團體精神建設(shè)之人際關(guān)系協(xié)調(diào)及目標規(guī)劃英文版課件1

1、Whats going to happen today?Whats going to happen today?Well learn aboutcollaborating effectivelyWell learn aboutcollaboratinMaking hard things easierMaking hard things easierPicking the right approachesPicking the right approachesUnderstanding how were differentUnderstanding how were differLearn ho

2、w to not ignore dysfunctionLearn how to not ignore dysfunPush our teams in the right directionPush our teams in the right diWhat to do when we get stuckWhat to do when we get stuckDetailsIntroductions (Discussion)60 minutes08:30am to 09:30am Teaming Frameworks (Lecture)30 minutes09:30am to 10:00am B

3、reak15 minutes10:00am to 10:15am Understanding each other (Lecture)30 minutes10:15am to 10:45amFeedback (Lecture)15 minutes10:45am to 11:00am Exercises (Team-based)60 minutes11:00am to 12:00pm Lunch60 minutes12:00am to 01:00pm Understanding our team (Lecture)15 minutes 01:00pm to 01:15pm Exercises (

4、Team-based)90 minutes01:15pm to 02:45pmBreak15 minutes02:45pm to 03:00pmExercise summary (Discussion)60 minutes03:00pm to 04:00pm Getting unstuck (Lecture)45 minutes04:00pm to 04:45pm Break15 minutes04:45pm to 05:00pm Wrap up (Discussion)30 minutes05:00pm to 05:30pm Offsite (Optional) 05:30pm to Det

5、ailsIntroductions (DiscussiWho am I?An ID alumni, MDM 2006DesignerConsultantEqual mix of work at small companies and the enterpriseWho am I?An ID alumni, MDM 200What do people think of designers?What do people think of designMethodology: 10k designers, 15 countriesGoal: surface key “essence” of the

6、designer audienceResults have guided v1 of product offerings95% black isfavorite color(except Japan, where charcoalblack is top)55% wearturtlenecks 5+ daysa month(81% of those are black)Ponytails are disproportionatelycommon(32% of men86% of women)Designer Tracker ProjectMethodology: 10k designers,

7、15LeadershipStewardshipResource ManagementMarketingTechnologyDesign=CEOCOOCFOCMOCTO?LeadershipStewardshipResourcIdentifying OpportunitiesDeveloping OfferingsGOODBADGOODVision +Invention = Identifying OpportunitiesDevelDesign icons are different for all of usSource: MicrosoftDesign icons are differen

8、t forMeet the designerSource: MicrosoftMeet the designerSource: 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 professions intractable stasis. We are unchanged professionals in a changing professional climate, clu

9、tching at old idols, while failing 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 ArtsWhat do our peers think?Clement Mok“There has clearly Nobody knows how much to

10、 spend Its the process and not the pocketbook Collaboration is the keySource: Strategy+BusinessWhat does business think? Nobody knows how much to spenWhat do we think?Which of the following have been characteristics of good team experiences at ID?Source: Dave McGaw, IDWhat do we think?Source: Dave T

11、eam members have a mix of levels of experienceTeam members have a mix of skillsAt least one person has project management skillsPeople take turns leading the projectTeam makes clear assignments at each meeting for who does the workTeam has regular weekly meetings scheduledTeams use tools like blogse

12、tc., to collaborate and share files remotelyTeams meet socially at least once during the projectTeams members evaluate each other periodically during the projectSource: Dave McGaw, IDWhat do we think?Team members have a mix of levWhat do we think?Which of the following have been characteristics of b

13、ad team experiences at ID?Source: Dave McGaw, IDWhat do we think?Source: Dave What do we think?Team members have the same skillsThe same person is the leader for most of the projectThe project operates by consensusno single leader at any timeTeams improvising solutions just before presentingSource:

14、Dave McGaw, IDWhat do we think?Team members What do we want?I expect good teamwork skills to be an important part of my design careerI have good teamwork skills right nowI would benefit from improving my teamwork skillsSource: Dave McGaw, IDWhat do we want?I expect good AgendaWe have a full dayWe ha

15、ve three 15 minute breaksWe have 60 minutes for lunchAgendaWe have a full dayCode of conductEngage, turn off the cell-phone, use the laptop for notes onlyOne voice at a timeRespect your fellow participantsMeet your fellow participantsCode of conductEngage, turn ofThings Ive learnedThe best insights

