PowerPoint Presentation

Experiential Events Mastering the New Art of Teaming

Amy C. EdmondsonNovartis Professor of Leadership and Management Harvard Business School

Darrin JacksonDirector of Creative Services, Dimension Design

Successful organizations today depend on new forms of TEAMING that constantly adjust to changing situations LEADERS help bring this about through vision, support, and example

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2To view the complete session video, visit: http://www.dimensiondesign.com/teaming/

3Amy C. EdmondsonNovartis Professor of Leadership and Management, Harvard Business School

Darrin JacksonDirector of Creative Services, Dimension DesignModerator

Featuring

THINK OF A TEAM4

How many of you thought of a sports team? How many thought of something else?

Its appropriate to think of sports. After all thats where we got the idea of teamwork. Of teams.

Sports teams exemplify the notion of a team Stunningly clear goal. Interdependent work. People picked deliberately. bounded, clear membership. Its that last bit thats getting tricky.

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OR THIS

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How many of you thought of a sports team? How many thought of something else?

Its appropriate to think of sports. After all thats where we got the idea of teamwork. Of teams.

Sports teams exemplify the notion of a team Stunningly clear goal. Interdependent work. People picked deliberately. bounded, clear membership. Its that last bit thats getting tricky.

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TEAMING IS A VERBTeaming is teamwork on the fly coordinating and collaborating, across boundaries, without the luxury of stable team structures

Teaming is especially needed when work is complex and unpredictable

6team ing (v.)

Increasingly, the emphasis is on teaming, not teams. On the processes of collaboration not the entities.

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TEAMING UP TO BUILD THE WATER CUBE7Click here for National Geographic Channel's video about Teaming and the Beijing National Aquatics Center.http://channel.nationalgeographic.com/videos/engineering-the-watercube/

Around 2 p.m. on August 5, 2010, a part of the San Jose mine collapsed, blocking the passage to the tunnels deep within the mine. The miners close to the entrance, although shaken by the deafening thump, emerged unscathed from the mine shortly thereafter. But a group of 33 miners working deeper within the mine were now buried some 700 meters underground with a 700,000-ton rock corked between them and the mine entrance. Buried deeper than: the Statue of Liberty (93 meters), the Eiffel Tower (324 meters), and the Empire State Building (381 meters)

33 miners managed to make their way to a 50-square-meter (540-square-foot) pre-designated refuge within the mine. Never had a recovery been attempted at such depths unstable terrain, rock so hard it defied ordinary drill bits, severely limited time, and the potentially incapacitating fear that plagued the buried miners Experts put the chances of rescue at less than 1 percent

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TEAMING UP TO BUILD THE WATER CUBE8Click here for National Geographic Channel's video about Teaming and the Beijing National Aquatics Center.http://channel.nationalgeographic.com/videos/engineering-the-watercube/

Around 2 p.m. on August 5, 2010, a part of the San Jose mine collapsed, blocking the passage to the tunnels deep within the mine. The miners close to the entrance, although shaken by the deafening thump, emerged unscathed from the mine shortly thereafter. But a group of 33 miners working deeper within the mine were now buried some 700 meters underground with a 700,000-ton rock corked between them and the mine entrance. Buried deeper than: the Statue of Liberty (93 meters), the Eiffel Tower (324 meters), and the Empire State Building (381 meters)

33 miners managed to make their way to a 50-square-meter (540-square-foot) pre-designated refuge within the mine. Never had a recovery been attempted at such depths unstable terrain, rock so hard it defied ordinary drill bits, severely limited time, and the potentially incapacitating fear that plagued the buried miners Experts put the chances of rescue at less than 1 percent

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BEIJING WATER CUBETeaming across BoundariesFour firmsThree continentsDozens of specialtiesTwo languages9

Over 100 professionals collaborated in a fast paced intense process to design and build this astonishing structure

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TEAMING ACROSS BOUNDARIESA compelling shared goalDiverse expertiseDistinct but flexible rolesIdeas welcomed independent of statusDeliberate, smart experimentation Frequent transparent communicationPersistence through failure

Pause which on this list are your ORGs strengths which could be improved?

