Teaming Workshop Slide s

8/8/2019 Teaming Workshop Slide s

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Chris BernardLook for me on Twitter, FaceBook and LinkedIn

ID teaming workshop

This presentation is for educations purposes only. Photos from istockphoto.com unless otherwise noted.This presentation is for educations purposes only. Photos from istockphoto.com unless otherwise noted.


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Whats going to happentoday?


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Well learn about

collaborating effectively


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Making hard things easier


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Picking the rightapproaches


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Understanding how weredifferent


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Learn how to not ignoredysfunction


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Push our teams in the rightdirection


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What to dowhenwe get stuck


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DetailsIntroductions (Discussion) 60 minutes 08:30am to 09:30am

Teaming Frameworks (Lecture) 30 minutes 09:30am to 10:00am

Break 15 minutes 10:00am to 10:15am

Understanding each other (Lecture) 30 minutes 10:15am to 10:45am

Feedback (Lecture) 15 minutes 10:45am to 11:00am

Exercises (Team-based) 60 minutes 11:00am to 12:00pm

Lunch 60 minutes 12:00am to 01:00pm

Understanding our team (Lecture) 15 minutes 01:00pm to 01:15pmExercises (Team-based) 90 minutes 01:15pm to 02:45pm

Break 15 minutes 02:45pm to 03:00pm

Exercise summary (Discussion) 60 minutes 03:00pm to 04:00pm

Getting unstuck (Lecture) 45 minutes 04:00pm to 04:45pm


Wrap up (Discussion) 30 minutes 05:00pm to 05:30pm

Offsite (Optional) 05:30pm to


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Who am I?

An ID alumni, MDM 2006

Designer

Consultant Equal mix of work at small

companies and the enterprise


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What do people think ofdesigners?


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Methodology: 10k designers, 15 countries

Goal: surface key essence of the designer audience

Results have guided v1 of product offerings

95% black isfavorite color

(except Japan, where charcoalblack is top)

55% wearturtlenecks 5+ days

a month(81% of those are black)

Ponytails aredisproportionately

common(32% of men

86% of women)

Designer Tracker Project


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LeadershipStewardship

Resource

ManagementMarketing

Technology

Design

======

CEOCOOCFOCMOCTO?


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Identifying Opportunities

GOODBAD

GOOD

Vision +

Invention =


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Design icons are different for all of us

Source: Microsoft


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Meet the designer

Source:Microsoft


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Clement Mok

There has clearly been a steady decline in the

design profession for over 30 years, and the

source of that decline is the professionsintractable stasis.

We are unchanged professionals in a changing

professional climate, clutching at old idols, whilefailing to create new offerings, failing to reinvent

and reinvigorate the practice when needed,

failing to inculcate a professional culture that is

accessible and fair.Source: Communication Arts

What do our peers think?


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Nobody knows how much to spend

Its the process and not thepocketbook

Collaboration is the key

Source: Strategy+Business

What does business think?


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What do we think?

Which of the following havebeen characteristics ofgood teamexperiences at ID?

Source: Dave McGaw, ID


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Team members have a mix of levels ofexperience

Team members have a mix ofskills

At least one person has project managementskills

People take turns leading the project

Team makes clear assignments at each meeting for who does the work

Team has regular weekly meetings scheduled

Teams use tools like blogsetc., to collaborate and share files remotely

Teams meet socially at least once during the project

Teams members evaluate each other periodically during the project


What do we think?


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What do we think?

Which of the following havebeen characteristics ofbad

team experiences at ID?



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What do we think?

Team members have the same skills

The same person is the leader for most of

the project

The project operates by consensusno

single leader at any time

Teams improvising solutions just before

presenting



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What do we want?

I expect good teamwork skills to be an

important part of my design career

I have good teamwork skills right now

I would benefit from improving my

teamwork skills



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Agenda

We have a full day

We have three 15 minute breaks

We have 60 minutes for lunch


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Code of conduct

Engage, turn off the cell-phone, usethe laptop for notes only

One voice at a time

Respect your fellow participants

Meet your fellow participants


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Things Ive learned

The best insights in this class comeat the seams During team exercises

During team feedback

During the breaks and ad hocconversations over lunch, after class

and online


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Understanding our team (Lecture) 15 minutes 01:00pm to 01:15pmExercises (Team-based) 90 minutes 01:15pm to 02:45pm








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A frameworkfor teams30 Minutes


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hi k lf


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Are you really a team?

Are you ready for heavy lifting?

