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Sus Lundgren

€¢ Meredith Belbin and his colleagues have spent years studying team work in an experimental ... • Animals fall down onto new level • Game over – animals

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• Generations(!) of MDI/ID-students have requested it

• Even if most of you’ve already worked in groups at the uni……most of you were in very homogenous

groups

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• 1) Initial stage� Insecurity, curiosity, showing off

• 2) The honeymoon� Intense communication and bonding

• 3) The ”we”-stage� Roles and means of communication are

being established� In groups with more than seven members,

sub groups emerge � Diversity is seen as a strength

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• 4) Conflict stage� Irritation, less praise, aggression, envy� Diversities are annoying� Group pressure builds up

• 5) Plateau stage� Fatigue, resignation

• 6) The effective stage� Unity, everyone working well towards the

same target� Tranquility, pleasure in one’s work,

satisfaction� Remains until conditions change…

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• Members of a group have task-related roles� System architecturer� Programmer� Database programmer� Designers

• Interaction designers• Graphic designers

� Project leader� Technical Project Leader� Technical writer

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• Members of a group also have roles related to “behaviour”/personality

• There are various theories on how to describe personalities…� Cattell Personality Inventory (16 PF), pairs

of attributes (intovert-extrovert, submissive-detemined, exact-creative etc.)

� Belbin

• … and numerous tests

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• Meredith Belbin and his colleagues have spent years studying team work in an experimental environment

• They have defined eight team roles� Coordinator (calm, confident, controlled)� Plant (creative, unorthodox, non-practical)� Implementer (conservative, dutiful)� Shaper (extrovert, dynamic, pushing, provoking)� Monitor/Evaluator (analytic, strategic, dry) � Team worker (sensitive, mild, indecisive, caring)� Resource Investigator (curious, communicative)� Completer-Finisher (thorough, perfectionist,

anxiuos )

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• Each of us have a primary and a secondaryrole, etc.

• Well-working teams consist of people with many different roles� One- or two-role teams are hardly ever

functional

• A person sometimes acts as his or her secondary team role, if it is missing in the group� If the team is smaller than eight, some

members may act out both their primary and secondary roles

• The ideal team size seems to be 4-6 people

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• Unfortunately there’s a widespread distrust between programmers and designers, leading to numerous conflicts

• Obvious reasons are� Time planning: designers are normally

busy during the beginning of the project, programmers in the end

� The client: There are always misunder-standings leading to redesign � new code

� User tests: These also cause redesign and might annoy not only the programmers…

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• Inner reasons� Lack of understanding of the problems and

possibilities within the ”other” discipline� View on design: For the designer it lives

and changes due to changed requirements, it is never really ”finished”. For the programmer it’s much easier if the design is set from the beginning

• Programmer: You’re irresolute, changingstuff all the time, whereas I’m the onemaking the important job!

• Designer: If the user can’t understand the system it doesn’t matter how genial the code is, you arrogant #@%¤#!!!

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• The groups must get an understanding of each others disciplines

• The entire group should take part in the initial system design meetings

• Let programmers take part as observers during user tests

• Let the entire group sit in the same room, if possible� More and better communication, ”cross

fertilization of ideas”

• Make early user tests to minimize last-minute redesigns

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• You have different competences� Graphical designers � Writers � Programmers

• Different areas of knowledge � different views & different wor(l)ds

• More…� Different levels of ambition� Different ways of working� Keeping your known roles (programmer

etc) or switching and learning from another?

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• The project leader serves as an interface and sometimes a filter between� the members of the group (or the groups in

the group!)� The customer� The own company� Other companies or people involved in the

project

• The project leader needs to� Keep everyone reasonably happy ==

compromise� Make sure the project is done on time

within budget � lots of administrative work

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• The project leader needs to be� Sensitive� Rather calm� Self confident� Tough-stomached

• The project leader needs to have� Good communication skills� Good negotiation skills

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• List all activities you can think of� Make time estimate

• Divide them into groups� Time based (e.g. ”preparations”)� Skill based (e.g. ”database programming”)

• Assign people to tasks• Make a time line

� Leave slack!

• Try to foresee problems; can you plan to avoid them?� Fear of computer breakdowns � daily

backups to server

• Have frequent check-up meetings

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• List activities• Divide them into groups

� Time based (e.g. ”preparations”)

� Skill based (e.g. ”databaseprogramming”)

• Assign people to tasks• Make a time line• Try to foresee problems• Check-ups?

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• Meredith Belbin: Management Teams - såskapas framgångsrika team� Management Teams: Why they succeed or

fail

• Meredith Belbin: Teamroller i praktiken� Team Roles at Work

• Ann & Marianne Fredriksson: De elva sammansvurna

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• How many sounds are there in Zookeeper’s game mode?� Do you think the sound feedback matters?

Why? Why not?� Which one sound do you think is the most

important one?

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• Marking• Shifting places• Scoring• Cumulative scoring• All-of-a-kind scoring• Angry animal• No more move• Running out of time• Level done• Level up

• Animals fall down onto new level

• Game over – animals run away

• Mouse-over options• Pause (actually the

same as ”angryanimal” – late fix?

• Background music

• I found some 15