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This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI. Panama, March 09, 2010
How can we speed-up?Development of High Performance Teams by Peter Pfeiffer (04/2010)
This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
Content
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Why do we talk about teams?
• Team• Teamwork• Importance of teamwork• Team development
743.000.00028.700.000
3.360.0002.000.000
Google search of key terms results in high number of hits:
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Sometimes you have anexceptional individualtalent, but you need ateam behind it to be
successful.
This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
Sometimes you have agroup of exceptional
individual talents, butonly as a team they can
be successful.
This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
Sometimes you havecutting-edge technology,but without an excellent
team it could not besuccessful.
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This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
… if changing a tire takes 5seconds longer than it should,
integrate,
don’t match,it can easily cost the victory.
or if the super stars fail to
or if technology and people
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… but what makes a groupof people a team?
… are all teams the same?and:
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Types of Teams
Source: Marie Kane (2001) Distinguishing teams from Work Groups
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• No significant incremental performance need or opportunity that would require it to become a team.
• The members interact primarily to share information, best practices, or perspectives and to make decisions to help each individual perform within his or her area of responsibility.
• There is no call for either a team approach or a mutual accountability requirement.
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• Group for which there could be a significant incremental performance need or opportunity, but it has not focused on collective performance.
• No interest in shaping a common purpose or set of performance goals. Pseudo-teams are the weakest of all groups in terms of performance impact.
• They almost always contribute less to company performance needs than working groups because their interactions detract from each member's individual performance without delivering any joint benefits.
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• There is a significant, incremental performance need, and it really is trying to improve its performance impact. Typically it requires more clarity about purpose, goals, or work products and more discipline in hammering out a common working approach.
• It has not yet established collective accountability. Potential teams abound in organizations.
• The steepest performance gain comes between a potential team and a real team.
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• This is a small number of people with complementary skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually accountable.
• Real teams are a basic unit of performance. • The possible performance impact for the real
team is significantly higher than the working group.
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• Group that meets all the conditions of real teams and has members who are also deeply committed to one another's personal growth and success.
• That commitment usually transcends the team.
• The high performance team significantly outperforms all other like teams, and outperforms all reasonable expectations given its membership.
• It is a powerful possibility and an excellent model for all real and potential teams.
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8. We outperform other like teams and outperform performance expectations
7. Members are committed to one another's personal growth and success
6. There is mutual accountability
5. There is true interdependency
4. There is agreement on working approach
3. There is consensus on objectives
2. There is joint commitment to a common mission
1. There is a significant, incremental performance need or opportunity
You can assess you team, using the following items
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How can we build anddevelop a team?
Which elements should beobserved?
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The Team Development WheelNo hidden agendas; no
getting along at the expense of honest
confrontation
Shared vision, goals and values;
Fine-tune between organization and
team.
Openness for new ideas; Thinking
“out-of-the-box”.
Accountability; responsibility; Fighting
for the “cause”.
“Walk the talk”;Steering and decision taking.
Knowledge, skills, capacities and attitudes.
Acknowledgement of competencies; Celebration of success.
Individual learning; sharing of experiences; caring for the peers. L
earnin
g,
sharin
g,
caring O
pen
Com
mun
icat
ion
Alignment
Creativity & innovation
Ow
nersh
ipOrg
aniz
atio
n &
coor
dina
tion
Accomplishment
Competencies
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The Team Development Wheel
Learn
ing
,
sharin
g,
caring O
pen
Com
mun
icat
ion
Alignment
Creativity & innovation
Ow
nersh
ipOrg
aniz
atio
n &
coor
dina
tion
Accomplishment
Competencies
Facilitation
Facilitating communication and relationship building.
This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
CommunicationCommunication
A process in which information is exchanged between individuals through a common system of symbols, signs or behaviors.
The combination of the symbols, signs and behaviors is called “message”.
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Did you understand what I meant to say?Did you understand what I meant to say?
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MessageMessage
Sender Receiver
FeedbackFeedback
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Attention: Mimics, gestures, posture, voice
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Levels of Social Behavior Love
Joy
Sadness
Hate
Sympathy
Affection
Hope
Status
Ambition
Desires
Values
Fear
Shame
Insecurity
Mistrust
Rejection
Antipathy
Hidden rules
Taboos
Anxiety
Resources
Theories
Deadlines
Materials
Hierarchy Tasks
Rules and norms
Proceedings
Objective Information
Technical level
Psycho-social level
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How can we build anddevelop a team?
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Why use a Team Charter?
• Create shared vision, mission, goals and values;• Define roles and responsibilities;• Strengthen inter-personal relationships;• Learn and share for continuous performance
improvement – as a team and as an individual.
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Vision Mission / Purpose Team responsibilities Team Members –
Roles - Responsibilities Values Goals
Deliverables Schedule Meetings Decision making Sustainable
performance Communication
Some essential elements of a Team Charter
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Can any team become aHPT?
Does every team need tohave high performance?
and …
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Bringing out the best of / in peopleSkills, confidence, morale, motivation
Driven to improveWork processes, organizational performance, personal performance
Preparing for the futureCreativity, innovation, learning from the past
Doing more than is minimally expectedGoing beyond, stretching, move limits
What is High-Performance?
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Are all teams of thesame nature?
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If we distinguish between face toface teams and virtual teams …
… or between professional teamsand volunteer teams …
could we expect the sameperformance?
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Professional Team x Volunteer Team
LowerProductivityHigher
Less rigorousAccountabilityMore rigorous
Personal growthDevelopmentProfessional career
Rather availabilityMember selection criteria
Professional qualification
intangibleRewardTangible
Part timeEngagementFull time
The comparisons in this slide and in the following are not conclusive and indicate only tendencies.
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Face to face Team x Virtual Team
LowerProductivityHigher
Less rigorousAccountabilityMore rigorous
Less costly; tend to be less frequentMeetingsCostly; tend to occur
more often
Lower potentialConflictsHigher potential
Less personal and distantRelationshipMore personal and
closer
New technologies can be obstacle
Communication Technology
More common means are used
Indirect, some aspects are suppressed
CommunicationDirect, personal
and with all dimensions
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bringing out the best of people,
driving to improve,
preparing for the future, and
doing more than is minimally expected,
your team is on its best way to perform highly, not necessarily because of its objective outputs, but because being part of such a team is highly rewarding.
If your team is striving for …
This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.
Some parts of the presentation were inspired or based on the following resources:
Marie Kane (2001): Distinguishing Teams from Work Groups Is Critical. http://www.leader-values.com/Content/detail.asp?ContentDetailID=76
Unknown author: Team-Based Approach to High-Performance and Continuous Improvement (http://teaching.fec.anu.edu.au).
Canada’s Healthy Workplace Week (2006): Team Charter template. (www.p3leadership.ca)