16、in this class come at the seamsDuring team exercisesDuring team feedbackDuring the breaks and ad hoc conversations over lunch, after class and onlineThings Ive learnedThe best inDetailsIntroductions (Discussion)60 minutes08:30am to 09:30am Teaming Frameworks (Lecture)30 minutes09:30am to 10:00am Bre

17、ak15 minutes10:00am to 10:15am Understanding each other (Lecture)30 minutes10:15am to 10:45amFeedback (Lecture)15 minutes10:45am to 11:00am Exercises (Team-based)60 minutes11:00am to 12:00pm Lunch60 minutes12:00am to 01:00pm Understanding our team (Lecture)15 minutes 01:00pm to 01:15pm Exercises (Te

18、am-based)90 minutes01:15pm to 02:45pmBreak15 minutes02:45pm to 03:00pmExercise summary (Discussion)60 minutes03:00pm to 04:00pm Getting unstuck (Lecture)45 minutes04:00pm to 04:45pm Break15 minutes04:45pm to 05:00pm Wrap up (Discussion)30 minutes05:00pm to 05:30pm Offsite (Optional) 05:30pm to Detai

19、lsIntroductions (DiscussiA framework for teams30 MinutesA framework for teams30 Minute團體精神建設(shè)之人際關(guān)系協(xié)調(diào)及目標規(guī)劃英文版課件1Are you really a team?Are you ready for heavy lifting?Source: Wisdom of TeamsTwo things to ask yourself when thinking about teamingAre you really a team?Source: What we want to learnHow to d

20、etermine if a team is the right choiceHow to chose the right kind of teamUnderstanding what is required to enable the success of the teamSource: Wisdom of TeamsWhat we want to learnHow to deAt the Institute of Design we care aboutAt the Institute of Design we High Performance TeamsHigh Performance T

21、eamsBut, be carefulBut, be careful團體精神建設(shè)之人際關(guān)系協(xié)調(diào)及目標規(guī)劃英文版課件1Sometimes you dont need a high performance team to get the job doneSometimes you dont need a higEffective GroupsEffective GroupsAn effective group doesnt require the discipline and rigor of a performance unit.When the characteristics of a per

22、formance unit are applied to a group it can frustrate and overburden users.Typical effective groups merely requires an understandable chartergood communicationdefined member rolestime-efficient processesreasonable accountabilitySource: Wisdom of TeamsEffective groups versus high performance teamsAn

23、effective group doesnt reqSingle-leader UnitsSingle-leader UnitsSingle-leader units versus high performance teamsSingle-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 decisionsdelegates an

24、d monitors individual assignments and accountabilitychooses how and when to modify specific approaches. The benefit of this approach is that it is more agile and familiar to most individuals than the techniques required to be a performing team.Source: Wisdom of TeamsSingle-leader units versus hiHigh

25、 Performance TeamsHigh Performance TeamsSix things to know about teamsSix things to know about teamsIn The Wisdom of Teams Katzenbach and Smith identified six basics criteria that were required for effective performing teams.Source: Wisdom of TeamsCharacteristics of high performance teamsSource: Wis

26、dom of TeamsCharactSmall numbersSmall numbersSmall numbersLarge 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

27、 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.Source: Wisdom of TeamsSmall numbersLarge numbers of Complementary skillsCompleme

28、ntary skillsComplementary skillsIn 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

29、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.Source: Wisdom of TeamsComplementary skillsIn the entCommon purposeCommon purpose

30、Common purposeA teams eventual performance is directly correlated to its purpose. If team members have a different purpose or that the purpose of the team is unknown, its difficult for teams to perform effectively.Source: Wisdom of TeamsCommon purposeA teams eventuaCommon goalsCommon goalsCommon goa

31、lsCommon goalsCommon set of specific performance goals Specific performance goals are also essential for most teams to function effectively and they need to be defined for or developed by the team. Source: Wisdom of TeamsCommon set of specific performCommon working approachCommon working approachCom

32、monly agreed upon working approachTeams that cant standardize on the same working environments and tools often do not function well. Incompatible software and collaboration tools can cripple teams and cause massive hits to productivity and effectiveness.Source: Wisdom of TeamsCommonly agreed upon wo

