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True teamwork
The document explores the concept of true teamwork and contrasts it with group efforts, emphasizing the importance of mutual trust, commitment, and collaboration to achieve shared goals. It outlines different operating modes (coordination, cooperation, and collaboration) and includes interactive activities to demonstrate these concepts. Furthermore, it addresses the importance of psychological safety as a prerequisite for collaboration and provides strategies for fostering it in teams.
True teamwork
- 1. True teamwork Fun andeffective? Ville Marjusaari 2018-3-23
- 2. Exploration to trueteamwork • What is teamwork? • How does it differ from a group effort? • What can you do to encourage teamwork? Ville Marjusaari Agile Coach @ Solita @marjusaari
- 3. • What isyour energy level right now? Check-in
- 4. • Find aperson you do not know yet • Introduce yourself • Discuss what does it mean to do teamwork • Time: 2 minutes How would you define teamwork?
- 5. • Professional relationships. •People exchange information and help each other but they do this only to achieve their individual goals for a common outcome. • No synergy: achieves the sum of its parts at best. Work group
- 6. • Deep mutualtrust, commitment and accountability. • People work together, side-by-side, to accomplish a shared goal. • Has synergy: achieves more than the sum of its parts. Real team
- 7. Main operating modesin “teams” Coordination • Sum or transfer work or information from member to member
- 8. Main operating modesin “teams” Coordination • Sum or transfer work or information from member to member Cooperation • Act of helping someone else achieve his or her goal
- 9. Main operating modein a real team Coordination • Sum or transfer work or information from member to member Cooperation • Act of helping someone else achieve his or her goal Collaboration • Work jointly together for a single purpose
- 10. Origami time! Let’s simulatedifferent operating modes From Collaborative Games by Sam Laing & Karen Greaves
- 11. • Instructor needsto get folder to fold the origami object giving only verbal instructions • Folder and instructor sit back to back • Instructor can’t see what folder is doing • Time: 4 minutes Round 1: Coordination Origami by Jorge under CC BY 2.0
- 12. • Instructor needsto get folder to fold the origami object giving verbal instructions • Folder and instructor sit face to face • Instructor can see what the folder is doing but folder can’t see the instructions • Time: 4 minutes Round 2: Cooperation Cubetto simpaticamente decorativo by Daniel Adami under CC BY 2.0
- 13. • Pair needto fold the origami object • Both can see the instructions and what is happening • Time: 4 minutes Round 3: Collaboration Origami by James Lee under CC BY 2.0
- 14. • How diddifferent rounds feel? • How did the results compare? • Discuss with your pair • Time: 2 minutes Debrief
- 15. Why is collaborationso hard?
- 16. It’s a highenergy state Value creation ability Time High risk Cognitively challenging High emotional investment Real teams > 𝑃 Groups = 𝑃 Low risk Cognitively easy Low emotional investment
- 17. • I’m freeto choose my tools, working hours and how I work Society values individuals’ freedom
- 18. • He’s moresenior than me • She knows this best, it’s better to wait her to do it • Busy vs. productive • It can’t work – this is how we have always done things here Mental biases and hierarchies Lewis Hine: Girl spinner by trialsanderrors under CC BY 2.0
- 19. Psychological safety Prerequisite forcollaboration
- 20. You can befully present • We must feel that we will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes • We must know that we can be free enough, sometimes, to share the things that scare us without fear of recriminations. • We must be able to talk about what is messy or sad, to have hard conversations with colleagues who are driving us crazy.
- 21. What you cando to build psychological safety Leaders play important role but there are things you can do, too
- 22. Slow down Be presentand give time to your slow thinking to prevent old mental models to take over
- 23. Meet others aswhole human beings Learn the real person behind the co-worker Personal Map (Management 3.0) Moving Motivators (Management 3.0)
- 24. Model curiosity Ask questions Buildon others ideas: “yes, and” instead of “but”
- 25. 123 go! From CollaborativeGames by Sam Laing & Karen Greaves
- 26. Thank you VILLE MARJUSAARI AgileCoach +358 50 428 2046 ville.marjusaari@solita.fi @marjusaari
Editor's Notes
- #3 Rules: Opt-out Hands up if I want attention Vote: thumbs up/down
- #5 Take a quick poll
- #8 Examples? Developer submits code for testing Dveloper informs UX designer that the layout is ready in testing environment to be checked
- #9 Properties of group’s output can be traced back to individuals Examples? PO adjust priorities to meet dependencies with other team a developer continues to code the work of other developer who got sick These two operating modes are where most teams stay
- #10 Examples? Members build on top of each other’s ideas, and the collective result exceeds anything that could have been achieved individually. Participants are using data to create something new, not just transmitting or sharing data. The diversity of experience, skills, and knowledge is focused all at once on a single effort. Properties of the output cannot be traced back to individuals. It’s not a talent, it’s skill
- #11 Form pairs Decide who will fold and who will instruct --> Stand up First round simulates coordination: transferring information from member to member.
- #12 Go through the instructions carefully Any questions? Pick up material --- Next round simulates co-operation where instructors help folders to achieve their goal
- #13 Go through the instructions carefully You may switch roles Pick up material --- Next round simulates collaboration: working jointly towards a common goal
- #14 Go through the instructions carefully You may switch roles Pick up material
- #15 Collaboration is not the only way – you need to consider the challenge ahead If you need innovation, collaboration is the most direct & effective way
- #17 Explain patiently & remain open for criticis Take keen interest on others and how they work
- #20 Google studied
- #21 Environment of trust and openness where team members can be vulnerable without penalty.
- #22 Psychological safety is not nearly complicated as it may sound. After all, it's really about truly making a team come together as one and putting forth an environment that sets up everyone for success.
- #25 Instead of rejecting: no, that doesn’t work, ask how do think it will work?
- #26 Two rounds Debrief: System 1&2: We often have “hard-wired” automatic responses. It’s important to really listen and take your time instead of leaping to an automated conclusion. Non-verbal: It’s important to also see all non-verbal actions when communicating with a group.