Source: Wisdom of Teams

Two things to ask yourselfwhen thinking about teaming


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What we want to learn

How to determine if a team is theright choice

How to chose the right kind of team

Understanding what is required toenable the success of the team



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At the Institute of Design we careabout


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High PerformanceTeams


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But, be careful


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Sometimes you dont need a

high performance team to getthe job done


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Effective Groups


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An effective groupdoesnt require the discipline and rigor of

a performance unit.

When the characteristics of a performance unit are applied to

a group it can frustrate and overburden users.

Typical effective groups merely requires an

understandable charter

good communication

defined member roles

time-efficient processes

reasonable accountability


Effective groups versus highperformance teams


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Single-leader Units


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high performance teams

Single-leader units function differently than a performing team in that

the traditional management style of leadership is imposed with a designate

that

makes the key decisions

delegates and monitors individual assignments and accountability

chooses how and when to modify specific approaches.

The benefit of this approach is that it is more agile and familiar to mostindividuals than the techniques required to be a performing team.



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High Performance Teams


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Six things to know about teams

Characteristics of


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In The Wisdom of Teams Katzenbachand Smith identified six basics criteriathat were required for effective

performing teams.


Characteristics ofhigh performance teams


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Small numbers


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Small numbers

Large numbers of people have trouble interacting constructively as a group.

Performing teams typically function best when there are a small number of

people working together with four to six people often being a good target.

Single leader and effective groups also benefit from smallness but the less

resource intensive nature of process required for this types of teams typically

means they can be a little larger, in the range of twelve to twenty-five people.



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Complementary skills


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Complementary skills

In the enterprise high performance companies build teams

based on complementary skillsthis of course requires an

understanding of what skills people have.

Its further complicated in a learning institution around not only

understanding what skills people have but also what skills they

would like to develop.

Insights into technical and functional expertise, problem solving

and decision making skills and interpersonal skills are all factors

that go into the creation of effective teams.



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Common purpose


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Common goals

Common goals

C f ifi


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Common set of specificperformance goals

Specific performance goals arealsoessential for most teams to

functioneffectively and they need to be

defined

for or developed by the team.



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Common working approach

Commonly agreed upon working


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Commonly agreed upon workingapproach

Teams that cant standardize on the sameworking environments and tools oftendo not function well. Incompatible

software and collaboration tools cancripple teams and cause massive hits toproductivity and effectiveness.



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Mutual accountability

Teams need to hold themselves accountable and be

evaluated as a team.

Organizations that expect team performance but only

reward individual contribution in absence of

accountability to a team are often ineffective.

If we dont incent the performance we want, we wont

get the performance we want.


ID Teaming Workshop


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Take a Break15 minutes


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Details

Introductions (Discussion) 60 minutes 08:30am to 09:30am







Understanding our team (Lecture) 15 minutes 01:00pm to 01:15pm

Exercises (Team-based) 90 minutes 01:15pm to 02:45pm








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Understanding each other30 Minutes


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Were different


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Individual differences

What makes it hard to work withother folks?

How does this manifest itself at ID?

Do we have similarities, what arethey?

How can we learn more aboutsimilarities and differences beforewe start teaming?

What is a Meyers Briggs Type


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What is a Meyers Briggs TypeIndicator?

The Meyers Briggs Type Indicator (MBTI) is a personality profiling

tool that has over 50 years of data behind it.

There are no right or wrong answers and the findings are not

absolute, its not fate and its not destiny.

Its simply a tool to help facilitate your understanding of your

own patterns of behavior and have a common language and set

of tools to understand others.

Source: Description for Self-Discovery

Personality has several


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Personality has severalaspects

The contextual self

The developed self

The true self

Understanding personality

patterns, processes, structure,purpose


Where primarily do you prefer to


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If you prefer to direct your energy to deal withpeople, things, situations, or "the outer world", thenyour preference is for Extraversion. This is denotedby the letter "E".

If you prefer to direct your energy to deal with ideas,information, explanations or beliefs, or "the innerworld", then your preference is for Introversion.

This is denoted by the letter "I".

Source: Team Technology

Where, primarily, do you prefer todirect your energy?

Wh i il d f t


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Where, primarily, do you prefer todirect your energy?

Extraversion (E)Sociability

Interaction

External

BreadthOutside thrust

Relationships

Action

External events

Do-think-do

75%

Introversion (I)Solitary

Concentration

Internal

DepthInside pull

Deep friendship

Reflection

Internal reations

Think-do-think

25%

Source: IBM

How do you prefer to process


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If you prefer to deal with facts, what you know, to haveclarity, or to describe what you see, then your preferenceis for Sensing. This is denoted by the letter "S".