33、rking aMutual accountabilityMutual accountabilityMutual accountabilityTeams 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 ince

34、nt the performance we want, we wont get the performance we want.Source: Wisdom of TeamsMutual accountabilityTeams neeSource: Wisdom of TeamsSource: Wisdom of TeamsTake a Break15 minutesTake a Break15 minutesDetailsIntroductions (Discussion)60 minutes08:30am to 09:30am Teaming Frameworks (Lecture)30

35、minutes09:30am to 10:00am Break15 minutes10:00am to 10:15am Understanding each other (Lecture)30 minutes10:15am to 10:45amFeedback (Lecture)15 minutes10:45am to 11:00am Exercises (Team-based)60 minutes11:00am to 12:00pm Lunch60 minutes12:00am to 01:00pm Understanding our team (Lecture)15 minutes 01:

36、00pm to 01:15pm Exercises (Team-based)90 minutes01:15pm to 02:45pmBreak15 minutes02:45pm to 03:00pmExercise summary (Discussion)60 minutes03:00pm to 04:00pm Getting unstuck (Lecture)45 minutes04:00pm to 04:45pm Break15 minutes04:45pm to 05:00pm Wrap up (Discussion)30 minutes05:00pm to 05:30pm Offsit

37、e (Optional) 05:30pm to DetailsIntroductions (DiscussiUnderstanding each other30 MinutesUnderstanding each other30 MinWere differentWere differentIndividual differencesWhat makes it hard to work with other folks?How does this manifest itself at ID?Do we have similarities, what are they?How can we le

38、arn more about similarities and differences before we start teaming?Individual differencesWhat makWhat is a Meyers Briggs Type Indicator?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 findin

39、gs 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-DiscoveryWhat is a Meyers Briggs Type IPersonality has several

40、aspectsThe contextual selfThe developed selfThe true selfUnderstanding personalitypatterns, processes, structure, purposeSource: Description for Self-DiscoveryPersonality has several aspectIf you prefer to direct your energy to deal with people, things, situations, or the outer world, then your pref

41、erence is for Extraversion. This is denoted by the letter E.If you prefer to direct your energy to deal with ideas, information, explanations or beliefs, or the inner world, then your preference is for Introversion. This is denoted by the letter I.Source: Team TechnologyWhere, primarily, do you pref

42、er to direct your energy?If you prefer to direct your eWhere, primarily, do you prefer to direct your energy?Extraversion (E)SociabilityInteractionExternalBreadthOutside thrustRelationshipsActionExternal eventsDo-think-do75%Introversion (I)SolitaryConcentrationInternalDepthInside pullDeep friendship

43、ReflectionInternal reationsThink-do-think25%Source: IBMWhere, primarily, do you prefeIf you prefer to deal with facts, what you know, to have clarity, or to describe what you see, then your preference is for Sensing. This is denoted by the letter S.If you prefer to deal with ideas, look into the unk

44、nown, to generate new possibilities or to anticipate what isnt obvious, then your preference is for Intuition. This is denoted by the letter N (the letter I has already been used for Introversion).Source: Team TechnologyHow do you prefer to process information?If you prefer to deal with facSensing (

45、S)The five sensesWhat is realPracticalFactsPresent orientationSensiblePerspirationDown-to-earth75%Intuition (N)HunchesWhat could beTheoreticalInsightsPossibilitiesImaginativeInspirationHead-in-clouds25%Source: IBMHow do you prefer to process information?Sensing (S)Intuition (N)SourceHow do you prefe

46、r to make decisions?If you prefer to decide on the basis of objective logic, using an analytic and detached approach, then your preference is for Thinking. This is denoted by the letter T.If you prefer to decide using values and/or personal beliefs, on the basis of what you believe is important or w

47、hat you or others care about, then your preference is for Feeling. This is denoted by the letter F.Source: Team TechnologyHow do you prefer to make deciThinking (T)HeadLogical systemObjectiveCritiqueReasonFirm but fairImpersonalFirmness50%Feeling (F)HeartValue systemSubjectiveComplimentEmpathyCompas

