fictional, although the ranking to which
you will compare your results was done by a number of space experts.
Read the situation and do Step 1 without discussing it with your other team members.
The Situation
You are a member of a lunar exploration crew originally scheduled to rendezvous with a
mother ship on the lighted surface of the moon. Due to mechanical difficulties however, your ship
was forced to land at a spot some 320 kilometers (200 miles) from the rendezvous point. During
the re-entry and landing, much of the equipment aboard was damaged, and, since survival depends
on reaching the mother ship, the most critical items available must be chosen for the 320 km trip.
Your Task
On the next page are listed the 15 items left intact and undamaged after landing. Your task
is to rank these items according to their importance in aiding you to reach the mother ship,
starting with "1" the more important, to "15" the least important. You should assume the number
in the crew is the same as the number on your team, you are the actual people in the situation, the
team has agreed to stick together, and all 15 items are in good condition.
(Continued)
Source: Prof. Dave Hughes,
Civil Engineering Dept,
University of Bradford, GB
22. Space Survival Team Building Exercise (Page 2 of 2)
Step 1: (Do this step now) Each person is to individually rank each item. 1 is most important; 15 is least
important. Do not discuss the situation or the task until each member has finished the individual ranking.
Step 2: (To be done after the following mini-lecture on team roles.) Rank order the 15 items as a team. Once
discussion begins don't change your individual ranking.
Items
Box of matches
Food concentrate
20 meters of nylon rope
Parachute silk
Portable heating unit
Two .45 caliber pistols
One case dehydrated milk
Two 50 kg tanks of oxygen
Stellar map (of the moon's
constellations)
Life raft
Magnetic compass
25 liters of water
Signal flares
First aid kit w/ hypodermic needle
Solar-pow. FM receiver/transmitter
Step 1
Individual
Ranking
Step 2
Team
Ranking
Total the absolute differences of Steps 4 and 5
lower the score the better)
Step 3
Expert
Ranking
Step 4
Difference
Ranking |1-3|
Step 5
Difference
Ranking |2-3|
Your Score
Team Score
(the
23. Survival Ranking by Experts
Space Survival
Matches
Food
Rope
Parachute
Heating unit
Pistols
Milk
Oxygen
Map
Raft
Compass
Water
Flares
First aid kit
FM receiver
15
4
6
8
13
11
12
1
3
9
14
2
10
7
5
Little or no use on moon
Supply daily food required
Useful in tying injured together, help in climbing
Shelter against sun’s rays
Useful only if party landed on dark side
Self propulsion devices could be made from them
Food mixed with water for drinking
Fills respiration requirements
One of principal means of finding directions
CO bottles for self propulsion across chasms, etc,
Probably no magnetized poles, therefore useless
Replenishes loss by sweating, etc
Distress call when line of sight possible
Oral pills or injection medicine available
Distress signal transmitter, possible communication
with another ship
24. Discussion on Team Dynamics
• What leadership roles did you notice in your team?
• How were the roles decided?
• What other roles did team members assume?
• How were decisions made in your team?
• What did your team do well?
• What should your team do differently?
• What activities would ensure the best results for the
team?