9-19-10 Forming a Team

国工英语听说课程： 221614Gilbert Chen陈大琮上课班级：国工 081-24th class (September 19, 2010)Forming a Project TeamA. Defining - “Team”TEAM: T ogetherE achA ccomplishes (完成)M oreB. When was the first team formed?1.Evolution Science (Darwin's Theory Of Evolution)(进化论)Evolution Science does not talk about team forming.2.Creation Science (Intelligent Design) (创造论)Creation Science does:“1st team” – When God created 1st man called Ada m, He said, “It is not good for the man to be alone. I will make a helper suitable for him.” God created 1st woman called Eve from Adam’s rib.C. Team (Remember)The Key to successful projects is people –•Using their capabilities to the fullest•Encouraging their mutually supportive work efforts•Sustaining their ongoing commitment to the project successSTORY - The Difference between Heaven and H ellA man was having a conversation with the Lord one day and said, "Lord, I would like to knowwhat Heaven and Hell are like." The Lord led the man to two doors. He opened one of the doors and the man looked in. In the middle of the room was a large round table.In the middle of the table was a large pot of stew which smelled delicious and made the man's mouth water. The people sitting round the table were thin and sickly. They appeared to be famished.They were all holding a pair of 2 meters long chopsticks. Each found it possible to reach into the pot and take a piece of stew, but because the chopsticks were longer than their arms, they could not get the food back into their mouths. The man felt sorry for the people at the sight of their misery andsuffering.The Lord said, "You have seen Hell."They went to the next room and opened the door. It was exactly the same as the first one. There was the large round table with the large pot of stew which made the man's mouth water. The people were equipped with the same 2 meters long chopsticks, but here the people were well nourished and plump, laughing and talking. The man said, "I don't understand.""It is simple" said the Lord, "it requires but one skill. You see, they have learned to feed each other, while the greedy think only of themselves."Analysis the story⏹What are the differences in Heaven and Hell?⏹How can we apply the principle to our daily life?•With our roommates•With our classmates•With our family•With the small group membersD. Team StructuresThree Types of Team Structures:∙Centralized Structure (统一管理结构)∙Functional Structure (职能结构)∙Matrix Structure (矩阵制组织结构 )1.Centralized StructureBenefits:⏹Fixed group structure (Team, Department)⏹People proficient in particular skills (专长) and knowledge are permanently (长期) assignedto a group⏹Centralized control – clearly established lines of authority⏹One set of management and project procedures⏹Working relationship – well established⏹Clearly definite career path (职业前途)Problems:⏹Slow response time to project requests (which project is more important)⏹Difficult to manage the peaks and valleys in staff workloads (project requests don’t come in asmooth stream)⏹Members are experts in their technical fields. However, they often have limited experience inhow projects are operated2.Functional StructureBenefits:⏹More responsive (反应快) to organizational areas or project needs (Eliminated the problem toidentify which project is more important)⏹Different groups don’t have to compete (竞争) for the same resources⏹Members in the technical fields have a better understanding of the functional area (howprojects are operated)Problems:⏹Chance for overlap or duplication (重复) in operation⏹Chance for overlap or duplication on resources (peoples, facilities and equipment)⏹Different work procedures for same specialty area⏹Different reporting procedures for same specialty area⏹Different career path may create competitions between groups3.Matrix (矩阵) StructureBenefits:⏹Most companies in US use this approach⏹Teams can be assembled rapidly⏹Experts can be used on different projects⏹Obtain team members’ concerns and issues in the ea rly stage of the project⏹Consistent systems and procedures can be used (set by the functional group)Problems:⏹Team members respond to two different managers⏹Team members working on multiple projects may have t address competing demands fortheir time⏹Team members may not be familiar with each other’s styles and knowledge⏹Multiple work processes and reporting systems used by different team members⏹Tunnel Visions – focus on his tasks and less attention to the project overall goalsE. Key Players in a Matrix Environment⏹Upper Management –People in charge of the organization’s major business units (CEO, Presidents of business units, etc.)