New Research Reveals Surprising Truths About Why Some Work Groups Thrive and Others Falter

NewResearchRevealsSurprisingTruthsAboutWhySomeWorkGroupsThrive

andOthersFalter

ExcerptsfromandcommentsabouttheFeb25th2016NYTimesMagazinear@cle“WhatGoogleLearnedFromItsQuesttoBuildthePerfect

Team”byCharlesDuhigg

CompeGGveAdvantageandTeamPerformance

“Manyoftoday’smostvaluablefirmshavecometorealizethatanalyzingandimprovingindividualworkers—aprac@ceknownas‘employeeperformanceop@miza@on’—isn’tenough.Ascommercebecomesincreasinglyglobalandcomplex,thebulkofmodernworkismoreandmoreteam-based.”

© 2016 ITAP International, Inc. All Rights Reserved. 2

SOURCE:hVp://[email protected]/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html?_r=0

KeystoImprovingTeams

ResearchofteamsatGooglefound3keys…1.  Understandingandinfluencinggroupnorms2.  Whatdifferen@atedgoodteamsfrom

dysfunc@onaloneswashowteammemberstreatedeachother

3.  The“rightnorms”couldraisethegroups“collec@veintelligence”



TwoMostImportantBehaviors

1.  Membersspokeroughlyinthesamepropor@on–“equalityindistribu@onofconversa@onalturn-taking”

2.  Allgoodteamshadatleast“averagesocialsensi@vity”–skillatintui@nghowothersfeltbasedontheirtoneofvoice,theirexpressionsandothernonverbalcuesBothareaspectsofwhatisknownas

“psychologicalsafety”



Whyitworks…

“…conversa@onalturntakingandempathy–arepartofthesameunwriVenrulesweturnto,asindividuals,whenweneedtoestablishabond.”SOURCE:MaVSakaguchi(atGoogle)

GOOGLEFINDING:Onthebestteams,memberslisten

tooneanotherandshowsensiGvitytofeelingsandneeds.



Comparison:Safevs.ExhausGng

1.  (SAFE)Teamleaderwhoisdirectandstraighgorward,crea@ngasafeplacetotakerisks

OR2.  (EXHAUSTING)Ateamleaderwithpoor

emo@onalcontrolwhopanicsoversmallissuesandkeepstryingtograbcontrol



WhatWorksvs.WhatDetracts

Works:• Makingsuretheteamhascleargoals•  Crea@ngacultureofdependabilityDetracts:•  Fightsoverleadership•  Tendencytocri@que•  Feelingscaredtodisagree



OnYOURTeams…

AreYOURteammembers:•  Freeenoughtosharethethingsthatscarethemwithoutfearofrecrimina@on?

•  Abletotalkaboutwhatismessyorsad?•  Abletohavehardconversa@onswithcolleagueswhoaredrivinguscrazy?

Whatscaresus,whatismessyorsadandcolleagueswhoaredrivinguscrazyallnegaGvelyimpactefficiency.



HowCanYouKnow?

1.  Ifyouaretryingtogaugethehumanprocessinterac@onsontheteam–useasurveytouncovergroupnorms

2.  Measurechange/improvementover@meMeasureWhatisMostRelevant...

– Areyoumeasuringteaminterac@ons(humanprocessinterac@ons)?

– Areyoumeasuringwhatmakesteamseffec@ve?


SUMMARY

•  Teamprocess(“humanprocessinterac@ons”onteams)iscri@caltoteamperformance

•  For20yearsITAPhashadoneofthefewinstrumentsthatmeasureshumanprocessinterac@onsandtheirimpactonteamperformanceover@me.

•  Seethefollowingslidesformoreinforma@ononITAP’sTeamProcessQues@onnaires(TPQs).


Team Process Questionnaire™ (TPQ) Usage

Organizational Development

•  Change Management •  Executive Team

Development •  Global Team

Development •  Organizational Team

Development (OTPQ) •  Action Learning

(ALTPQ)

Learning and Development

•  Team Leader

Development •  Team Member

Development •  Global Team

Development •  Project Management

Other •  Division Comparisons •  Division/HQ

Comparison •  Functional Teams •  Cross-functional •  Measuring Change

9over time) •  Virtual Team Alignment

11 © 2016 ITAP International, Inc. All Rights Reserved.

Iteration 5 Iteration 4 Iteration 3 Iteration 2 Iteration 1

Explanations of charts… Dimension Averages (2 chart types) Iteration Comparisons (over time)

Exec Overview

Regularly track results over time

Data comparisons

Sample Team Graphics


Agreement (About Successes)

Importance of team to company’s future success

Absence of power control issues Ability to express ideas and opinions freely and openly

Treating team members with dignity and respect

Role/responsibility clarity Level of trust

Disagreement

(About the Need for Improvement)

Opportunity to learn of comments about the work of the team

Availability of resources Clarity of team objectives Ability of team members to step outside their areas of responsibility for the good of the global organization

D Disagreement

(About Successes)

Whether team members have the necessary skills to resolve unexpected problems

Agreement (About the Need for

Improvement)

Group communications Team effectiveness

13 4

2

Positive Results (High Average)

Issues Identified (Low Average)

Agreement (Low SD)

Disagreement (High SD)

Team Diagnosis Results Sample


ImproveYourTeam’sPerformance

•  Ordering a team assessment: q  Call ITAP: 1.215.860.5640 q  Each team member will receive a link to the

Team Process Questionnaire (TPQ) q  The TPQ takes 20 minutes to complete q  The cost is $500 / team

Inquire about licensing the TPQ and becoming certified in using this or other

ITAP tools


•  The Culture in the Workplace Questionnaire™ (CWQ)

For Individuals and Teams:

• Global Team Process Questionnaire™ (GTPQ) • Organizational Team Process Questionnaire™ (OTPQ) •  Action Learning Team Process Questionnaire™ (ALTPQ)

For Teams:

•  E-Strategy Mapper •  TPQ Series of Tools •  CybeHRtools

For Organizations:

15 ©2016 ITAP International, Inc. All Rights Reserved.

ITAP Tools List

Many Cultures, One Team

•  Learn more about team success in Many Cultures, One Team by Catherine Mercer Bing (2015)

•  Enter promo code OneTeam to receive 20% off from Technics Publications website, http://www.TechnicsPub.com


Catherine Mercer Bing Managing Director ITAP Americas, Inc. ITAP International, Inc. 353 Nassau Street, 1st floor Princeton, NJ 08540 USA (W) 1.215.860.5640 http://www.itapintl.com


New Research Reveals Surprising Truths About Why Some Work Groups Thrive and Others Falter

Leadership & Management