Teaming on the fly: een speels leermoment - Jan Bal en Ive Vanderauweraert - Beanmachine

TEAMWORKONTHEFLYIveVanderAuweraert– JanBalLeadergathering2016

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WaterCube

• Ajointeffortofdozensofpeople:20disciplines,4countries,4largecorporations,dozensofcontractorsandconsultants.

• Thegoalwasclear:BuildaniconicstructuretoreflectChineseculture,integratewiththesite,andminimizeenergyconsumption–ontimeandwithinbudget.

• Buthowtodoallthiswaslessclear…

•  Itwasanunusualendeavor,butthestrategyemployedtocompleteit—astrategywecall‘teaming’—epitomizestheneweraofbusiness.

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Toteamornottoteam…

Stable teams of people who have learned overtimetoworkwelltogethercanbepowerfultools.But given the speed of change, the intensity ofmarket competition, and the unpredictability ofcustomers’ needs today, there often isn’t enoughtimetobuildthatkindofteam.

Teaming is away to gather experts in temporarygroupstosolveproblemsthey’reencounteringforthefirstandperhapsonlytime.

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Thenewworldneedsteaming,notteams…

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Sohowtotacklethechallenges?Hardware&Software

To “team” well, employees and organizationsmustembraceprinciplesofprojectmanagement—suchasscopingouttheproject,structuringtheg roup , and so r t i ng ta sks by l eve l o finterdependence—andof team leadership, suchas emphasizing purpose, building psychologicalsafety,andembracingfailureandconflict.

Thisisthehardwareandthesoftwareofteaming.

TeamingHardwareScoping– Structuring-Sorting

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SCOPING

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STRUCTURING(scaffolding)

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SORTING(prioritizing)

TeamingSoftwareTeamleadership–emphasizingpurpose–buildingpsychologicalsafety–embracingfailureandconcflict

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Emphasizingpurpose

Purposeisfundamentallyaboutsharedvalues;

itanswersthequestionwhywe(thiscompany,thisproject)exist,

whichcangalvanizeeventhemostdiverse,amorphousteam.

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Buildingpsychologicalsafety

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Buildingpsychologicalsafety

In fast-paced, cross-disciplinary, cross-borderteaming situations, it’s not necessarily easy forpeopletorapidlysharerelevantinformationabouttheirideasandexpertise.

Somepeopleworryaboutwhatotherswillthinkofthem.

Some fear that they will be less valuable if theygiveawaywhattheyknow.Othersarereluctanttoshowoff.

Evenreceivingknowledgecanbedifficultifitfeelslikeanadmissionofweakness.

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Embracefailure

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Embracefailure

Teamingnecessarilyleadstofailures,evenonthewaytoextraordinarysuccesses.Thesefailuresprovideessentialinformationthatguidesthenextsteps,creatinganimperativetolearnfromthem.

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Putconflicttowork

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Putconflicttowork

To move forward, all parties must be pushed toconsider the degree to which their positionsreflectnotjustfactsbutalsopersonalvaluesandbiases, to explain how they have arrived at theirviews, and to express interest in one another’sanalytic journeys. In this way, people can putconflicttogooduse.

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Behaviorsforsuccessfulteaming

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Taketimetoreflectonthesoftwareandhardwareofyourteam.Didwespeakup?Didweinvitepeopletospeakup?Didwetaketimetoreflect?Wasthereroomforexperiment?Didpeopleactuallyexperiment?Didyoulearnfromtheseexperiments?Didweintentlylistentoeachother?Wereweintegratingideasandapproaches?

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