Team Dynamics Tools and Tips for Team-based Learning R. Keith Stanfill, Ph.D., P.E. Director, IPPD...

Team DynamicsTeam Dynamics

Tools and Tips for Team-based LearningTools and Tips for Team-based Learning

R. Keith Stanfill, Ph.D., P.E.R. Keith Stanfill, Ph.D., P.E.Director, IPPDDirector, IPPDstanfill@ufl.edustanfill@ufl.eduwww.ippd.ufl.eduwww.ippd.ufl.edu

24 April 200824 April 2008 Team Dynamics Workshop.pptTeam Dynamics Workshop.ppt

AgendaAgenda

Motivation for using teams in the Motivation for using teams in the classroomclassroom

Forming teamsForming teams Promoting teamworkPromoting teamwork Assessing teamsAssessing teams Dealing with problemsDealing with problems

ReferencesReferences

[TMJ] [TMJ] The Team Memory Jogger, GOAL/QPC and Oriel , GOAL/QPC and Oriel Inc., 1995, ISBN 1-879364-51-4 Inc., 1995, ISBN 1-879364-51-4

[TQM] “An Introduction to TQM: Team Management / [TQM] “An Introduction to TQM: Team Management / Effective Meetings,” Dr. Diane Schaub, 1 Nov. 2004, UF. Effective Meetings,” Dr. Diane Schaub, 1 Nov. 2004, UF. http://www.ise.ufl.edu/ein3101c/classdocs/Fall04/IntroTQM.ppt

[Wilde] TEAMOLOGY: The Construction and Organization [Wilde] TEAMOLOGY: The Construction and Organization of Effective Teams, Douglass J. Wilde, Design Division, of Effective Teams, Douglass J. Wilde, Design Division, Mechanical Engineering, Stanford University, 2007Mechanical Engineering, Stanford University, 2007http://wikibox.stanford.edu:8310/06-07/Public/Leifer_Supporting_Literature/http://wikibox.stanford.edu:8310/06-07/Public/Leifer_Supporting_Literature/Wilde_Teamology_2007.pdfWilde_Teamology_2007.pdf

AgendaAgenda

Why Use Teams?Why Use Teams?

What Makes a Good What Makes a Good Team?Team? The pit crewThe pit crew

changes 4 tires,changes 4 tires,refuels the car,refuels the car,& cleans the& cleans thewindshield—all windshield—all in <20 sec.in <20 sec.

How?How?http://www2.raisport.rai.it/news/sport/f1/200107/30/3b6556cf03dbc/8barripit.jpg

What Makes a Good What Makes a Good Team?Team?

Exercise:Exercise: Think silently for a Think silently for a

minute, and then get minute, and then get with your neighborswith your neighbors

List characteristics List characteristics of good teamsof good teams

http://www.3trpd.co.uk/images/jordan/pit-crew-w400.jpg

TeamworkTeamwork

Successful teams have:Successful teams have:– – – – – –

AgendaAgenda

Team FormationTeam Formation

ConsiderConsider– Duration of activityDuration of activity– Difficulty of activityDifficulty of activity– Diversity of thoughtDiversity of thought– OutcomeOutcome

Formation ProcessFormation Process

Ad hocAd hoc RandomRandom Self-selectedSelf-selected SystematicSystematic Constrained self-selectionConstrained self-selection

What are the pros and cons of each?What are the pros and cons of each?

Systematic ApproachSystematic Approach

Teamology [Wilde]Teamology [Wilde]– Creates cognitively diverse teamsCreates cognitively diverse teams– Questionnaire-based process (can Questionnaire-based process (can

use MBTI results)use MBTI results)– Simple sortingSimple sorting– Useful for constrained self-selectionUseful for constrained self-selection

Does it Work?Does it Work?

Lincoln Awards with Perception Lincoln Awards with Perception & Decision Making (Judgment) & Decision Making (Judgment) GuidanceGuidance

TeamologyTeamology

Great for 4-person teamsGreat for 4-person teams

Will the team members get along?Will the team members get along? If a team is not well-balanced If a team is not well-balanced

cognitively, can they still succeed?cognitively, can they still succeed?