48、sionatePersonalPersuasion50%How do you prefer to make decisions?Source: IBMThinking (T)Feeling (F)How do How do you prefer to organize your life?If you prefer your life to be planned, stable and organized then your preference is for Judging (not to be confused with Judgmental, which is quite differe

49、nt). This is denoted by the letter J.If you prefer to go with the flow, to maintain flexibility and respond to things as they arise, then your preference is for Perception. This is denoted by the letter P.Source: Team TechnologyHow do you prefer to organize Judging (J)PlanningControlSettledRun ones

50、lifeSet goalsDecisiveOrganizedStructured50%Perceiving (P)SpontaneousAdaptTentativeLet life happenGet informationOpenFlexibleUnstructured50%How do you prefer to organize your life?Source: IBMJudging (J)Perceiving (P)How dThings to keep in mindThe MBTI doesnt measure ability, skills, or potential.The

51、MBTI merely gives you (and others) insights into dominant preferences that you may exhibit in different environments.Source: Description for Self-DiscoveryThings to keep in mindThe MBTITeams dont function well without feedbackTeams dont function well withGiving feedback15 MinutesGiving feedback15 Mi

52、nutesThree concepts around feedbackHow to listenHow to giveHow to receiveThree concepts around feedbackHow can we listen more effectively?We canEstablish rapportSuspend judgmentDemonstrate interestEncourage the person to talkMaintain appropriate silenceClarify understandingRespond to the messageSour

53、ce: IBMHow can we listen more effectiHow should we give feedback?Use a positive approachBe specificGive feedback on things that a person can changeCheck for understandingDiscuss what you way or heardSource: IBMHow should we give feedback?UsHow should we receive feedback?RelaxListen carefully, avoid

54、interruptingAsk questions for clarityAcknowledge valid pointsTake time to sort out what you heardSource: IBMHow should we receive feedbackA word about coachingSharing experience, giving feedback, and enabling people can be augmented with coaching.Coaching is like fishing and therapy all wrapped up i

55、nto oneGood coaches help people understand how to solve their own problemsSource: IBMA word about coachingSharing eA coaching modelA coaching modelLets try itLets try itTeam Exercises60 MinutesTeam Exercises60 MinutesConclusionsWhat have we learned so far?ConclusionsWhat have we learneDetailsIntrodu

56、ctions (Discussion)60 minutes08:30am to 09:30am Teaming Frameworks (Lecture)30 minutes09:30am to 10:00am Break15 minutes10:00am to 10:15am Understanding each other (Lecture)30 minutes10:15am to 10:45amFeedback (Lecture)15 minutes10:45am to 11:00am Exercises (Team-based)60 minutes11:00am to 12:00pm L

57、unch60 minutes12:00am to 01:00pm Understanding our team (Lecture)15 minutes 01:00pm to 01:15pm Exercises (Team-based)90 minutes01:15pm to 02:45pmBreak15 minutes02:45pm to 03:00pmExercise summary (Discussion)60 minutes03:00pm to 04:00pm Getting unstuck (Lecture)45 minutes04:00pm to 04:45pm Break15 mi

58、nutes04:45pm to 05:00pm Wrap up (Discussion)30 minutes05:00pm to 05:30pm Offsite (Optional) 05:30pm to DetailsIntroductions (DiscussiEat Lunch45 minutesEat Lunch45 minutesDetailsIntroductions (Discussion)60 minutes08:30am to 09:30am Teaming Frameworks (Lecture)30 minutes09:30am to 10:00am Break15 mi

59、nutes10:00am to 10:15am Understanding each other (Lecture)30 minutes10:15am to 10:45amFeedback (Lecture)15 minutes10:45am to 11:00am Exercises (Team-based)60 minutes11:00am to 12:00pm Lunch60 minutes12:00am to 01:00pm Understanding our team (Lecture)15 minutes 01:00pm to 01:15pm Exercises (Team-base

60、d)90 minutes01:15pm to 02:45pmBreak15 minutes02:45pm to 03:00pmExercise summary (Discussion)60 minutes03:00pm to 04:00pm Getting unstuck (Lecture)45 minutes04:00pm to 04:45pm Break15 minutes04:45pm to 05:00pm Wrap up (Discussion)30 minutes05:00pm to 05:30pm Offsite (Optional) 05:30pm to DetailsIntro