Design Thinking - Team Dynamics

Design Thinking - Fraunhofer EE006-4-0(VE1) Topic 3 Team Dynamics  TOPIC LEARNING OUTCOMES At the end of this topic, you should be able to: - Understand how to build an Impactful Team Different stages of a Group...

Design Thinking - Fraunhofer EE006-4-0(VE1) Topic 3 Team Dynamics  TOPIC LEARNING OUTCOMES At the end of this topic, you should be able to: - Understand how to build an Impactful Team Different stages of a Group Development EE006-4-0 Design Thinking Team Dynamics SLIDE 2  CONTENTS & STRUCTURE Building an Impactful Team Stages of a Group Development EE006-4-0 Design Thinking Team Dynamics SLIDE 3  RECAP FROM LAST LESSON CDIO stands for, Conceive, Design, Implement, Operate. With Decision Matrix, elements of emotion and confusion are removed from the process of decision making; then, decisions tend to be more objective. The design stage bridges form and function. Poor implementation/execution could cause the failure of good plan. An example of a product which is retired sensibly is Nuclear fuel. What does “Team Dynamics” mean? Who is Bruce Tuckman? EE006-4-0 Design Thinking Team Dynamics SLIDE 4  GROUPS & TEAMS EE006-4-0 Design Thinking Team Dynamics SLIDE 5  GROUPS & TEAMS What are they? Group A collection of individuals who come together for a common purpose or shared interest; they are connected by some shared activity, interest, or quality. Team A collection of individuals associated together in work or activity; team is a more structured and cohesive form of a group. EE006-4-0 Design Thinking Team Dynamics SLIDE 6  GROUPS & TEAMS What are the differences? BASIS OF COMPARISON GROUP TEAM Purpose and Goals A group may have a common purpose A team has a shared purpose and or interest, but individual members specific goals that all members work may have different goals and together to achieve. objectives. Interdependence Members may work independently, Members are highly interdependent, and their actions may not directly and their actions and contributions affect or rely on each other. directly impact the team’s performance and outcomes. Roles and Responsibilities Members may have different roles and Members have clearly defined roles responsibilities, but these roles may and responsibilities that are not be specifically defined or coordinated to ensure effective coordinated. collaboration and goal attainment. EE006-4-0 Design Thinking Team Dynamics SLIDE 7  GROUPS & TEAMS What are the differences? BASIS OF COMPARISON GROUP TEAM Communication and Communication and collaboration Communication and collaboration are Collaboration among members may vary and may essential within a team, with regular not be a primary focus. interactions, information sharing, and collective decision-making. Accountability Individual members are primarily Team members hold each other accountable for their actions and accountable for the team’s results. performance and outcomes, fostering a sense of collective responsibility. Performance and Productivity Group performance may be variable Team performance is measured and dependent on individual efforts collectively, with a focus on achieving without a strong focus on overall high levels of productivity and productivity. accomplishing shared goals. EE006-4-0 Design Thinking Team Dynamics SLIDE 8  GROUPS & TEAMS What are the differences? BASIS OF COMPARISON GROUP TEAM Cohesion and Trust Group cohesion and trust among Building cohesion and trust among members may vary and may not be a team members is crucial to establish central aspect of group dynamics. a positive team environment and enhancing collaboration. Leadership Leadership may not be formally A team typically has a designated assigned, and there may be no leader who provides guidance, designated leader. facilitates collaboration, and ensures effective team functioning. EE006-4-0 Design Thinking Team Dynamics SLIDE 9  GROUPS & TEAMS Which one represents which? EE006-4-0 Design Thinking Team Dynamics SLIDE 10  GROUPS & TEAMS Which one represents you? EE006-4-0 Design Thinking Team Dynamics SLIDE 11  HOW TO BUILD AN IMPACTFUL TEAM Team Dynamics Refers to the interactions and relationships among team members, which can be a major influence on a team's performance, productivity, and overall success. Managing team dynamics is crucial, as it fosters a healthy work environment, facilitates effective communication, and promotes collaboration. Key factors of team dynamics: High-performing teams get more done and have more fun. Who is on your team is important, but how they work together matters just as much. Team dynamics are the objective way of looking at how teams work together to accomplish goals. Team dynamics provide the foundation for improved team performance and satisfaction. EE006-4-0 Design Thinking Team Dynamics SLIDE 12  HOW TO BUILD AN IMPACTFUL TEAM The Startup Square A well functioning team is multidisciplinary in nature and has 4 key player-types. The power of every team lies in their collaboration and synergy. Each member brings a unique perspective that complements and enhances the others. With their combined powers of the 4 key player-types, a team can transform ideas into tangible and marketable solutions at speed, while constantly getting better as a team. By