ENGR 301
#1
apply knowledge
#4 broad education (cognitive reasoning
methods in examination of problems)
#5 multi-disciplinary team
#6 professional and ethical responsibility
#7 communicate effectively
 Welcome
to Confetti Factory.
 You are all employees and will each be acting as an
employee to manufacture as much confetti as possible.
 Some of you have been placed on a team associated with a
color; that is the color of confetti you are supposed to make.
 Please read the role statement.
 You must follow through and act out the entire role statement
 Who is #3?
 You have four minutes to deliver as much confetti factory to
me, your customer. As your customer, I can reject poor quality
deliveries.
 Factory
went bankrupt
 Did not get a pay check
 Could not pay bills
 Spouse left you
 Bank took your house
 State took your kids because you can no longer
provide for them
 Dog bit you since you are the only thing left to eat
 Let’s
see how to fix these very real problems and
very real personalities which appears in both
industry and academia
 Please read your role statement
 Brainstorm ways to fix that
You are the CEO of Confetti Factory. Your job
is to ensure that every color of confetti is
mixed together evenly and that each piece is
1 cm2. Unfortunately, you travel a lot and
have many commitments. You can only be in
the classroom one minute at a time, then you
have to into the hall for 30 seconds.
 Structure
 Culture:
Mission and vision
 Goals
 Understand
and move
through stages of a team
Stages of Team Development
• Stage 1:
• Stage 2:
• Stage 3:
• Stage 4:
Forming
Storming
Norming
Performing
Forming
• Team members uncertain about roles and
expectations
• Team members try to assess themselves and others
• Reliance on strong, formal leadership
• Guidelines for a successful forming stage:
– Provide structure to the team by assigning and clarifying
task/role
– Encourage participation
– Share all relevant information
– Encourage open, honest communication among team
members
Storming
• Deals with power and decision making.
• Members challenge the differences in an attempt to gain
their individuality and influence.
• The team members need control and sense of direction.
• Guidelines:
– Assist the team members to establish methods that
support the communication of their different points of
view.
– Determine within the team how the team will make
decisions.
– Encourage members to share their ideas about issues.
– Facilitate methods to resolve conflicts.
Norming
•
•
•
•
Members produce as a cohesive unit.
Functional relations are established.
Members work collaboratively to gain and share insight.
Guidelines:
– Talk openly and honestly about team issues and the members’ concerns.
– Encourage feedback.
– Assign tasks for consensus decision making.
Performing
• Members have learned to work together.
• Members skills to define tasks, manage conflict, and work
towards producing results.
• The members are committed to the team and its goals.
• Guidelines:
– Jointly set goals that are challenging and accepted to all
members.
– Continue to look for ways to promote the team’s
chances to excel.
– Keep an ongoing assessment of the team.
– Acknowledge each member’s contributions.
– Develop members to their fullest potential.
You are the President of Confetti Factory. Your job is
to create policies that everyone must follow. Every
minute, erase the previous policy and write a new
policy on the board. Make sure all of the managers
are following your policy.
 Did
you meet all your managers?
 Did people follow your policies?
 Meet
all managers
 Policies – change
 Change policy







Create urgency
Form a powerful coalition (find the leaders, not always supervisors)
Create and communication vision
Remove obstacles
Create short-term wins
Build on the change
Anchor the change in the culture
You are the resource manager. Unfortunately, you
are color blind (you are hiding this because you
know you will be fired if someone finds out), so when
someone asks for paper, you must give them
opposite color for which they ask (green gets red;
blue gets yellow; vice versa, respectively).
 Who
was a victim of this?
 What did you think?
 Disclose
all information at hiring?
 Accessible for all
 Training
 Life-long development and continuing education
You are the Manager of Team Green. Your job is to
ensure that all green confetti is made. The more
confetti your team makes, the more your year-end
bonus will be. Unfortunately, your team can only
manufacture if all light sources are turned on. You
can only mime words.
 What
did you think of the communication
limitations?
You are sensitive to light, so wherever you see
a light turned on, you must turn it off. You are
a member of Team Red, and you need
everyone to agree by shaking their heads
“yes” to the questions you ask in order to
make any confetti.
Did
you find it hard to get people to agree
with you?
 Does
everyone have the resources they need to get their jobs
done?
 Internal competition can destroy companies
 Apply now: How to make decisions? Use a decision matrix.
Decision Matrix
Decision Matrix
Time Frame Innovation Coolness Factor
Weighting Factors
10
10
5
Option A
Team member 1
10
3
4
Team member 2
9
5
4
Ranking
19
8
8
Weighting Factors
190
80
40
Option B
Team member 1
8
8
10
Team member 2
9
10
9
Ranking
17
18
19
Weighting Factors
170
180
95
In this case, Option B wins.
310
445
You are a member of Team Yellow.
You want a promotion, so every 30
seconds, you must make the
statement, “I am brilliant and better
at making confetti than all of you.”
 How