If you prefer to deal with ideas, look into the unknown, togenerate new possibilities or to anticipate what isn'tobvious, then your preference is for Intuition. This isdenoted by the letter "N" (the letter I has already beenused for Introversion).


How do you prefer to processinformation?

How do you prefer to process


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Sensing (S)

The five senses

What is real

PracticalFacts

Present orientation

Sensible

PerspirationDown-to-earth

75%

Intuition (N)

Hunches

What could be

TheoreticalInsights

Possibilities

Imaginative

InspirationHead-in-clouds

25%

Source: IBM

How do you prefer to processinformation?

How do you prefer to make


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y pdecisions?

If you prefer to decide on the basis of objectivelogic, using an analytic and detached approach,then your preference is for Thinking. This isdenoted by the letter "T".

If you prefer to decide using values and/or personalbeliefs, on the basis of what you believe isimportant or what you or others care about, thenyour preference is for Feeling. This is denoted by

the letter "F".


How do you prefer to maked i i


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Thinking (T)

Head

Logical system

Objective

Critique

Reason

Firm but fair

ImpersonalFirmness

50%

Feeling (F)

Heart

Value system

Subjective

Compliment

Empathy

Compassionate

PersonalPersuasion

50%

decisions?

Source: IBM

How do you prefer to organize your


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life?

If you prefer your life to be planned, stable andorganized then your preference is forJudging(not to be confused with 'Judgmental', which isquite different). This is denoted by the letter "J".

If you prefer to go with the flow, to maintainflexibility and respond to things as they arise,then your preference is for Perception. This isdenoted by the letter "P".



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Things to keep in mind

The MBTI doesnt measure ability,skills, or potential.

The MBTI merely gives you (andothers) insights into dominantpreferences that you may exhibit in

different environments.



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Teams dont function well withoutfeedback


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Giving feedback15 Minutes

Three concepts around


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Three concepts aroundfeedback

How to listen

How to give

How to receive


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How should we give


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How should we givefeedback?

Use a positive approach

Be specific

Give feedback on things that aperson can change

Check for understanding

Discuss what you way or heard

Source: IBM

How should we receive


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How should we receivefeedback?

Relax

Listen carefully, avoid interrupting

Ask questions for clarity

Acknowledge valid points

Take time to sort out what you heard

Source: IBM


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A hi d l


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A coaching model


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Lets try it


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C l i


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Conclusions

What have we learned so far?

D t il


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Details

Introductions (Discussion) 60 minutes 08:30am to 09:30amTeaming Frameworks (Lecture) 30 minutes 09:30am to 10:00am















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Eat Lunch 45 minutes

D t il


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Introduction15 minutes

What is the Creative Problem


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The Basadur Creative Problem Solving Profile (CPSP) Inventory

measures an individual's unique blend of preferences for four stages

of what is defined as the creative process. One's largest quadrant on

the graph represents one's preferred or dominant style, while the

sizes of the other quadrants represent supporting orientations in turn.

The resulting unique blend of styles is one's profile.

Source: Min Basadur and GK Van Patter (www.nextd.org)

a s e C ea e ob eSolving Profile (CPSP)?



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Solving Profile (CPSP)?




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Each unique style reflects individual preferences for ways of

gaining and using knowledge. Some people prefer to

understand things more by experiencing while others prefer to

use abstract thinking and analysis to understand. Also, someprefer to use understanding for generating options while

others prefer to use understanding to evaluate options.

The Basadur CPS Profile is not a personality test.

It measures states, not traits.

Solving Profile (CPSP)?


The CPSP looks at how people get


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The creative problem solving profile is constructed on two of these

dimensions.

First, by two opposite ways of gaining knowledge:

(1) By direct experience and

(2) By abstract, analytical, logical thinking.

Second, by two opposite ways of using knowledge:

(1) By ideation (making new possibilities, breaking connections,

diverging)

(2) By evaluation (testing and verifying new possibilities, making

connections, converging).

p p gknowledge and how they use it


The CPSP looks at how people get


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The CPSP is a way of diagnosing and explaining the different creativeproblem solving inclinations and skills one person has relative to another so

that the two can understand how to team together for synergy and increased

creativity, combining their strengths.

p p gknowledge and how they use it



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Lets try it90 minutes

Details


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Take a Break15 minutes

Details


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Summary on the CPSP45 minutes

Some stuff is missing


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This next section contains copyrighted contentthat Ive pulled from this presentation becauseIm not permitted to show it out of a classroomsetting.

However you can get the gist of everything Imsaying by going to NextD.org where theyvethoughtfully posted all this content. Check itout for yourselves and make the investment of

profiling yourself and your teams. Its the besttool Ive found for creative teams.