recognising the value of a diverse team composition, organisations can unlock the potential to create impactful and disruptive products that resonate with customers and drive long-term success. EE006-4-0 Design Thinking Team Dynamics SLIDE 13  HOW TO BUILD AN IMPACTFUL TEAM The Hustler The entrepreneurial force within the dream team. He knows how to package, activate, and sell the solution. He gets the product in front of customers and create a buzz around it. He possesses a combination of being a skillful wordsmith and charismatic networker. Provides vision & mission. Gifted in pitching ideas. Has a keen eye for finding loopholes in a business. EE006-4-0 Design Thinking Team Dynamics SLIDE 14  HOW TO BUILD AN IMPACTFUL TEAM The Hacker The tech-y character who can hack together any tools to make the “how” behind the vision work. He is all over the latest technologies. The one to conceptualize the vision and mission of a business. He is a problem solver. Might go a bit overboard with all the technical features that can be added to the product that nobody else really understands. EE006-4-0 Design Thinking Team Dynamics SLIDE 15  HOW TO BUILD AN IMPACTFUL TEAM The Hipster He is the creative creature on the team. He has the skills to create beautiful things from first outline to working prototype. Ensures smooth user journey Enhances business product desirability Creates team identity, branding, marketing. He tends to be intuitive. EE006-4-0 Design Thinking Team Dynamics SLIDE 16  HOW TO BUILD AN IMPACTFUL TEAM The Handler Keeps the team moving forward. He sets the pace. He is a wizard at bringing structure, helps with focus and making sure the right thing is prioritised at the right time. Strategizes and ensures that the vision and mission of company is aligned Deals with the “what, when & how” His passion for continuous learning makes the team constantly level-up their collaboration. EE006-4-0 Design Thinking Team Dynamics SLIDE 17  HOW TO BUILD AN IMPACTFUL TEAM Personality Tests Myers & Briggs Type Indicator (MBTI) DiSC PersonalityTypes (Katharine Cook Briggs & Isabel Briggs Myers) (William Moulton Marston) Built on human PERSONALITIES. Built on 4 primary EMOTIONS and How energy is directed and received by the associated BEHAVIOURAL responses. participant (Introversion/Extraversion) Dominance: direct, strong-willed, and forceful How information is taken (fast-paced and skeptical) in (Sensing/Intuition) Influence: sociable, talkative, and lively How decisions are made (Thinking/Feeling) (fast-paced and accepting) How the outside world/external Steadiness: gentle, accommodating, and soft- environment is hearted (moderate-paced and accepting) approached (Judging/Perceiving) Conscientiousness: private, analytical, and logical (moderate-paced and skeptical) EE006-4-0 Design Thinking Team Dynamics SLIDE 18  HOW TO BUILD AN IMPACTFUL TEAM Personality Tests E I N N E F R O G Y D A E P C P I R S O I A O C N H EE006-4-0 Design Thinking Team Dynamics SLIDE 19  STAGES OF A GROUP DEVELOPMENT TUCKMAN’S MODEL OF GROUP DEVELOPMENT Developed by Bruce Tuckman in 1965, Tuckman's model provides a framework for understanding how groups evolve and mature over time. Tuckman's model emphasizes the natural progression of groups and the challenges and opportunities that arise at each stage. It highlights the leader's role in facilitating healthy team development. Tuckman's model helps anyone working with groups understand team dynamics, anticipate potential issues, and foster a productive and successful team environment. EE006-4-0 Design Thinking Team Dynamics SLIDE 20  STAGES OF A GROUP DEVELOPMENT Stage 1: Forming The initial forming stage is the process of putting the structure of the team together. Team members feel ambiguous and conflict is avoided at all costs due to the need to be accepted into the group; serious topics and feelings are avoided. Team members rely on safe, patterned behavior and look to a group leader for direction and guidance. EE006-4-0 Design Thinking Team Dynamics SLIDE 21  STAGES OF A GROUP DEVELOPMENT Stage 1: Forming Observable Behaviours Feelings & Thoughts Team Needs Leadership Required Politeness Many feel excited, Team mission and vision Provide structure and Tentative joining optimistic, and full of Establish specific task direction Orienting with others anticipation objectives, and tasks Allow for get-acquainted personally Others may feel Identify roles and time Avoids controversy suspicious, fearful, and responsibilities of team Create an atmosphere of anxious working with members confidence and optimism Cliques may form others Need for safety and Establish team ground Active involvement What is expected of me rules Team members believe an approval Why are they here Team member appointed leader Attempts to define tasks, processes, and how it will Uncertainty and expectations necessary to make be decided here Apprehension Operational guidelines for decisions Discussion of problems team One-way communication not relevant to the task from leader to team- members EE006-4-0 Design Thinking Team Dynamics SLIDE 22  STAGES OF A GROUP DEVELOPMENT Stage 2: Storming This stage begins to occur as the process of organizing tasks and processes surface interpersonal conflicts. Leadership, power, and