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Diversity in your team – embrace it or lose the best thing you have! Julie Gardiner Redmind AB
© Julie Gardiner
4.2
Making teams work • Will the person fit in?
John Lee Dawn Jonas
Helene
Liffy James
Ben
Scott
Julie
Goal
Individual skills increased
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PM view -‐ Ge<ng the ‘right’ balance
TASKS • Planning • execuFon &
monitoring • risk analysis
PEOPLE • team building • moFvaFon • team dynamics • communicaFon
NOVICE (needs pracFces)
ADVANCED BEGINNER (uses pracFces)
COMPETENT (define pracFces)
PROFICIENT (falls back on pracFces)
EXPERT (subverts pracFces) us
es in
stin
ct contextual
awareness
behaviour from insFnct
most people stop here
Source: Dan North - Oredev
Dreyfus Model (for skills acquisition):
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Indicators of a good team
• Clear Purpose and DirecFon of the Team • Team Vision/Leadership • Understand Team Differences
– A willingness to share with others -‐ and the communicaFon skills to do so
– An abundance mentality plenty of opportunity for
• contribuFon, recogniFon for parFcipaFon, reward for accomplishment
– Having trust in their own percepFons – everyone’s view is valuable
– A climate and culture that accepts and encourages differences
• Team Processes
= 6 relationships formed
Group dynamics
• Scenario 1 – 3 people in team
• Scenario 2 – add one more person
= 12 relationships formed
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• Things to note • no right or wrong answer • try not to think too much • helps us assess our strengths • can be used with other management
quesFonnaires (Belbin, Myers-‐Briggs etc) • plot values on the graph
CommunicaKon Styles -‐ the quesKonnaire
The quesKonnaire -‐ how to complete
Friendly Approachable Casual Open Unstructured Social IntuiFve Random Warm PercepFve
Formal ReFring Business Like Guarded Organised Introvert Logical Focused Cool InsensiFve
X -‐ Axis
x
x x x
x x
x x
x
x
6
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The quesKonnaire -‐ how to complete
To the point Challenging Quick Insistent Lively ImpaFent Adventurous ConfronFng CompeFFve Strong Minded
Indirect AccepFng Leisurely Thoughcul Relaxed PaFent CauFous RecepFve Co-‐operaFve AnalyFcal
Y -‐ Axis
x
x x
x x
x x x
x x
2
10
The Grid
X (6,2)
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The Model
The PragmaFst
The Pioneer
The Analyst The Facilitator
Key words for “PragmaKc” style
Likes • strategic / goals • posiFve • results / brief • pracFcal • efficiency • tasks
Dislikes • indecision • vagueness • Fme-‐wasFng • unproducFveness
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Key words for “Pioneer” style
Likes • new / ideas • change • openness • results/efficiency • involving others • risks
Dislikes • standards • detail • ‘norm’ • paper-‐work
Likes • accuracy • ahenFon to detail • proof • standards • reliable • all alternaFves
Dislikes • new / change • untested / risks • brief / speed • leing go
Key words for “Analysing” style
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Likes • networking • posiFve • team oriented • consensus / sharing • building bridges • status quo
Dislikes • pressure / deadlines • confrontaFon • isolaFon • dictated
Key words for “FacilitaKng” style
Belbin roles
Dr Meredith Belbin defines a team role as:
“A tendency to behave, contribute and interrelate with others in a parKcular way”
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The Plant & Resource InvesKgator
The Plant general
– source of original ideas – creaFve, unorthodox – problem solving
tesFng
– creaFve ways to test a system (exploratory tesFng)
– challenge requirements
The Resource InvesFgator general
– extrovert – explores new opportuniFes – develops outside contacts
tesFng
– networks with other departments (& companies)
– explores new ideas for test – build bridges with development
The Co-‐ordinator & Shaper
The Co-‐ordinator general
– good chairperson – social team leader – disciplined
tesFng – sets test goals & objecFves
– recognise tester’s abiliFes and skills
The Shaper general
– challenging – task team leader – extrovert, overcomes problems
TesFng
– test team leader – monitor and control test process
– ensure tesFng is done, drives test team to excel
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The Monitor Evaluator & Team Worker
The Monitor Evaluator general
– analysis of problems – looks at all opFons – judges accurately
tesFng – good at test planning – risk assessment for tesFng
– iniFal test design
The Team Worker general
– diplomaFc – will see through ‘storming’ – builds bridges, defuses conflict
tesFng
– builds tester’s network – seeks ways to work with development
– mentoring other testers
The Implementer & Completer/Finisher
The Implementer general
– disciplined, efficient – outworks ideas into acFons
tesFng – will help meet test delivery dates
– try out and prove new more efficient ways to test
The Completer/Finisher general
– meets deadlines – ahenFon to detail – conscienFous
tesFng – ensuring all tests have been run correctly and all test documentaFon is complete
– analyse faults found
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The Specialist
The Specialist • general
– the expert – provides knowledge – skilled in certain areas
• tesFng – techniques – automaFon/tools – environment – ...