⏹Functional Managers –The team members’ direct-line supervisors⏹Project Manager –The person ultimately responsible for the successful completion of the project⏹Project Team Members –People responsible for successfully performing individual project activitiesF. Working successfully in a Matrix Environment▪Create and continue to reinforce a team identity:•Project Manager with overall coordinative responsibilities•Identify team’s (project’s) mission•Define team procedures•Clarify levels of authority•Clarify each team members authority•Clarify team members working relationship (interpersonal relationships) ▪Create team member buy-in:•Get commitment from the functional managers•Get commitment from the team members•Get to know the team members operating styles•Solicit team members inputs and issues•Make the working environment as comfortable as possible▪Make Supports:•Project Champion (Executive Sponsor) –higher authority since you don’t have direct authority over the team members and their managers•Functional Managers – they have the direct authorities over the team members ▪Develop Procedures:•Plan in sufficient detail with the team members•Identify and address conflicts promptly – conflict resolution procedures•Encourage open communication – Project team meeting•Establish an upper management oversight committee•Project Audits by the functional managersG. Project AudienceDefinition:Any person or group that supports, is affected by or is interested in your project1.Internal Audience▪Upper Management – Executive level including project sponsor▪Requester – The person who came up with the project such as sales manager▪Project Manager▪Team members – Technical experts, etc.▪Group normally involved – human resources, finance, procurements, legal▪Specialty groups – material, welding, etc.2.External Audience▪Clients or customers▪Partners▪Vendors, suppliers and contractors▪Regulators - Government agencies▪Professional societies (ASME, ACE, etc.)▪The public - Community of people that will be affected by the projectH. Project SuccessSuccess in executing a project requires that you reach agreeme nts about how you’ll work with your team members to maximize everyone’s contribution and minimize wasted time and mistakes. You need to develop an approach that gives you and others confidence that everyone will live up to theircommitments. You need to understand the planned roles, and you need to be comfortable with it.I. Key Concepts1.Definite Each Team Member’s:⏹Authority – Ability to make binding decisions⏹Responsibility – The commitment to achieve specific results⏹Accountability – Bring consequenc es to bear based on people’s performance (negative –punishments vs. positive – rewards)2.Delegation:▪To give away something that you have▪Three reasons to delegate:▪To free yourself up to do other tasks▪To have the most qualified person make decisions▪To develop another person’s ability▪You can delegate authority, but you can’t delegate responsibility▪You can share responsibility▪You can always take back authority after you delegated▪Is unilateral (单方面)▪It does not require the agreement of both parties▪He or she is free to pass it on to someone else unless you have specifically told him or her not to.CASE STUDY 1DelegationYou are the leader of a project team and Mary has been your assistant. Mary has been helping to deal with people’s technical issues as follows:▪When someone runs into a technical problem, he or she discusses it with Mary.▪Mary analyzes the problem and decides how to address it.▪Mary discusses the problem with you and explains her proposed solution.▪If you agree with Mary’s proposed solution, you ask her to implement it.▪If you don’t agree with Mary’s suggestion, you work with her to develop a more acceptable approach.Yesterday, you told Mary that you wanted to change the way she deals with technical issues. You explained that, f rom now on, she won’t have to pass her proposed solutions by you before implementing them. After discussing this with her, you made the announcement to the other team members about the new procedure.This morning, Joe came to Mary to discuss a problem he was having with a contractor. After listening to the problem, Mary gave Joe very specific instructions for how to deal with it. As soon as Joe left Mary’s office, he called you on the phone. He recounted the problem he had discussed with Mary and her proposed solution, and he asked you if you agreed with the approach Mary had recommended.You now have a dilemma. On the one hand, you want to support Mary’s newly delegated authority to develop and implement solutions to technical problems on her own. One the other hand, you want to ensure that things go smoothly and successfully on your project. What should you do?Comments on the following replies:1.“Do whatever Mary told you to do.”2.“Yes, Mary’s solution sounds good to me”3.