structural issues dominate this stage. Characterized by competition and conflict in the personal-relations dimension an organization in the task-functions dimension. As the group members attempt to organize for the task, conflict inevitably results in their personal relations; compromise is needed Because of "fear of exposure" or "fear of failure," there will be an increased desire for structural clarification and commitment EE006-4-0 Design Thinking Team Dynamics SLIDE 23  STAGES OF A GROUP DEVELOPMENT Stage 2: Storming Observable Behaviours Feelings & Thoughts Team Needs Leadership Required Arguing among members Feel Defensive Inter & intra personal Acknowledgment of Vying for leadership Confusion, loss of interest relationships conflict and suggestion of Lack of role clarity can result Identify stylistic and consensus among team Resistance to tasks personal differences members Team organizing itself Fluctuations in attitude Effective listening Concept of Shared Power struggles and Leadership emerges clashes about the team Giving and receiving Question the wisdom of feedback Teach conflict resolution Lack of consensus-seeking methods behaviors team members Conflict resolution Unsure about my Clarify and understand Offer support and praise Lack of progress personal influence and the team’s purpose Actively involved Team Establishes unrealistic members begin consulting goals freedom in the team Reestablish roles and Feelings of not getting ground rules. one another – shared Concern over excessive leadership emerging but work anywhere have difficulty with decision making EE006-4-0 Design Thinking Team Dynamics SLIDE 24  STAGES OF A GROUP DEVELOPMENT Stage 3: Norming In this stage, team members are creating new ways of doing and being together. As the group develops cohesion, leadership changes from ‘one’ teammate in charge to shared leadership. Team members learn they have to trust one another for shared leadership to be effective. The major task function of stage three is the data flow between group members; creativity is high; collaboration emerges. The major drawback of the norming stage is that members may begin to fear the inevitable future breakup of the team; they may resist change of any sort. EE006-4-0 Design Thinking Team Dynamics SLIDE 25  STAGES OF A GROUP DEVELOPMENT Stage 3: Norming Observable Behaviours Feelings & Thoughts Team Needs Leadership Required Processes and procedures Sense of belonging to a Develop a decision Shared leadership are agreed upon team making process Give feedback and Comfortable with Confidence is high Be prepared to offer ideas support. relationships Team members feel a new and suggestions Allow for less structure Focus and energy on tasks ability to express criticism Problem solving is shared Promotes team Effective conflict constructively Utilizing all resources to interaction resolution skills Acceptance of all support the team effort Asks for contributions Sincere attempt to make members in the team Team members take from all team members consensual decisions General sense of trust responsibility in shared Collaboration becomes Balanced influence, shared Assured that everything is leadership skills clearer problem solving going to work out okay Receiving Feedback from Encouraging others in Develop team routines Freedom to express and project guides making decisions Sets and achieves task contribute Continues to build strong milestones relationships EE006-4-0 Design Thinking Team Dynamics SLIDE 26  STAGES OF A GROUP DEVELOPMENT Stage 4: Performing True interdependence is the norm of this stage of group development. In this stage, people can work independently, in subgroups, or as a total unit with equal competencies. The team is flexible as individuals adapt to meet the changing needs of the group and individuals. This is a highly productive stage both personally and professionally. EE006-4-0 Design Thinking Team Dynamics SLIDE 27  STAGES OF A GROUP DEVELOPMENT Stage 4: Performing Observable Behaviours Feelings & Thoughts Team Needs Leadership Required Fully functional teams Empathy for one another Project guides assure Shared Leadership being Roles are clearer High commitment team is moving in practiced Team develops Begin understanding collaborative direction Observing, Inquiring, independence collaborative work ethic Maintain team flexibility Fulfilling, team needs Team able to organize Tight bonds emerge Measure knowledge Collaborative efforts itself Lots of personal performance – post test among team members Flexible members function development and Provide information Project guides provides well individually, in creativity Giving and Receiving little direction subgroups or as a team General sense of Feedback and Dialogue Team members offer Better understand each satisfaction with project guide positive reinforcement other’s strengths and Continual discovery of and support weaknesses and insights how to sustain feelings of Share new information into group processes momentum and enthusiasm EE006-4-0 Design Thinking Team Dynamics SLIDE 28  STAGES OF A GROUP DEVELOPMENT Stage 5: Adjourning This stage was only added later into Tuckman’s original model. This stage involves the termination of task behaviors and disengagement from relationships. A