Generator Description
http://nextd.org/InnovationProfile/index.htmlhttp://nextd.org/InnovationProfile/index.html


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Generator Description

The Generators two dominant creative problem solving inclinations are (1) learning bydirect experience, that is, sensing the world around by touch, smell, taste, hearing and

seeing; absorbing knowledge by getting involved personally and experiencing and

gathering information, and (2) ideation, that is, imagining possibilities, seeing relevance

in everything, seeing different points of view; dreaming about what might be; wondering

why things seem to be what they are; speculating about the future. The combination of

these two inclinations indicate a preference for problem sensing and fact finding kinds of

activities in the creative process. The Generator is an initiator, a proliferator of

opportunities, problems, facts and feelings - very sensitive to the world around, absorbing

diverse information and possibilities that might have relevance to the organization or to

oneself. The Generator is very comfortable with high ambiguity and proliferation of

much information and potential opportunity. He loves to get things started and is likely

strong in Steps 1 and 2 of the creative process. Generators are idea starters.

Source: Min Basadur

Conceptualizer Description


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Conceptualizer Description

The Conceptualizers creative problem solving inclinations are (1) using knowledge forideation (as above) and (2) learning by abstract analysis, logic and conceptualization

(trying to develop an understanding or explanation or theory which offers an explanation

of a situation; being detached and objective; doing rational, logical thinking; having

things make sense in the abstract). The Conceptualizers combination of these two

inclinations indicate a preference for problem definition and idea generation (Steps 3 and 4

of the Basadur creative process) via a propensity to patiently take a wide range ofseemingly disparate facts or idea fragments and possibilities and combine or assimilate

them into integrated explanations, theories, problem definitions and ideas to be tested.

Conceptualizers are good at extracting and defining the opportunity or problem posing it

and developing a list of ideas which may solve it. They are idea developers.

Source: Min Basadur

Optimizer Description


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Optimizer Description

The Optimizers creative problem solving inclinations are (1) learning by abstractanalysis, logic and conceptualizing and (2) using the knowledge for evaluation by

testing

possibilities, that is, experimentation (trying to verify theories; confirming ideasand

notions; learnings and pinning down practical knowledge gained during testing).

These two inclinations indicate the optimizer to be involved in the practicalapplication of

ideas, planning how to make ideas work in the real world and optimizing solutions.

In the creative process, this involves testing and rational, logical evaluation ofideas, selection

of the best ones and planning concrete steps for making them practical andimplementable (Step 5 and 6 of the process). Optimizers are solution developers.

Source: Min Basadur


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Conclusions about how to use the CPSP


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Conclusions about how to use the CPSP

For any organizational team to be an effective creative problem solver, strengths in all four quadrants is

important. This is achieved through the blend of people on the team. It is also important that the individualsin that organization or team use their strengths in a complementary way and not get frustrated by otherswho may have opposite inclinations (e.g., optimizers and generators, implementers and conceptualizers).

To achieve the best outcomes, projects in organizations need to move through the generationconceptualization- optimization-implementation cycle. Ideas for new projects must start somewhere - thatis, the generator function, to be sensitive to the world around picking up data and cues and suggestingpossible opportunities. Thus, the generator function raises a wealth of ideas and facts - usually not fullythought through, but simply in the form of starting points for new projects.

Next the conceptualizer function is needed to pull together the facts and idea fragments from the generatorphase into well thought out and developed ideas and defined problems and concepts worthy of furtherdevelopment. The conceptualizers give sound structure to fledgling ideas and problems. The optimizerfunction is to take the selected structured project, problem or idea and find a practical solution or actionplan that is well detailed, efficient and optimum.

Finally, it is up to the implementation function to carry the practical solutions and plans for the project

forward and get them implemented - convincing management or customers or other employees asnecessary and adapting the solutions and plans as necessary to make them fit into the real world.

Source: Min Basadur


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When you get

stuck


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Getting unstuck45 minutes



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This next section contains some content that iscopyrighted that I cant display out of anacademic setting.

The good news is that you can get the gist of

this presentation by going to www.unstuck.com,explore the site, buy the book!

But first, look atwww.unstuck.com/pdf/UNSTUCK_excerpt.pdfto

get an idea of what this section is about.

So how stuck are you?
http://www.unstuck.com/http://www.unstuck.com/pdf/UNSTUCK_excerpt.pdfhttp://www.unstuck.com/pdf/UNSTUCK_excerpt.pdfhttp://www.unstuck.com/pdf/UNSTUCK_excerpt.pdfhttp://www.unstuck.com/


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So, how stuckare you?