The Ideal Team…
A MIXTURE IS THE BEST BUT IT DEPENDS...
Myers-‐Briggs DescripKon Type v Type DescripKon
Preference for the outer world and one's own acFon and effect on it
(E) Extraversion
Introversion (I)
Preference for inner self and ideas to understand and protect or nurture it
Gathers informaFon by: focusing on facts within informaFon
(S) Sensing
iNtuiKon (N)
Gathers informaFon by: interpreFng paherns, possibiliFes and meaning from informaFon
Decides by using logic, consistency, objecFve analysis, process-‐driven conclusions
(T) Thinking
Feeling (F) Decides according to what mahers to self and others, and personal values
In dealing with the world organises, plans, controls, and decides clear firm acFons and responses -‐ relaFvely quick to decide
(J) Judging
Perceiving (P)
In dealing with the world responds and acts with flexibility, spontaneity, adaptability and understanding -‐ relaFvely slow to decide
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What is DISC?
• People who score high on Dominance and Compliance = task-‐oriented • People scoring higher on Influence and Steadiness = people-‐oriented. • Those scoring high on Dominance and Influence = asserFve and acFve, • Higher scores on Compliance and Steadiness give rise to calm and more
cauFous behavioural styles.
Trait DescripKon
Dominance Describes the way you deal with problems, assert yourself and control situaFons.
Influence Describes the way you deal with people, the way you communicate and relate to others.
Steadiness Describes your temperament -‐ paFence, persistence, and thoughculness
Compliance Describes how you approach and organize your acFvity, procedures and responsibiliFes.
How to use DISC • Dominant People
• Build respect to avoid conflict • Focus on facts and ideas rather than the people • Have evidence to support your argument • Be quick, focused, and to the point • Ask what not how. Show them how they can succeed • Talk about how problems will hinder accomplishments
• Influencing People • Be social and friendly with them, building the relaFonship • Listen to them talk about their ideas • Help them find ways to translate the talk into useful acFon • Don’t spend much Fme on the details • MoFvate them to follow through to complete tasks • Recognise their accomplishments
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How to use DISC (Cont.) • Steady People
– Be genuinely interest in them as a person – Create a human working environment for them – Give them Fme to adjust to change – Clearly define goals for them and provide ongoing support – Recognise and appreciate their achievements – Avoid hurry and pressure. Present new ideas carefully
• ConscienKous People – Warn them in Fme and generally avoid surprises. Be prepared. Don't ad-‐lib with them if you can
– Be logical, accurate and use clear data – Show how things fit into the bigger picture – Be specific in disagreement and focus on the facts – Be paFent, persistent and diplomaFc
How it relates to other Models
The PragmaFst
The Pioneer
The Analyst The Facilitator
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Extroverts/Feeling/ intuiFon
Introverts/ Thinking/sensing
Monitor evaluator
Teamworker Co-‐ordinator
Resource invesFgator
Completer finisher
Implementer Pioneer
Shaper
Specialists
Plant
Perceiving
Judging
Key Myers/Briggs Belbin
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Next steps
• Try the on-‐line free quesFonnaires – Myers Briggs -‐ www.humanmetrics.com – DISC -‐ hhps://www.123test.com/disc-‐personality-‐test/
• Use the CommunicaFon Style analysis – What’s your style and your team’s style
Email: [email protected] or [email protected] Twiher: @cheekytester
Questions
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