“I had full confidence in Mary’s ability to develop an appropriate solution, and the one she proofedwas an example of her food judgment.”What if you don’t agree with Mary’s recommendation? What will be a good approach?Does J oe’s call indicate a more general problem with the team’s procedures and working relationships?Comments on the following replies:1.The only response you can make that will support your delegation of authority to Mary.2.By declaring that you like Mary’s solution, you undercut Mary’s authority to make the decision on herown!3.You response suggested to Joe that you are still in the approval process, because you just gave yourapproval to Mary’s decision rather than to her authority to make whatever decision sh e felt wasappropriate.What if you don’t agree with Mary’s recommendation? What will be a good approach?Suggest to Joe that he wait until you can discuss the issue with Mary. In this instance, protecting your project and your organization is more important than supporting your delegation of authority. By discussing with Mary:▪You may find that she may know more about the situation than you’ve learned from your conversation with Joe.▪May be she is right and you are wrong.▪If your approach is better than Mary’s, she will learn to make a better decision in the future by explaining to her “why”.▪If Mary believes that you’ll jump in to save her every time she makes a bad decision, she’ll be less concerned about making the correct decision the first time.Does Joe’s call indicate a more general problem with the team’s procedures and working relationships?▪Perhaps you weren’t clear when you explained the new working procedures to the team members.▪Perhaps Joe didn’t like Mary’s answer.▪Perhaps Mary wasn’t clear enough in her explanation to Joe▪Perhaps some interpersonal conflict exists.3.Responsibility:▪ A two-way agreement▪Someone ask and the other agree▪He or she is not free to pass the responsibility on to someone else.▪Even he or she ask someone else to perform the task, he or she is still responsible.▪AccountabilityAlways hold people accountable if they accept the responsibility:•You don’t need Authority to hold people accountable•Get a firm and specific commitment•Create a sense of urgency and Importance•Always put it in writing•Be specific•Follow upIf you don’t hold people accountable even they accept the responsibility, you are saying:•The assignment wasn’t that important•Their behavior were Okay•Not performing is OK•Not explaining their behavior is okayLinear Responsibility ChartDefining and sharing team roles and responsibilities upfront can improve performance and help to identify and head off potential difficulties during a project. A Linear responsibility chart canclearly describe the relationships and responsibilities. The chart is a matrix that describes the role that each project team member will play in the performance of different project activities.Linear Responsibility ChartLinear Responsibility Chart - ExampleLinear responsibility chart for designing and conducting a customer needs survey. This chart defines three roles that one can have with regard to project activities:•P (Primary responsibility)– one that committed to ensure that the results are achieved•S (Secondary responsibility)– one that committed to achieve some portion of the results• A (Approval)– One that is not actually doing the activity, but has to approve what has been doneCase Study 2“Responsibility”Suppose Alice, your boss, asks you to prepare a report highlighting the latest sales figures for your organization. You figure that you can prepare the text of the report in Microsoft Word and any necessary graphics in Microsoft PowerPoint. You know where to get the raw sales data, and you know how to use Word, but you don’t know how to use PowerPoint. However, Bill, a member of your staff, does know how to use PowerPoint. So you accept Alice’s assignment,figuring that you’ll ask Bill to prepare any required graphics. When you ask Bill if he’ll help you, he says that he will.A week later, Alice asks how you’re doing on the report. You tell her that you’ve completed the text, but Bill hasn’t finished the graphics. You suggest that she check with Bill to find out how he’s doing and when he’ll be finished.How do you think Alice will respond to your suggestion?Why? State the reasonsHow do you think Alice will respond to your suggestion?After a moment’s silence, Alice reminds you that you agreed to prepare the report and, therefore, ensuring that all parts of the work are completed is your responsibility, not hers. In other words, because you accepted the responsibility for completing the report, you can’t choose to give away part of that responsibility to someone else.Why? State the reasonsOther than the reason above, Alice was correct in refusing to deal directly with Bill for a couple of other reasons:▪If Alice had agreed to check directly with Bill, she would have been doing you a disservice. She is telling Bill that whenever you give him assignments in the future, he should be concerned aboutsatisfying her rather than you. In other words, she would have undermined your leadership position.