Praise them: psychology – low self-esteem, so promoting self; give
them reassurance
Learn from them and teach them

I am interested in developing my leadership skills. How about for next week, I
am the leader and you can coach me?
 You just got control
 You are making them self-reflect; it will change their approach
 How

do you work with an arrogant personality?
do you work with a dominating personality?
Volunteer to take notes; put in your own ideas; read notes in review;
they think your ideas are their ideas
You are a member of Team Blue, but you have been doing this
job longer and better than your current manager. If you can
get the CEO to see how much better you are, you know you will
get promoted. You also know that you need to produce more
product than any of your teammates, so you are secretly
sabotaging them.
 Did
you meet the CEO?
 How did you sabotage your teammates?
 Who were the victims?
 Networking
= for the rest of your life
 Never underestimate the amount of politics and hypocrisy in
industry and academia
You are a member of Team Green. You have a lot
of issues; it is like having one hand tied behind your
back – literally. You may only use your nondominant writing hand.
 How
was only using one hand?
 Does everyone go to work and 100%?
 Sick




kids, car needs repair, and all kinds of other life issues.
Everyone has them, but everyone needs to learn to work through it
Be understanding but clear on expectations
Create a contract: day off; fix issue; if late, low quality work, or
absent, then termination or other public discipline
If not holding high standards and equally applied = makes everyone
else mad
 Apply

this concept now
Setup rules and consequences for team: if the founding fathers did
it, so can you


If late, owe a Starbucks; smile and say, “Grande latte”; standards upheld and
no grumpy teammates
If missed a meeting, owe dinner.
You are the Manager of Team Red. Unfortunately,
your team can only manufacture when all desks /
chairs are in rows. You are a tyrant manager and
can only yell and shake your fists.
 Did
you like being a tyrant?
 Who was a victim of the yelling?
 What did you think?
 No,
you do not have take abuse. EEOC, federal agency, will
help you with employment issues: harassment and
discrimination
You are the Manager of Team Blue. Your job is to
ensure that all blue confetti is made. Unfortunately,
your team can only manufacture when all desks /
chairs are in a circle. Every other word you say must
be “hey.”
 What
did you think of the desk battle?
 What did you think of your communication
strategy?
You are a member of Team Blue.
Your job is quality control. Make
sure that all confetti is 1 cm2. You
are in a bet against Green that
your team can make more. Every
time you hear the word, “hey,” you
must hop on one foot.
 How
much do you hate #10?
 #10, if you knew, would you have
done something else?
 PRIDE


Purpose – set goals; bond via accomplishments
Respect – do not have to like each other; do not have to be best
friends; respect each other on a professional basis




Sun MicroSystems founder, Andy Bechtolsheim, found two people he hated
because he knew if the three of them could agree, their product would
change the world. They developed Java programming language which
changed our interaction with the internet.
Individual – teams can be demoralizing because people get lost with
no recognition, show appreciation and thank team members
Discuss – even the awkward conversations have to happen; no one
understands what caused grumpy face…communicate
Excellence – always strive to do your best
You are a member of Team Yellow. You hate the
company and all the people. You are secretly
sabotaging everyone by collecting as much
confetti as possible and putting it in the trash can.
You can only speak in beeps.
 Does
everyone love their company?
You are a member of Team Yellow. You love your
job and really believe in the mission of the
company. You want to ensure there is no waste, so
guard the trash can and make sure no one throws
anything away. You are not allowed to speak.
 Did
you get any confetti made?
 #12
hates company; what do you do when you
witness this behavior?
 Document
 #13
loves company; got so caught up “saving”
company did not actually get anything profitable
accomplished
 Understand causes of conflict and how to resolve
Differences
in
 Personality
 Values
 Perspectives
 Goals
 Departmental
Ambiguities
Allegiance
about responsibilities
1.
2.
3.
4.
5.
6.
Clarify and identify the cause of conflict.
Determine the common goal.
Determine options.
Determine and remove the barriers.
Determine solution that everyone can
accept.
Acknowledge solution: win-win solution.
You are a member of Team Green. You are a
peace maker, and it is your job to make sure that
everyone is happy. You can only speak in letters
(no full words).
 Did
you make everyone happy?
 Bell
curve of happiness; don’t waste time on never-evers
Either
way
Never evers
Almost
always
happy
You are a member of Blue. You are hoping that you will
get a “layoff” package because you hate the
company. You say that you are going to do whatever
anyone asks of you, but you do the exact opposite.
 Who
was a victim?
 Expanding thought…have you had a teammate like
this person (someone just does not do anything)?