AgendaAgenda

TeamworkTeamwork

Stages of Team GrowthStages of Team Growth– Forming: Initial team formationForming: Initial team formation– Storming: Reality hits. Conflicts.Storming: Reality hits. Conflicts.– Norming: Relationships are Norming: Relationships are

established.established.– Performing: Highly effective and Performing: Highly effective and

cohesivecohesive[TQM]

Common to All TeamsCommon to All Teams

Roles & responsibilitiesRoles & responsibilities Individual workIndividual work Team workTeam work Meetings Meetings

Lincoln Award QualityLincoln Award Quality

Building Teamwork:Building Teamwork:Basic RulesBasic Rules Communicate goalsCommunicate goals Ask for ideas (just say yes!)Ask for ideas (just say yes!) Involve everyoneInvolve everyone Reinforce participation and Reinforce participation and

teamworkteamwork Provide active supportProvide active support

First Meeting First Meeting ActivitiesActivities IntroductionsIntroductions Collect and distribute contact infoCollect and distribute contact info Establish time for regular meetingsEstablish time for regular meetings Establish team roles & normsEstablish team roles & norms Build a team identityBuild a team identity

– Come up with a creative team nameCome up with a creative team name– Develop a team logoDevelop a team logo

AgendaAgenda

Evaluating TeamsEvaluating Teams

MJ and IMJ and I

Use multiple evaluation toolsUse multiple evaluation tools– Team deliverablesTeam deliverables– PresentationsPresentations– Peer assessmentsPeer assessments

Peer AssessmentsPeer Assessments

ElementsElements Self evaluationSelf evaluation Peer evaluationsPeer evaluations Open-ended commentsOpen-ended comments

OptionalOptional RankingsRankings Points distributionPoints distribution

Improving Improving AssessmentsAssessments Develop rubrics that include expectationsDevelop rubrics that include expectations

– i.e. Leadership: 5 = inspires team by consistently i.e. Leadership: 5 = inspires team by consistently and clearly defining tasks and expectations for and clearly defining tasks and expectations for completion, delegating a balance of task-oriented completion, delegating a balance of task-oriented and creative activities, setting a good example by and creative activities, setting a good example by always being on time and meeting commitments; 3 always being on time and meeting commitments; 3 = defines tasks for delegation and frequently = defines tasks for delegation and frequently defines expectations, meets most commitments; 1 defines expectations, meets most commitments; 1 = rarely prepared and very little follow through= rarely prepared and very little follow through

Make assessments mandatoryMake assessments mandatory Web-enabled for consolidation and Web-enabled for consolidation and

anonymous distributionanonymous distribution

AgendaAgenda

Team ProblemsTeam Problems

Conflict & disagreementsConflict & disagreements Power & authorityPower & authority Overbearing expertsOverbearing experts Lack of focusLack of focus Too much agreementToo much agreement Uneven participationUneven participation Lack of follow-throughLack of follow-through [TMJ]

Conflict & Conflict & DisagreementsDisagreements Some conflict & disagreement is a Some conflict & disagreement is a

good thinggood thing Must often balance conflicting Must often balance conflicting

ideas to make good choices and ideas to make good choices and decisions decisions

Never disagreeing is a bad thingNever disagreeing is a bad thing

Recognizing problems…Recognizing problems…[TMJ]

Conflict & Conflict & DisagreementsDisagreementsImportance of dealing with itImportance of dealing with it Arguing for the sake of arguingArguing for the sake of arguing

– Wastes everyone’s timeWastes everyone’s time Taken as a sign ofTaken as a sign of

– Unhappiness with the teamUnhappiness with the team– Unwillingness to get alongUnwillingness to get along

Be proactive—don’t let problems Be proactive—don’t let problems festerfester

Dealing with Dealing with DisagreementsDisagreements ListenListen Clarify core issue—list areas of Clarify core issue—list areas of

agreement & disagreementagreement & disagreement ““Let’s all take 5 minutes to think Let’s all take 5 minutes to think

silently about these issues…”silently about these issues…” Periodically check your Periodically check your

understanding of the understanding of the disagreementdisagreement

Improving ObjectivityImproving Objectivity

Focus on the topicFocus on the topic Avoid judgmental languageAvoid judgmental language Make an honest effort to Make an honest effort to

understand each point of viewunderstand each point of view Encourage feuders to ask for Encourage feuders to ask for

help!help![TMJ]

SummarySummary

MotivationMotivation Formation strategiesFormation strategies Promoting teamworkPromoting teamwork AssessmentAssessment Handling problemsHandling problems

Questions?Questions?