▪It would have been difficult for Alice to follow up with Bill, even if she had wanted to, because she did not know exactly what you asked him to do or when you asked him to finish it.4.MicromanagementMicromanagement is a person’s excessive, inappropriate, a nd unnecessary involvement in the details of a task that he or she asked another person to perform. Whatever the reasons formicromanagement, it can lead to inefficient use of personal time and energy, as well as tension and low morale among staff.Some of the reasons for micromanagement and suggestions for how to deal with them:•The manager is interested in and enjoys the work.Set up times to discuss interesting technical issues with the manager•The manager is a technical expert and feels that he or she can do the job better.Review your technical work frequently with that manager; give him opportunities to share his orher technical insights with you.•The manager may feel that he or she didn’t explain the assignment clearly or that uncertainties may crop up.Set up a schedule to discuss and review your progress frequently so that the micromanager canpromptly uncover any mistakes and help you correct them.•The manager is looking for ways to stay involved with you and the team.Set up scheduled times to discuss project activities. Provide the manager with scheduled reportsof project progress and make a point to stop by and say hello•The manager feels threatened because you have more technical knowledge than he or she does When talking about your project in front of others, always give the manager credit for his or herguidance and insights. Share Key technical information with the person on a regular basis.•The manager does not have a clear understanding of how he or she should be spending his or her time.Discuss with the person the roles he or she would like you to assume on your project activities.Explain how the manager can provide you with useful support as you perform your work.•The manager feels that he or she ahs to stay up on the work you are doing in case anyone else asks about it.Discuss with the person what type of information he or she needs and how frequently he or sheneeds it. Develop a schedule to provide progress reports that include this information.Case Study 3“Micromanagement”During the summer after my first year of graduate school, I worked for a large manufacturer of electronic equipment. I was very excited about this job because it was the first time I was regarded as a real member of a technical staff. I was looking forward to using my skills and knowledge to contribute to a project that would produce a real-world result.I showed up for work the first day eager to jump into my initial assignment. My boss told me how pleased he was that I would be working in his group for the summer and how he wanted to be sure that he made my stay enjoyable and productive. During that first week, my boss stopped by my office several times each day to talk. He would come in, turn over my garbage can, and sit down (because the only chair in my office was the desk chair which I was sitting and, thankfully, the garbage can was empty!) and discuss the project he had assigned to me. By the end of the week, I was demoralized and depressed. Every time I would start to read the background information for my project, my boss would come into my office to talk. I was convinced that he felt I didn’t have t he necessary skills to do a good job and that he was hanging over my shoulder to ensure that I didn’t make any big mistakes.How would you react?What can be the reasons?What is the difference between interference and interest?How would you react?▪Don’t be defensive or resentful (jump to conclusions)▪Thank the micromanager for his or her interest, time and technical guidance▪Offer to explain to the person how you will approach your tasks▪Develop meaningful and frequent checkpoints and reportingWhat can be the reasons?▪Interference▪Interested▪Management StyleWhat is the difference between interference and interest?▪Interference – problem of trust, communication, feels threatened, insecurity▪Interest – good intentionAs I got to know my boss better, I realized that I had misread his intentions.∙First, he was excited to have someone on his staff who had been studying the latest developments in a technology that was important to his project. Rather than thinking that I was incapable, he wanted to learn from me what I knew so that he could improve his own knowledge.∙Second, he was a thoughtful and considerate person. He knew how daunting it could be for a young person to know everyone. He came around frequently to get to know me, to allow me to get to know him, and to help me feel comfortable in my new environment. My insecurities led me to believe that his complimentary and considerate actions were meant as criticisms and expressions of distrust。