Lecture 6: Teamwork Dynamics and Leadership: Tips and ...mech350/Lectures/MECH350-Lecture-6.pdf · 1 MECH 350 Engineering Design I University of Victoria Dept. of Mechanical Engineering
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MECH 350Engineering Design I
University of VictoriaDept. of Mechanical Engineering
In MECH 350, Engineering Design I, you are working within a ‘team’ on a ‘design project’
Recall the definition of a ‘project’. A project:is a temporary endeavourhas a defined beginninghas a defined end (defined as either a date, constrained by funding, or upon submission of deliverables)is undertaken to meet a ‘need’ and has a clear ‘goal’.must satisfy the project objectives and adhere to any project constraints.
Benefits:Sharing the work load on a large projectPeople with specialized skills/knowledge can work on specific tasks efficientlyMeet new people with fresh ideasCheck on your own thinking______________________________________________________
Negatives (in some cases):Takes too much timeRewards popularity not good ideasSome members make little effort but get credit___________________________
As future engineers, you will very likely:work in teams on complex engineering projects.need to work with, and communicate with other engineers and technical staff.need to work with, and communicate with non-technical people such as customers/clients, management, the public, government, etc...face differences of opinion, and conflict over issues.______________________________
As a project team member, you and your reputation will become bound to the project, as perceived by outsiders.To some degree the project’s success or failure will be a reflection of your efforts.
Is passionate about his/her work, and hence motivates others and encourages them to do their best.
Needs to remain calm and display order in the face of uncertainty. People look to their leaders for directions and instructions in times of uncertainty.
Always strives to be the best, and hence inspires the team.
Is able to think analytically, with the ‘end result’ in mind. In other words, keep ‘the big picture’ in mind, and break it down into action steps for others to follow.
Effectively planning and conducting a meeting can save time, produce results, and reduce the number of meetings.Use the following rules:
1.Prior to meeting, prepare an ‘agenda’ and get group approval for it.- Only items on that agenda should be discussed during the meeting, i.e. items A, B, C.
2.Make an appointment
3.People get together
4.Follow up and discuss ‘action items’ from the previous meeting- Ensures previous items were done and the results reported.- Puts pressure on members to get their tasks done.
Principles of member conduct during a meeting.Avoid arguingAvoid win-lose statementsAvoid changing opinions to reduce conflictAvoid majority votes and bargaining (see next page)View differences as natural, and quick agreements as suspect.
When there are ‘large status differences’, team members may weigh the opinions and suggestions of high status member more heavily. This is not good practice. People should judge an idea on it’s merits alone, and not on who said it.
Differences in opinion among members is natural. However, decisions on a course of action must be made to move forward... So, how should this be done?“Avoid majority votes” and “Avoid bargaining”
Rules for Building Consensus:A)Allow each member to express their idea/position on the subject.
Member must use clear logic and reason. Discard emotion.
B)Others should listen carefully. This is not a competition, it is about agreeing on the best possible idea/position.
C)Ask everyone if agreement/consensus is reached. If not, go to Step A and repeat, adjusting the idea/position based on logic.
D)Repeat at least 3 - 4 times, or repeat at next meeting
Rules for Building Consensus (continued):Repeat the process?? This seems too difficult!! This will take too long!! People may still not agree!!
Perhaps that is true. However, after 3 - 4 rounds of genuine/honest consensus building effort, every member of the team will fully appreciate the point of view and logic of every other member.
Ultimately, when the choice on how to proceed is made, everyone will know that choice’s advantages and limitations, and understand why it was made.
Consensus building is far better than a “quick/rushed vote”, which can leave members feeling alienated. It is also far better than “bargaining”, which is a terrible way to make decisions.
Why is conflict needed?Helps to raise and address any problems.Energizes work to be on the most appropriate issuesHelps people to ‘be real’.Helps people learn how to recognize and benefit from differences
What causes conflict?Poor CommunicationLeadership ProblemsIrresponsibilityInsufficient Resources___________________
Hampers ProductivityLowers Morale (individual and/or team)Conflict does not resolve the problemProblem continues and escalatesCauses inappropriate behaviour__________________________
[1] Ricky Lim, “7 Characteristics of a Good Leader”, online article: http://www.associatedcontent.com/article/180665/7_characteristics_of_a_good_leader.html?cat=3[2] Barbara Oakley, “Coping with Hitchhikers and Couch Potatoes on Teams” brief essay adapted from “It Takes Two to Tango: How ‘Good’ Students Enable Problematic Behavior in Teams”, Journal of Student Centered Learning, Volume 1, Issue 1, Fall, 2002, pp. 19-27[3] Amy Ohlendorf, “Conflict Resolution in Project Management”, online article: http://www.umsl.edu/~sauterv/analysis/488_f01_papers/Ohlendorf.htm (more good references at the end of this link)