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WHAT GETS IN THE WAY OF EFFECTIVE TEAMING?A pervasive competitive mindsetThe desire to look good.Aversion to failure11

WHAT KIND OF WORKPLACE IS THIS?

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LTYR

Whats the explicit message? How does he want them to behave?Whats the implicit message? What are people taking away about the challenge ahead? How might they behave?

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BUILDING A TEAMING MINDSET13Teaming mindsetMust be adopted on purposesuccess as shared & expansiveFocus on the work & the customerFosters relationshipsCompetitive mindset:Overlearnedsuccess as zero-sumFocus on SelfFosters comparisons

People already in a situation where theyve seen colleagues leave New mindsetTalent management discussions

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SEEKING DIVERSE PERSPECTIVES 14

IMPRESSION MANAGEMENT IS SECOND NATURE15

No one wants to look:IgnorantIncompetentIntrusiveNEGATIVEIts easy to manage!Dont ask questionsDont admit weakness or MistakeDont offer ideasDont Critique the STATUS QUO

Lets face it No one wakes up in the morning

key point is that knowledge workers face these risks every day. We rarely stop to think about what that means. Fortunately, its easy trivial to manage them (for individuals). Just done ask questions, ask for help, or reveal mistakes or problems This is a pretty good solution for INDIVIDUALS. A bad state of affairs for the organization.How leaders behave can make this more acute or much better.

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All those in favor say AyeAye

Heavenforbid!!

No! No! A thousand times no!

Perish the thought!

Youve got to be kidding!

Say it aint so!AyeAyeAyeAyeAye

Lets start with a lighthearted glimpse of the phenom from the New Yorker This cartoon mocks the silencing of dissent that occurs in hierarchies. The question I have, looking it it, is why do all of those seemingly nice guys feel the need to withhold their thoughts from that other seemingly nice guy well, yeah, hes the boss, and we can speculate that he has punished people who disagree with him, in the past But, as todays research will show. Its not all about the boss.

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MAKING IT SAFE TO TEAMPsychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.FRAMe the work

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The point is its hard to team to let down ones guard, to offer ideas, to ask for help without a sense of psych safety. To answer this question, lets go to my favorite scholarly journal.

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DIALING BACK ON PERFORMANCE?18Is it a matter of finding the right point on a balance beam?Psychological SafetyPerformance pressure

FACING UNCERTAINTY OR INTERDEPENDENCE19highlowlowhighPerformancePsychological safetyApathy Zone

Comfort Zone

High-Performance Zone

Anxiety Zone

20things will go wrongFAIL WELL

3 TYPES OF FAILURESPreventable failureswhere we have a blueprint but fail to use itComplex failurescomplex factors (internal, external or both) combine in new ways to produce failures in reasonably familiar contextsIntelligent failures undesired results of thoughtful forays into novel territory 21

FAIL WELL Avoid preventable failures Anticipate and mitigate complex failures Promote intelligent failures

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PROMOTE INTELLIGENT FAILURES23

Fail often in orderto succeed sooner

KEY ELEMENTS OF INTELLIGENT FAILURESThe opportunity explored is significant The outcome will be informativeThe cost and scope are relatively smallKey assumptions are explicitly articulatedThe plan will test the assumptionsThe risks of failing are understood, and mitigated to the extent possible24

LEADING TEAMWORK ON THE FLYFoster a teaming mindsetBuild psychological safetyCelebrate intelligent failure

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A RECIPE FOR SUCCESS IN A DYNAMIC WORLDAIM HIGHTEAM UPFAIL WELLLEARN FASTREPEAT

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THANK YOU!

Darrin Jackson, Director of Creative Servicesdjackson@dimensiondesign.com215.375.2934

Successful organizations today depend on new forms of TEAMING that constantly adjust to changing situations LEADERS help bring this about through vision, support, and example

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