Do you have a clear, inspiring purpose?

Do you have the right people, in the right rolesto make a difference?

Do you work effectively as a team? Can you

always get the right stuff done?

Does the team truly get the most from diversityin skills, geography, gender, age, ethnicitytobroaden its thinking?

Source: Unstuck

So how stuck are you?


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So, how stuckare you?

Do you know how to make decisions? Do those decisions stick?

Is your team capable of radical

ideas?

If your team leader quit today, couldyour team carry on?

Source: Unstuck


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Figuring out why were

stuck


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Diagnosing why youre


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stuck

Overwhelmed

Exhausted

DirectionlessHopeless

Battle-torn

Worthless

Alone

Source: Unstuck

Details


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Exercises (Team-based) 90 minutes 01:15pm to 02:45pmBreak 15 minutes 02:45pm to 03:00pm







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Take aBreak

15 minutes, but be on time,were almost there!


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Connecting thedots

15 minutes

Resources & whats next


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Resources & what s next

So, were doomed, what do we donow?

We take the learnings from this

workshop and apply them to our designmethods toolkit.

We already know how to solve hardbusiness problems and the serious seven

are simply a more contained version ofthe problems we address every day.

Source: Unstuck

If you buy two books buyh


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these

Other reading


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Other reading

Getting Things Done, David AllenTime ManagementInfo:http://www.davidco.com/what_is_gtd.php

The Art of Project Management, Scott BerkunProject ManagementGet a free chapter of this book here:

http://www.scottberkun.com/books/artofpm/artofpmch03.pdfLearn more here:http://www.scottberkun.com

Unstuck, Keith Yamashita & Sandra SpataroTeam EffectivenessInfo:http://www.unstuck.com/

The Wisdom of Teams, Jon Katzenbach and Douglas Smith

Team EffectivenessThe Five Dysfunctions of a Team, Patrick LencioniTeam Effectiveness

Next steps
http://www.davidco.com/what_is_gtd.phphttp://www.scottberkun.com/books/artofpm/artofpmch03.pdfhttp://www.scottberkun.com/http://www.unstuck.com/http://www.unstuck.com/http://www.scottberkun.com/http://www.scottberkun.com/books/artofpm/artofpmch03.pdfhttp://www.davidco.com/what_is_gtd.php


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Next steps

Complete feedback Post thoughts and observations to

the teaming blog

Teach your fellow classmates whatyou learned here today


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Thank you!

Namaste

*Apologies to my favorite fake blogger, FSJ


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Extras for those that love death by

PowerPoint


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Collaboration tools

20 minutes

Types of tools


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Types of tools

Internet messaging VOIP software

Group chat

Group presentation

Group collaboration

Email Notification systems

Process matters most


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Process matters most

Pick a tool set for your team and stick withit

Templates or custom?

In Design or PowerPoint? Version control

Workflow

Fonts Copyright


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Project management

basics20 minutes

Project management truth


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ojec a age e

Project management is not a sacredart

The simpler the view of what we do,

the more power and focus we canhave in accomplishing things

Simple doesnt mean easy

Source: The Art of Project Management

On schedules


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Schedules have three purposes:

They allow the team to make commitments about when

something will get done.

Encourage everyone to understand that their individual

effort is part of a whole and that it requires her investment

to make her contributions work with others

They give the team a tool with which to track progress andbreak work into manageable chunks


Making schedules work


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g

Milestone length should match project volatility

Be optimistic in the vision and skeptical in the schedule

Bet on design

Plan checkpoints for add/cut discussions

Inform and get the team aligned around planning methodology

Collectively gauge the teams experience with the problem space

Collectively gauge the teams confidence and experience in

working together

Take on risks early



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Time management

basics20 minutes

Meetings


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g

Will get you in trouble if

You let them break up your natural workflow and interrupt commitments

that require you to work individually

They focus too much on words, abstract concepts and things that arent real

that are discussed without structures and frameworks to guide the

conversation.

The require no preparation on your part or other participants in the meeting

They are convened without an agenda that is distributed before hand

Source: Getting Real

Personal TimeManagement


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ManagementUnderstand the basic concepts of GTD

1. Identify all the stuff in your life that isnt in the right place (close all open loops)

2. Get rid of the stuff that isnt yours or you dont need right now

3. Create a right place that you trust and that supports your working style and

values

4. Put your stuff in the right place, consistently

5. Do your stuff in a way that honors your time, your energy, and the context of

any given moment

6. Iterate and re-factor mercilessly

Source: DIYPlanner.com

How GTD works


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Source: Getting Thinks Done


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End

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