Back UpBack Up

Lincoln Awards toLincoln Awards toUnguided Stanford TeamsUnguided Stanford Teams

Lincoln Awards with Information Lincoln Awards with Information Collection (Perception) Collection (Perception) GuidanceGuidance

Mean Number of RolesMean Number of Roles

Jungian DomainsJungian Domains

KeywordsKeywords

Cognitive Mode & Planning Cognitive Mode & Planning Group KeywordsGroup Keywords

Cognitive Mode &Cognitive Mode & Team Role Keywords Team Role Keywords

Team ProblemsTeam Problems

Conflict & disagreementsConflict & disagreements Power & authorityPower & authority Overbearing expertsOverbearing experts Lack of focusLack of focus Too much agreementToo much agreement Uneven participationUneven participation Lack of follow-throughLack of follow-through [TMJ]

TeamworkTeamwork

Successful teams have:Successful teams have:– Clear goals and plansClear goals and plans– Clear communicationsClear communications– Awareness of behaviors and Awareness of behaviors and

interactions.interactions.

Holding MeetingsHolding Meetings

The wrong way:The wrong way: Call a meetingCall a meeting Wait for people to show…Wait for people to show… Try to decide why we’re here…Try to decide why we’re here… Begin discussion. Run out of time. Begin discussion. Run out of time.

People begin to leave…People begin to leave…

Meeting over!Meeting over!

The right way:The right way:– – – – – –

How to BeginHow to Begin

Problem Solving

People Skills Task Skills

Team Methodologies

- Approaches

- Tools

Team Dynamics

- Meetings

- Roles[TQM]

Team Meeting Team Meeting FunctionFunction Team meetings are: a time to share Team meetings are: a time to share

information and plan for a concerted information and plan for a concerted effort by the team.effort by the team.

Team meetings are not: a place to Team meetings are not: a place to work on individual assignments.work on individual assignments.

Team meetings should be: well Team meetings should be: well organized, and make good use of time.organized, and make good use of time.

Team meetings should not be: too Team meetings should not be: too long, ad-hoclong, ad-hoc

How to Have Effective How to Have Effective MeetingsMeetings Making an agendaMaking an agenda Meeting rolesMeeting roles Code of conductCode of conduct Parking lotParking lot Meeting effectiveness surveyMeeting effectiveness survey Have fun!Have fun!

Making a Meeting Making a Meeting AgendaAgenda What: What: Provides a overview of what is to be Provides a overview of what is to be

covered during the meetingcovered during the meeting Why: Why: To keep on-track and on-time, plus To keep on-track and on-time, plus

provides a record of progressprovides a record of progress When: When: Before the meeting starts, Before the meeting starts, creating creating

the agenda for the NEXT meeting should be the agenda for the NEXT meeting should be the last agenda item in the CURRENT meetingthe last agenda item in the CURRENT meeting

How: How: -Includes where/when meeting is held.-Includes where/when meeting is held.- Lists items and times to be discussed.Lists items and times to be discussed.- Records deliverables, who, what, whenRecords deliverables, who, what, when

Roles for MeetingsRoles for Meetings

Team LeaderTeam Leader – Executes the agenda. Helps – Executes the agenda. Helps eliminate barriers. Provides meeting planner.eliminate barriers. Provides meeting planner.

RecorderRecorder – Takes and publishes meeting notes. – Takes and publishes meeting notes. Should not be the Team Leader.Should not be the Team Leader.

ScribeScribe – Gets ideas to flipchart or board – Gets ideas to flipchart or board TimekeeperTimekeeper – Keeps group to the agenda – Keeps group to the agenda Process observerProcess observer – Enforces the code of conduct. – Enforces the code of conduct. OthersOthers: Spokesperson, Monitor: Spokesperson, Monitor

NOTE: NOTE: Not all roles required for all meetings!Not all roles required for all meetings![TQM]

Meeting NormsMeeting Norms

Start on timeStart on time End on timeEnd on time Decision making styleDecision making style

– ConsensusConsensus– Majority voteMajority vote– Plurality votePlurality vote

Publish meeting notes within 24hPublish meeting notes within 24h

Parking LotParking Lot

For capturing ideas not on the For capturing ideas not on the agendaagenda

May be handled offline or in the May be handled offline or in the next meetingnext meeting

Here is one example of a form that you could use…

This survey should be completed as a team, or by an outside observer

[TQM][TMJ]

How to Have Effective How to Have Effective MeetingsMeetings Making an agendaMaking an agenda Meeting rolesMeeting roles Code of conductCode of conduct Parking lotParking lot Meeting effectiveness surveyMeeting effectiveness survey Have fun!Have fun! Have a meeting

in your favorite restaurant!