planned conclusion usually includes recognition for participation and achievement and an opportunity for members to say personal goodbyes. Concluding a group can create some apprehension - in effect, a minor crisis. The termination of the group is a regressive movement from giving up control to giving up inclusion in the group. EE006-4-0 Design Thinking Team Dynamics SLIDE 29  STAGES OF A GROUP DEVELOPMENT Stage 5: Adjourning Observable Behaviours Feelings & Thoughts Team Needs Leadership Required Visible signs of grief Sadness Evaluate the efforts of the Good listening Momentum slows down Humor team Reflection and carry forth Restless Behavior Relief Tie up loose ends and collaborative learning to Bursts of extreme energy tasks next opportunity usually followed by lack of Recognize and reward energy team efforts EE006-4-0 Design Thinking Team Dynamics SLIDE 30  DYSFUNCTIONS IN A TEAM “Dysfunction” means abnormal, impaired, or incomplete functioning. All teams are potentially dysfunctional because they are made up of fallible, imperfect human beings. This stage was only added later into Tuckman’s original model. The founder of a billion dollar company: “If you could get all the people in the organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.” The first step toward reducing politics and confusion within your team is to understand that there are dysfunctions to contend with, and address each that applies, one by one. EE006-4-0 Design Thinking Team Dynamics SLIDE 32  DYSFUNCTIONS IN A TEAM The five dysfunctions ABSENCE OF TRUST The fear of being vulnerable with team members prevents the building of trust within the team. FEAR OF CONFLICT The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict. LACK OF COMMITMENT The lack of clarity or buy-in prevents team members from making decisions they will stick to. EE006-4-0 Design Thinking Team Dynamics SLIDE 33  DYSFUNCTIONS IN A TEAM The five dysfunctions AVOIDANCE OF ACCOUNTABILITY The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors and performance. INATTENTION TO RESULTS The pursuit of individual goals and personal status erodes the focus on collective success. EE006-4-0 Design Thinking Team Dynamics SLIDE 34  DYSFUNCTIONS IN A TEAM The five dysfunctions – The cure (?) ABSENCE OF TRUST This occurs when team members are reluctant to be vulnerable with one another and are unwilling to admit their mistakes, weaknesses or needs for help. Without a certain comfort level among team members, a foundation of trust is impossible. Create an atmosphere of comfort for all members to nurture mutual trust. EE006-4-0 Design Thinking Team Dynamics SLIDE 35  DYSFUNCTIONS IN A TEAM The five dysfunctions – The cure (?) FEAR OF CONFLICT Teams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about key issues, causing situations where team conflict can easily turn into veiled discussions and back-channel comments. In a work setting where team members do not openly air their opinions, inferior decisions are the result. Positively encourage objective criticisms. EE006-4-0 Design Thinking Team Dynamics SLIDE 36  DYSFUNCTIONS IN A TEAM The five dysfunctions – The cure (?) LACK OF COMMITMENT Without conflict, it is difficult for team members to commit to decisions, creating an environment where ambiguity prevails. Lack of direction and commitment can make employees disgruntled. Acknowledge and address criticisms to pursue buy-in. EE006-4-0 Design Thinking Team Dynamics SLIDE 37  DYSFUNCTIONS IN A TEAM The five dysfunctions – The cure (?) AVOIDANCE OF ACCOUNTABILITY When teams do not commit to a clear plan of action, even the most focused and driven individuals hesitate to call their peers on actions and behaviours that may seem counterproductive to the overall good of the team. Have a clear plan of action, acknowledging that it would likely evolve as work progresses. EE006-4-0 Design Thinking Team Dynamics SLIDE 38  DYSFUNCTIONS IN A TEAM The five dysfunctions – The cure (?) INATTENTION TO RESULTS Team members naturally tend to put their own needs (ego, career development, recognition, etc.) ahead of the collective goals of the team when individuals aren’t held accountable. If a team has lost sight of the need for achievement, the venture ultimately suffers. Confront those who jeopardize the Team’s success due to selfish actions. EE006-4-0 Design Thinking Team Dynamics SLIDE 39  REVIEW QUESTIONS What is the fundamental difference between “group” and “team”? Which personalities make up the startup square? What are the stages of Group Development? What would it take to turn around a dysfunctional team? EE006-4-0 Design Thinking Team Dynamics SLIDE 40  RECAP OF MAIN POINTS Members of a group are connected by shared interest, whereas members of a team are connected by shared purpose. The personalities make up the startup square are Hustler, Hacker, Hipster, Handler. The stages of Group Development are Forming, Storming, Norming, Performing, Adjourning. Turning around a dysfunctional team would take courage and discipline. EE006-4-0 Design Thinking Team Dynamics SLIDE 41  WHAT TO EXPECT IN THE NEXT CLASS IN CLASS PREPARATION FOR CLASS How to write a Problem Statement. Find out what the acronym SMART stands for. EE006-4-0 Design Thinking Team Dynamics SLIDE 42