Document

You must have written evidence; verbal agreements do not hold up
After three incidents; pattern of behavior; report to authority figure
(boss or professor)
 Create MEETING MINUTES
 Meeting minutes


Action item (tasks that need to be done)





Ensure high quality  share the vision; discuss end result
For example, build a bridge
Who is responsible
When it is due
How long it will take
 80%
of all team members believe they have done 80% of the
work
 One member complains did ten things
 One member complains worked for ten hours
 Meeting minutes: action item, who is responsible, when due,
and how long it will take
 Do a graphical representation at end of meeting to check
 Might find one is doing ten things that take an hour each;
other is doing one thing that takes ten hours; equal distribution
and communicated workload
You are the director. It is your job to deliver the final
mix of the confetti to the customer. However, you
trained team Yellow and are a micromanager:
whenever anyone is making yellow confetti, you
must literally hang on their shoulder.
 Who
was a victim?
 Did you enjoy should hanging?
 How
do you deal with a micromanager?
 What causes someone to become a
micromanager?
FEAR
 Send a daily note on what tasks you plan to do
 Send updates on accomplishments
 Apply now: Setup buffer deadlines with teammates



Never have your deadlines the same as your boss or
professor
Set deadlines to be at least 24 hours before actual deadline
to make adjustments as needed
You are a member of Team Red. You have to
hold your right foot in your right hand when no
one is directly talking to you.
What
did you think of your role?
Some people must be micromanaged.
 Provide
resources.
You are a member of Red. You are everyone’s best
friend, and you will do anything and everything that
anyone asks you to do. Unfortunately, you can only
speak in beeps and must shake your head, “no”
whenever asked a question.
 Any
victims of this? What did you think?
 Lesson learned – judge results and actions not
words.
You are a member of Team Green. You are
exhausted. Take all of the green paper and sleep
on it.
 Who
saw this?
 What did you think?
 Was it fair?
You are a member of Team Green, but you are
the company tattle-tale. Go around to each
person and tell him/her at least one thing that
someone else is doing.
Who
heard the gossip?
What did you think?
Listen; know; take as half true;
don’t spread
TOP TEN TEAM BUILDING
RECOMMENDATIONS
1. Reflect on these “roles”
It’s real life; be prepared; take
preventative measures; run
case scenarios of how you will
handle it now and later
TOP TEN TEAM BUILDING
RECOMMENDATIONS
2. Share the vision
No one can read your mind. Communicate the end product to ensure quality.
TOP TEN TEAM BUILDING
RECOMMENDATIONS
3. Take meeting minutes and ensure
even distribution
Action item, who is responsible, when it is
due, and how long it will take
TOP TEN TEAM BUILDING
RECOMMENDATIONS
4. Document,
document,
document
TOP TEN TEAM BUILDING
RECOMMENDATIONS
5. Remember PRIDE
Purpose
Respect
Individual
Discuss
Excellence
TOP TEN TEAM BUILDING
RECOMMENDATIONS
6. Use the stages of team to progress to best performance.
TOP TEN TEAM BUILDING
RECOMMENDATIONS
7. Make a contract:
discuss policies for
success and
expectations which
includes rules and
consequences
TOP TEN TEAM BUILDING
RECOMMENDATIONS
8. Understand and resolve conflict
Don’t ignore it
Apply standards equally
TOP TEN TEAM BUILDING
RECOMMENDATIONS
9. Use
resources and
tools like the
decision matrix
and buffer
deadlines
TOP TEN TEAM BUILDING
RECOMMENDATIONS
10. Be an awesome teammate.
Why? Because you cannot design the Boeing 787 all by yourself in your
lifetime. If you are an awesome teammate, you will have an awesome
team.
STUDENT LEARNING OBJECTIVES (SLOS)
• #1 apply knowledge
• #4 broad education (cognitive reasoning methods
in examination of problems)
• #5 multi-disciplinary team
• #6 professional and ethical responsibility
• #7 communicate effectively
Teammate selections
Please place yourselves into groups by major
Form multidisciplinary teams as best as possible;
cannot be a team of people from the same
major
Once you find your team, on piece of paper,
begin Team Charter
Submit Team Charters before leaving today
After being reviewed, Team Charters will be
placed into team folders in SEM 131
Team Charter
 Write down all names
 If you go by a nickname or shorten name, please note that so we can
make corrections
 Should appear in pretty paragraph summary form in Project
Management Section of Proposal
 Policies (rule and consequences) on at least absences,
deadlines, and late arrivals
 Goals
 Decision making process
 Meeting plans
 Other preventative measures – now is your chance to take
action against things that annoy you when working in teams