The right way:The right way:– Plan ahead (agenda)Plan ahead (agenda)– Start and end on timeStart and end on time– Focus on team issues, not personal Focus on team issues, not personal

issuesissues– Data-driven decisionsData-driven decisions– Come preparedCome prepared– Take good notesTake good notes– Document results (minutes)Document results (minutes)

Conflict & Conflict & DisagreementsDisagreements

SymptomsSymptoms FeudingFeuding

– FightingFighting– Insults & personal attacksInsults & personal attacks

DisagreementsDisagreements– Emotionally chargedEmotionally charged– More concerned about winning than More concerned about winning than

moving forwardmoving forward [TMJ]

Dealing with FeudsDealing with Feuds

Recognize feud started before the Recognize feud started before the team & may outlive the teamteam & may outlive the team– Don’t try to end itDon’t try to end it– Look for ways to move forwardLook for ways to move forward

Suggest ways to avoid having feuders Suggest ways to avoid having feuders dominate the meetingdominate the meeting

Encourage adversaries to discuss Encourage adversaries to discuss outside of meetingsoutside of meetings

Point out effects on teamPoint out effects on team Ask faculty for helpAsk faculty for help [TMJ]

Team Dynamics Tools and Tips for Team-based Learning R. Keith Stanfill, Ph.D., P.E. Director, IPPD...

Documents

An acoustic study of Dimasa tones Priyankoo Sarmah and Caroline Wiltshire University of Florida priyanku@ufl.edu wiltshir@ufl.edu

IPPD 2013-2014 - University of Florida · PDF fileIPPD 2013-2014 August 21, 2013 ... IPPD Copter 2012 2013 MIL Swarm ... into a GPU-based form suitable for parallelization

IPPD 1 EGN 4951 Section 28405 Class Periods: 10 (3:00 PM 6 ......IPPD 1, EGN 4951 Page 1 Latorre, Fall 2020 IPPD 1 EGN 4951 Section 28405 Class Periods: T | Period 8 – 10 (3:00 PM

Ippd for teachers

Summary of CMMI-SE/SW/IPPD Models

Temple ippd Nisan-Iyar 5771 - shirtikva.org · ippd Nisan-Iyar 5771 141 Boston Post Road, Wayland, MA 01778 508-358-9992 Israel ReflectionsIsrael Reflections O ur

1 CEN6930: Wireless Experiments Background Wireless Measurements: Shao-Cheng Wang ( shaochew@ufl.edu )shaochew@ufl.edu Instructor: Dr. Helmy

Alert (IPPD Major Risks)

Protected Agriculture Outline - Research · 2020-02-11 · Paul Fisher, pfisher@ufl.edu Celina Gómez, cgomezv@ufl.edu Protected Agriculture UF IFAS Emerging Agricultural Enterprises

Ippd Guide and Tools v2010

Unit 1: Basic Marketing and Sports Marketing Instructor: Mrs. Stanfill 2006-2007

Dr. Cyntrice Thomas cthomas10@ufl.edu | 352-294-1669

Steward system Seokjoo Lee University of Florida seokjoo@ufl.edu seokjoo@ufl.edu

IPPD Package_Jan09 Twila

Diana Joyce, Ph.D, NCSPMelissa Castillo, ME.D. djoyce@coe.ufl.edumcastil@ufl.edu Michelle Portell, EdSLindsey Tropf, B.A. portellm@ufl.edulindseytropf@ufl.edu

Evolving Geometries in the Precipitation Patterns of …waterinstitute.ufl.edu/Symposium2016/Posters/zick_poster.pdf · Stephanie E. Zick (sezick@ufl.edu) and Corene J. Matyas (matyas@ufl.edu),

IPPD package vignette - rdrr.io · IPPD package vignette Martin Slawski 1 ms@cs.uni-saarland.de Rene Hussong 2 rene.hussong@uni.lu Andreas Hildebrandt 3 andreas.hildebrandt@uni-mainz.de

(CMMI-SE/SW/IPPD/SS, V1.1)faculty.stust.edu.tw › ~pwchen › cmmi › cmmi-se-sw-ippd... · CMMI is leading to a “common language” of integrated product, service, and process

Dreamweaver Basics Randy Graff rgraff@ufl.edu 273-5051

CMMI - SE/SW/IPPD/SS - V1.1 - Software Engineering Institute